HomeMy WebLinkAbout021026 agenda packet
REGULAR MEETING
Date: Tuesday, February 10, 2026
Time: 9:00 a.m.
Location: Commissioners Meeting Room Harnett County Resource Center & Library 455 McKinney Parkway, Lillington
Harnett County Board of Commissioners
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1. Call to order – Chairman Duncan Jaggers
2. Pledge of Allegiance and Invocation – Commissioner Brooks Matthews
3. Harnett County Heroes Remembrance Presentation
4. Consider additions and deletions to the published agenda
5. Consent Agenda
A. Regular Meeting Minutes of January 20, 2026
6. Presentation and Results of the 2025-2026 Compensation Study; Janice Lane, Human Resources Director and Pontifex Consulting Group
7. Economic Development Quarterly Update; Stephen Barrington, Economic Development Director
8. Reappraisal Update; Christine Wallace, Tax Administrator
9. Discuss Board of Elections and ballot security.
10. Action: A. Report of Unpaid Taxes for fiscal year 2025-2026 and discuss a request for approval to allow for the advertisement of unpaid taxes for fiscal year 2025-2026; Christine Wallace, Tax Administrator B. Discuss and consider a request for approval for retiring deputies to purchase their service
weapons; Gary McNeil, Major, Sheriff’s Office
C. Discuss a request to add an additional Special Assistance In-Home Program Social Worker II
position for the Department of Social Services; Kelly Kelly, Interim Social Services Director
D. Discuss a request for approval of the North Regional Wastewater Treatment Plant (WWTP)
Adams Robinson Change Order No. 5; Tommy Burns, Harnett Regional Water (HRW) Director
E. Discuss a request to approve the replacement of the Harnett Regional Jetport (HRJ) owned
hangar’s main door; Brad Abate, HRJ Director
F. Discuss a request to approve a resolution and an agreement for the conveyance of real property
to Good Hope; Brent Trout, County Manager
G. Review applications for Boards and Committees.
11. County Manager’s Report – Brent Trout, County Manager A. Department of Social Services Monthly Report
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Harnett County Board of Commissioners
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B. February 16, 2025 Regular Meeting Agenda Review C. Upcoming meetings and Invitations
D. Budget Revisions
E. Budget Amendments – Motion to approve budget amendments as requested by the Finance
Officer.
F. Resolution requesting NC Department of Transportation add John Stark Drive, Mcintosh Court,
Thomas Gage Drive, Tarleton Drive, Saint Clair Drive, Dekalb Court, Artemas Ward Drive and
Ethan Allen Court in the Birchwood Grove Subdivision (Phase 1&2) to the State’s Secondary
Road System – Consider a motion to adopt the Resolution.
G. Resolution requesting NC Department of Transportation add Red Cedar Way, Pink Dogwood
Way, Mistywood Drive, Winterberry Way, Paper Birch Way, Blue Aspen Drive, Pecan Grove Lane,
Silver Maple Drive in Woodgrove Subdivision (Phase 1, 2, 3, and 4) to the State’s Secondary
Road System – Consider a motion to adopt the Resolution.
12. New Business
13. Commissioners’ Comments
14. Closed Session
15. Recess and Reconvene downstairs in Training Room 103A Planning Work Session
16. Planning Meeting Welcome and Overview – Brent Trout, County Manager
17. Debt Affordability and Financial Analysis – Davenport
18. Year in Review – Administration Staff
19. Review of Fiscal Policy – Kimberly Honeycutt, Finance Officer
20. Harnett County Trends – Lisa McFadden, Assistant County Manager
21. Board Goals and Priorities – Brent Trout, County Manager
22. Legislative Priorities Development – Brent Trout, County Manager
23. Adjourn
CONDUCT OF THE FEBRUARY 10, 2026 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.
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Harnett County Board of Commissioners
Regular Meeting Minutes
January 20, 2026
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HARNETT COUNTY BOARD OF COMMISSIONERS
Regular Meeting Minutes
January 20, 2026
The Harnett County Board of Commissioners met in regular session on Tuesday, January 20, 2026 at 6:00
pm, in the Commissioners Meeting Room, Harnett County Resource Center and Library, 455 McKinney
Parkway, Lillington, North Carolina.
Members present: Duncan E. Jaggers, Chairman
Matthew B. Nicol, Vice Chairman
Barbara McKoy, Commissioner
William Morris, Commissioner
W. Brooks Matthews, Commissioner
Staff present: Brent Trout, County Manager
Dwight Snow, County Attorney
Kimberly Honeycutt, Finance Officer
Melissa Capps, Clerk
Chairman Jaggers called the meeting to order at 6:00 pm.
Commissioner Morris led the Pledge of Allegiance and provided the invocation.
Vice Chairman Nicol stated we just received notice the hero for the Harnett Country Heroes Remembrance
presentation is running a bit late and made a motion to move the presentation before new business. The
motion was seconded by Commissioner Morris and carried unanimously.
Chairman Jaggers called for any additions or deletions to the published agenda. Commissioner Morris
made a motion to approve the agenda as published. Commissioner Matthews made a motion to approve
the agenda as amended. Commissioner Morris seconded the motion to approve the agenda as amended.
The motion carried unanimously.
Chairman Jaggers opened the meeting for informal comments by the public, allowing up to 3 minutes for
each presentation up to 30 minutes. The following people spoke:
1.Elizabeth Longman of 234 Hamilton Road, Bunnlevel, NC.
2.Alan Longman of 234 Hamilton Road, Bunnlevel, NC.
3.Eric Stephenson of 100 Valley Stream Road, Spring Lake, NC.
4.Seth Gundersen of 111 E. Broad Street, Dunn NC.
No one else spoke. The public comment period was closed.
Item 5
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Harnett County Board of Commissioners
Regular Meeting Minutes
January 20, 2026
Page 2 of 4
Commissioner McKoy asked for an update on the 3rd floor of the courthouse. Brent Trout, County
Manager stated currently there is nothing programmed for it according to the CIP. Nothing has been
decided as to how it will be used. Additional discussion included the space needs study.
Commissioner Matthews made a motion to approve the consent agenda. Commissioner Morris seconded
the motion. The motion passed unanimously. The items on the consent agenda were as follows:
A. Minutes
i. Meeting Minutes of January 5, 2026
ii. Meeting Minutes of January 13, 2026
Kimberly VanBeck, Library Director, reviewed a request for permission to apply for and accept if
awarded a Digital Inclusion Round 2 Grant from Mid-Carolina in the amount of $18,000. There is no
match required. This project would include creating a Tonies Early Literacy Digital Access Initiative
across all eight Harnett County Public Library Locations. Tonies are a screen-free digital platform that
introduces children to foundational digital literacy concepts such as independent navigation of digital
content, auditory comprehension, and responsible technology use without requiring advanced reading
skill or internet access. Commissioner McKoy made a motion to apply for the Digital Inclusion Round 2
Grant from Mid-Carolina in the amount of $18,000. The motion was seconded by Vice Chairman Nicol
and carried unanimously.
Tommy Burns, Harnett Regional Water (HRW) Director, reviewed a request for the Board’s approval to
write off $32,528.56 for December 2025. All of these accounts have been in delinquent status for more
than three years. The facilitation of these write offs is an important step in continuing the effort to
effectively manage HRW's collections and bad debt. HRW is currently using the Local Government
Debt Setoff Program and On-Line Collections, Inc. to help collect our delinquent accounts. To date, we
have recovered $936,737.35 in bad debt previously written off through the Debt Setoff Program. Vice
Chairman Nicol made a motion to approve the write offs. The motion was seconded by Commissioner
Morris and carried unanimously.
Larry Smith, Emergency Services Director, reviewed a request on behalf of Anderson Creek Emergency
Services for the approval to construct a new Fire Substation in the 3224 block of Shady Grove Rd.
Harnett County Regional Water will donate 1 acre of frontage property in the property recently
purchased as a buffer between the plant and a proposed subdivision, at the current South Harnett Waste
Water Treatment Plant property. This substation will bring all of District 3 response area back into their
5 mile coverage area, lowering more than 700 homeowners Public Protection Class ratings. Currently
we are contracting with West Area to cover this portion of the district. This would also result in a .02
cent reduction in fire tax in this portion of the District, with the addition of this new station (currently
.13 West Area/.11 Anderson Creek) This area is growing rapidly. The estimated cost of substation will
be 1.4 million, financing through First Bank. If approved Harnett County Emergency Services will start
the process of redistricting that area with the State. Estimated completion of redistricting will be July 27.
This will allow ample time for the process of redistricting and construction of new facility.
Commissioner Morris made a motion to approve the request to construct a new Fire Substation in the
3224 block of Shady Grove Rd. The motion was seconded by Commissioner McKoy and carried
unanimously.
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Harnett County Board of Commissioners
Regular Meeting Minutes
January 20, 2026
Page 3 of 4
Mr. Smith also reviewed a request to approve a resolution adopting the 2025 Cape Fear Regional Hazard
Mitigation Plan. The Cape Fear Regional Hazard Mitigation Plan identifies local policies and actions for
reducing risk and future losses from natural hazards such as floods, severe storms, wildfires, and winter
weather. It builds upon five separate hazard mitigation plans that were initially prepared by each county
in coordination with their municipalities. This plan was a regional effort amongst five counties and the
municipalities within the region (Harnett/Moore/Lee/Chatham/Johnston). The plan hazards and potential
hazards within the region and county specific, and it creates a framework to help community officials
make decisions that may ultimately protect lives and property. The plan also outlines a strategy for
implementing mitigation projects within the 5 counties and its municipalities. Harnett County is taking
proactive steps to lessen the impact of future disasters and the costly expenses associated with them.
The Plan has been approved by FEMA and State Emergency Management. This plan is a requirement to
also reinsure reimbursement from FEMA during declared Disasters. This project is being funded by a
grant allocated by the North Carolina Division of Emergency Management and funded by the Federal
Emergency Management Agency. Commissioner McKoy made a motion to approve a Resolution
adopting the 2025 Cape Fear Regional Hazard Mitigation Plan. The motion was seconded by Vice
Chairman Nicol and carried unanimously. (Attachment 1)
Brad Abate, Harnett Regional Jetport (HRJ) Director, reviewed a request for the approval of a contract
and work authorization between the County of Harnett and Browe Construction for the construction of a
new fuel farm and removal of old fuel farms at HRJ. Commissioner Morris made a motion to approve a
contract and work authorization between the County of Harnett and Browe Construction for the
construction of a new fuel farm and removal of old fuel farms at HRJ. The motion was seconded by
Commissioner Matthews and carried unanimously.
Brent Trout, County Manager, reviewed information regarding the Farm Service Agency (FSA)
Committee Elections. Commissioner Morris shared he received a ballot at home and suggested the
Board of Commissioners vote individually at home and not as a Board. The motion was seconded by
Commissioner Matthews and carried unanimously.
Mr. Trout also reviewed a request to approve the purchase of John Britt land. Mr. Trout stated we have
been in negotiations for some time to purchase land from Mr. Britt that we need to have in order to
extend our runway. After completing negotiations, we have agreed on a purchase price of $3 million for
roughly 80 acres and exchanging 9.1 acres of land that the county currently owns to Mr. Britt. We are
ready to proceed on the closing. Commissioner Morris made a motion to approve the purchase of John
Britt land. The motion was seconded by Commissioner McKoy and carried unanimously.
The Board of Commissioners reviewed applications to serve on Boards and Committees. Commissioner
Morris made a motion to reappoint Tracie Crowder to the Board of Equalization and Review as the
District 2 member. The motion was seconded by Vice Chairman Nicol and carried unanimously.
Mr. Trout shared we received a weather briefing this morning and it looks positive that we will receive
winter weather this weekend. Emergency Services is monitoring very closely. We urge individuals to
prepare accordingly. The impact for us will depend on how long it goes, it could impact us opening on
Monday and could impact our meeting scheduled for Tuesday. We will let you know as it gets closer.
Mr. Trout shared Mr. Price and Mr. Morrow has had good conversations with Department of
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Harnett County Board of Commissioners
Regular Meeting Minutes
January 20, 2026
Page 4 of 4
Corrections’ staff that oversee Probation and Parole and this particular facility in Dunn. They have had
good discussions on what their needs are and also submitted to us a space needs so if we were to look at
another facility we would know what their needs are. Mr. Price and Mr. Morrow will be meeting with
the same staff person at the Dunn facility on Thursday at 2:00 pm to go through the issues related to
restroom concerns. Mr. Trout stated I believe after the meeting, we will have a solution immediately to
the issues as it relates to a plan going forward for the restroom issue. We will also look at long term
needs and possibilities of different facilities. Additional discussion included potential sites to relocate
Probation and Parole.
Vice Chairman Nicol asked if we have emergency shelters for the cold. Mr. Smith stated Emergency
Services is monitoring the event and as we get closer to the event, if needed, we will make some
operational decisions such as opening emergency shelters.
Vice Chairman Nicol made a motion to approve tax rebates, refunds and releases as requested by the
Tax Administrator. The motion was seconded by Commissioner Morris and carried unanimously.
(Attachment 2)
Amy Noel, Assistant 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. Ms. Noel
read Lance Corporal Cecil E. McNeill’s citation. Chairman Jaggers presented Lance Corporal McNeill
with a certificate.
During new business, Chairman Jaggers requested Mr. Trout to look at the use for the 3rd Floor of the
Courthouse. Commissioner Morris asked that staff check with the courts as that space was projected for
future courtroom space. Discussion continued. Mr. Trout stated he would pull out the Space Needs
Study, look at potential uses as discussed, look at the future and ask interested departments to present
information on how they might use the space.
Commissioner Morris made a motion to go into closed session for consultation with and instructions to
the County legal staff in order to preserve the attorney-client privilege concerning the handling of
certain litigation namely the case of “Walasheck v. Taylor, et al” File No. 25CV4718-420. This motion
is made pursuant to NC General Statute Section 143-318.11 (a)(3). The motion was seconded by Vice
Chairman Nicol and carried unanimously.
Following a motion to come out of Closed Session, Chairman Jaggers called the meeting back into open
session.
Commissioner Morris made a motion to adjourn at 7:07 pm. The motion was seconded by Vice
Chairman Nicol and carried unanimously.
____________________________________ ___________________________________
Duncan E. Jaggers, Chairman Melissa Capps, Clerk
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Attachment 1
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\\lecfile\department\Admin\Clerk to the Board docs\AGENDAS\2026\021026\6.1 agendaform2026 - Comp Study.docx
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Board Meeting
Agenda Item
MEETING DATE: February 10, 2026
TO: HARNETT COUNTY BOARD OF COMMISSIONERS
SUBJECT: Presentation and Results of the 2025-2026 Compensation Study
REQUESTED BY: Janice Lane, Human Resource Director
REQUEST:
A compensation study has been completed as a continued effort of the County's adopted
Strategic Plan and the Key Strategic Action (2.1). Pete Ronza and Dr. Greene of
Pontifex Consulting Group, LLC will present their findings and results from the
Compensation Study and will include their recommendations.
These recommendations will be instrumental in the County's adopted strategic plan of
reaching Organizational Excellence and being and employer of choice in the County
and will also assist the County in attracting, retaining and growing high performing
employees.
FINANCE OFFICER’S RECOMMENDATION:
COUNTY MANAGER’S RECOMMENDATION:
Item 6
HCBOC 021026 Pg. 47
Compensation Study
Harnett County
February 2026
Pontifex Consulting Group LLC
HCBOC 021026 Pg. 48
Page | 2
TABLE OF CONTENTS
Page
I. Introduction 3
II. Human Capital Issues and Compensation Philosophy 4
III. Classification Study 7
IV. Compensation Analysis 9
V. Summary and Recommendations 39
Appendix A – Comparable Public Sector Agencies 41
HCBOC 021026 Pg. 49
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Introduction
What was the Pontifex Consulting Group (PCG) asked to do?
The objectives of the study were to:
• Validate the compensation philosophy and its alignment to Harnett County’s (County) strategy and direction.
• Review job content information for all County jobs.
• Examine current compensation programs and structures for County jobs.
• Analyze current competitive labor market compensation practices.
• Provide recommendations for compensation structure revisions (labor market equity).
• Prepare a written report of our findings and comparisons.
On February 7, 2022, the Harnett County Commissioners adopted the 2032 Strategic Plan. Under the goal of Organization al
Excellence, Key Strategic Action Item 2.1 was to complete a Compensation Study to assess competitiveness of employee pay and
salary compression for existing County employees.
This report covers all of these objectives.
HCBOC 021026 Pg. 50
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II. Human Capital Issues and Compensation Philosophy
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Human Capital Issues
For the County to achieve its mission and values requires the attraction and retention of key talent to fill staff jobs. These are jobs
that have a significant depth in customer service, technical and scientific competencies, while at the same time possessing
advanced skills in project coordination and team building. These unique skills are essential for staff to be successful at carrying-
out the County’s mission in an effective and efficient manner.
Specifically, the County intends to:
• Become the employer of choice for key staff talent necessary to meet its core mission.
• Retain key staff and prevent “poaching” from other agencies.
• Maintain a competitive, market driven compensation and benefits system.
• Maintain a performance-based, results oriented culture.
• Engage in succession planning efforts for staff and management positions.
HCBOC 021026 Pg. 52
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Compensation Strategy
The following chart shows the percentage changes in the Consumer Price Index for Urban Consumers (CPI -U) for the Southern
United States and the Employment Cost Index (ECI) for private and public sector employers wages and salaries between 2015 and
2025 as reported by the Bureau of Labor Statistics of the U.S. Department of Labor:
Year
CPI-U
Southern
USA
ECI
Public
Sector
ECI
Private
Sector
County
Increases
2015 0.5% 1.8% 2.1% 0.0%
2016 2.0% 2.1% 2.3% 2.0%
2017 1.8% 2.1% 2.8% 1.0%
2018 1.5% 2.4% 3.1% 0.0%
2019 2.1% 2.5% 3.0% 0.0%
2020 1.4% 1.8% 2.8% 0.0%
2021 7.4% 2.7% 5.0% 10.0%
2022 7.0% 2.7% 5.0% 3.0%
2023 3.7% 4.7% 4.3% 8.0%
2024 2.8% 4.5% 3.7% 3.0%
2025 2.2% 3.6%* 3.5%* 3.0%
Average 2015-2025 3.0% 2.8% 3.4% 2.7%
The Consumer Price Index (CPI) is a measure of the average change over time in the prices paid by urban consumers for a market
basket of consumer goods and services.
The Employment Cost Index (ECI) measures the change in the hourly labor cost to employers over time. The ECI uses a fixed
“basket” of labor to produce a pure cost change, free from the effects of workers moving between occupations and industries
and includes both the cost of wages and salaries (no benefits).
*2025 ECI figures reflect January to September. Annual figures will be released by BLS on February 10, 2026.
HCBOC 021026 Pg. 53
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III. Classification Study
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Classification Study
Methodology
Pontifex Consulting Group (PCG), met with County management and Human Resources staff to discuss the project work plan,
deliverables, and the County’s issues/concerns with their classification and compensation programs.
PCG conducted briefing sessions on-site in January of 2026 with leadership to inform them of the objectives of the study, timelines,
and to answer questions. PCG also reviewed organizational structures and job descriptions with County management.
The County supplied PCG with organization charts, job descriptions and compensation program information. The job descriptions
provided critical information on their positions related to:
• Duties and Responsibilities;
• Knowledge and Skills required to perform those responsibilities and duties;
• Education and/or Experience levels required to perform duties and responsibilities;
• Supervisory responsibilities;
• Scope of Decision-making;
• Delegation of Authority;
• Physical Demands; and,
• Environmental and Working Conditions.
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IV. Compensation Analysis
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Competitive Compensation Analysis
Methodology
PCG discussed and received direction to provide a compensation study based upon the C ounty’s labor market competitors. For
jobs that are recruited from the general labor market, information was obtained from reliable, professionally compiled published
survey sources:
• United States Department of Labor, Bureau of Labor Statistics
• Willis Towers Watson Compensation Survey Report
A portion of the County’s jobs only exist in comparable public sector agencies. Therefore, the public sector is one of the County’s
primary competitors for talent. The group of comparable agencies designated by the client can be found in Appendix A.
The compensation analysis was conducted in January 2026.
In accordance with industry practice, all data are thoroughly reviewed by compensation professionals using proprietary data
diagnostic programs and statistical modeling techniques. Participants are contacted to confirm job matches, resolve omissions,
inconsistencies, or other questionable input, and clarify specific policy questions. To ensure adherence to Sherman Act Anti-Trust
Guidelines (26 Stat. 209 15 USC), survey sources maintain the confidentiality of each individual organization’s data, and any
information published is aggregated so that individual organization data cannot be identified.
Market analyses show labor market competitor pay practices at a specific point in time. They do not yield a “single correct r ate”
of compensation for a specific job. Organizations should not consider survey reports as an answer book. Survey data should be
utilized in context with the organization’s compensation philosophy, ability to pay, and the larger economic and labor market
climate.
Overall responsibilities, specific duties and education and experience requirements from County job descriptions were referenced
to provide accurate matching. Jobs were matched based on content, responsibilities, level and qualifications and not on title
alone. For this reason, the titles in the market do not necessarily align with the titles employed by the County. This also means
that there will be cases where there is not an appropriate match to a County job in the survey database and therefore comparison
data will not be available or reported.
HCBOC 021026 Pg. 57
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Competitive Compensation Analysis
Salary Range Minimum Rate
The minimum salary range rate represents the minimum rate of pay that an employer will pay for a job/skill set. This is usua lly
understood to be where the organization would set the pay rate for an incumbent who has the minimal level of education and
experience required for a job (attraction rate). The following charts show the overall comparison of the competitive labor market
minimum salary range averages and the County’s salary range minimum rates.
Job Title
County
Minimum
Salary Range Rate
Market Average
Minimum
Salary Range Rate
County as a Percent of
Market Average Rate
911 Operations Administrator $80,103 $84,808 -5.5%
Accountant II $56,928 $62,322 -8.7%
Accountant III $62,763 $68,599 -8.5%
Accounting Technician II $40,457 $44,356 -8.8%
Accounting Technician IV $49,177 $50,381 -2.4%
Accounting Manager $76,289 $82,368 -7.4%
Accounting Supervisor $69,197 $73,200 -5.5%
Administrative Assistant $44,604 $44,785 -0.4%
Administrative Assistant II $54,216 $50,389 +7.6%
Administrative Support Specialist I $33,284 $36,364 -8.5%
Administrative Support Specialist II $34,949 $40,685 -14.1%
Administrative Support Specialist III $38,532 $43,074 -10.5%
Advanced Practice Provider II $97,366 $86,965 +12.0%
Animal Care Technician $33,284 $35,156 -5.3%
Animal Services Manager $56,928 $66,555 -14.5%
Animal Shelter Supervisor $36,697 $51,291 -28.5%
Applications Analyst $65,902 $70,792 -6.9%
Asst Director Development Services $84,108 $82,164 +2.4%
Assistant County Manager $112,714 $148,657 -24.2%
Asst Director IT $84,108 $103,222 -18.5%
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Competitive Compensation Analysis
Job Title
County
Minimum
Salary Range Rate
Market Average
Minimum
Salary Range Rate
County as a Percent of
Market Average Rate
Asst Library Director $72,656 $79,210 -8.3%
Asst Manager Building Services $72,656 $72,707 -0.1%
Asst Register Deeds $59,774 $52,007 +14.9%
Asst Staff Attorney $92,730 $103,283 -10.2%
Asst Tax Administrator $76,289 $83,014 -8.1%
Bailiff $36,697 $39,662 -7.5%
Central Permitting Technician $44,604 $44,254 +0.8%
Chief Information Officer $102,235 $125,813 -18.7%
Chief Deputy Fire Marshal $65,902 $71,065 -7.3%
Child Support Agent II $51,635 $48,735 +6.0%
Child Support Supervisor II $59,774 $56,092 +6.6%
Child Support Supervisor III/Program Manager $62,763 $67,660 -7.2%
Clerk to Board of Commissioners $65,902 $70,558 -6.6%
Code Enforcement Officer I $56,298 $53,439 +5.4%
Code Enforcement Officer II $59,774 $59,636 +0.2%
Code Enforcement Officer III $69,197 $68,193 +1.5%
Community Health Technician $31,699 $40,459 -21.7%
Communications Coordinator $42,480 $46,616 -8.9%
Communications & Marketing Director $76,289 $83,411 -8.5%
Community Social Services Assistant $28,753 $35,396 -18.8%
Construction Manager-Capital Projects $59,774 $68,033 -12.1%
Criminal Analyst II $51,635 $57,567 -10.3%
Custodian $28,753 $34,547 -16.8%
Data Entry Specialist $33,284 $33,995 -2.1%
Database Administrator $65,902 $73,274 -10.1%
Deputy Clerk Board of Commissioners $54,216 $58,210 -6.9%
Deputy County Manager $130,480 $166,832 -21.8%
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Competitive Compensation Analysis
Job Title
County
Minimum
Salary Range Rate
Market Average
Minimum
Salary Range Rate
County as a Percent of
Market Average Rate
Deputy Finance Officer $97,366 $101,576 -4.1%
Deputy Fire Marshal $61,360 $64,834 -5.4%
Deputy Sheriff $53,006 $57,197 -7.3%
Deputy Sheriff Captain $86,339 $88,963 -2.9%
Deputy Sheriff Corporal $61,360 $64,029 -4.2%
Deputy Sheriff Detective $61,360 $66,649 -7.9%
Deputy Sheriff Lieutenant $74,582 $81,149 -8.1%
Deputy Sheriff Major $95,190 $98,677 -3.5%
Deputy Sheriff Sergeant $67,649 $72,819 -7.1%
Detention Captain $86,339 $80,581 7.1%
Detention Corporal $50,482 $50,464 0.0%
Detention Licensed Clinical Social Worker $69,197 $66,241 +4.5%
Detention Lieutenant $64,429 $69,292 -7.0%
Detention Officer $45,789 $51,026 -10.3%
Detention Sergeant $53,006 $59,010 -10.2%
Director Development Services $102,235 $114,156 -10.4%
Director Economic Development $107,347 $114,061 -5.9%
Director Emergency Services $118,350 $112,494 +5.2%
Director Finance $112,714 $132,593 -15.0%
Director General Services $92,730 $110,994 -16.5%
Director HRW $124,267 $121,009 +2.7%
Director Human Resources $97,366 $118,939 -18.1%
Director Marketing $69,197 $76,222 -9.2%
Director Parks & Recreation $92,730 $102,674 -9.7%
Director Public Health $118,350 $129,946 -8.9%
Director Social Services $112,714 $128,768 -12.5%
Director Solid Waste $92,730 $102,263 -9.3%
HCBOC 021026 Pg. 60
Page | 14
Competitive Compensation Analysis
Job Title
County
Minimum
Salary Range Rate
Market Average
Minimum
Salary Range Rate
County as a Percent of
Market Average Rate
Distribution Systems Technician A $46,835 $57,530 -18.6%
Distribution Systems Technician B $44,604 $52,818 -15.6%
Distribution Systems Technician C $42,480 $47,018 -9.7%
Distribution & Collection Systems Supervisor $59,774 $69,171 -13.6%
Economic Developer $97,366 $79,538 +22.4%
Elections Director $69,197 $89,810 -23.0%
Elections Specialist $40,457 $48,755 -17.0%
Elections Technician $44,604 $52,608 -15.2%
Emergency Management Coordinator $80,103 $61,886 +29.4%
EMS Billing & Insurance Specialist $42,480 $46,688 -9.0%
EMS Chief $92,730 $86,105 +7.7%
EMS Lieutenant $61,360 $63,859 -3.9%
EMS District Chief $64,429 $70,921 -9.2%
Emergency Medical Technician $43,606 $45,363 -3.9%
Emergency Medical Technician-Advanced $50,482 $46,912 +7.6%
Environmental Health Specialist $59,774 $56,040 +6.7%
Environmental Health Program Specialist $65,902 $63,966 +3.0%
Environmental Health Supervisor I $69,197 $75,371 -8.2%
Evidence Technician $38,532 $49,978 -22.9%
Executive Assistant $56,928 $59,706 -4.7%
Facility Maintenance Helper $36,697 $34,002 +7.9%
Facility Maintenance Technician I $42,480 $40,232 +5.6%
Facility Maintenance Technician II $44,604 $46,542 -4.2%
Facility Maintenance Technician III $46,835 $54,509 -14.1%
Facility Maintenance Director $62,763 $77,856 -19.4%
Facility Maintenance Manager $56,928 $59,200 -3.8%
HCBOC 021026 Pg. 61
Page | 15
Competitive Compensation Analysis
Job Title
County
Minimum
Salary Range Rate
Market Average
Minimum
Salary Range Rate
County as a Percent of
Market Average Rate
Family & Childcare Resources Specialist $49,177 $51,911 -5.3%
Field Services Officer $40,457 $51,236 -21.0%
Financial Systems Analyst $59,774 $67,699 -11.7%
Fire Marshal $88,314 $80,636 +9.5%
Fleet Maintenance Supervisor $49,177 $61,828 -20.5%
Fleet Director $59,774 $76,817 -22.2%
Fleet Maintenance Mechanic $46,835 $49,913 -6.2%
Foreign Language Interpreter II $44,604 $43,762 +1.9%
GIS Analyst $69,197 $65,194 +6.1%
GIS Systems Administrator $72,656 $87,273 -16.7%
GIS Technician $49,177 $50,372 -2.4%
Grounds Maintenance Technician I $36,697 $34,863 +5.3%
Grounds Maintenance Technician II $40,457 $41,098 -1.6%
Grounds Maintenance Supervisor $49,177 $57,228 -14.1%
Heavy Equipment Operator $42,480 $44,056 -3.6%
Human Resources Manager $69,197 $82,632 -16.3%
Human Resources Recruitment Specialist $56,928 $54,707 +4.1%
Human Resources Benefits Specialist $56,928 $61,423 -7.3%
Human Resources Generalist $56,928 $64,661 -12.0%
Income Maintenance Caseworker I $40,457 $39,901 +1.4%
Income Maintenance Caseworker II $44,604 $44,108 +1.1%
Income Maintenance Caseworker III $49,177 $48,968 +0.4%
Income Maintenance Supervisor II $54,216 $53,658 +1.0%
Information User Group Supervisor $69,197 $76,040 -9.0%
IT Project Coordinator $59,774 $73,759 -19.0%
IT Technician II $56,928 $54,248 +4.9%
HCBOC 021026 Pg. 62
Page | 16
Competitive Compensation Analysis
Job Title
County
Minimum
Salary Range Rate
Market Average
Minimum
Salary Range Rate
County as a Percent of
Market Average Rate
IT Technician III $62,763 $58,546 +7.2%
IT Systems Specialist, Senior $69,197 $73,039 -5.3%
Jetport Director $84,108 $95,301 -11.7%
Jetport Operations Manager $56,928 $53,018 +7.4%
Laboratory Analyst $49,177 $52,205 -5.8%
Landfill Maintenance Worker $33,284 $37,548 -11.4%
Librarian $51,635 $54,391 -5.1%
Library Assistant $33,284 $38,105 -12.7%
Library Branch Manager II $54,216 $61,274 -11.5%
Library Circulation Manager $56,928 $45,815 +24.3%
Library Community Engagement Specialist $38,532 $55,652 -30.8%
Library Director $92,730 $92,651 +0.1%
Library Program Specialist $38,532 $40,714 -5.4%
Line Technician $30,190 $37,644 -19.8%
Management Analyst $51,635 $61,472 -16.0%
Maintenance Worker $33,284 $34,615 -3.8%
Manager Building Services $84,108 $84,150 0.0%
Medical Laboratory Technician II $46,835 $45,100 +3.8%
Medical Laboratory Technologist I $56,928 $56,118 +1.4%
Medical Office Assistant $33,284 $41,245 -19.3%
Natural Resources Conservationist II $54,216 $56,220 -3.6%
Natural Resources Director $59,774 $70,426 -15.1%
Network Security Analyst $65,902 $75,087 -12.2%
Nutritionist II $51,635 $54,663 -5.5%
Office Assistant IV $36,697 $43,486 -15.6%
Office Manager $51,635 $57,752 -10.6%
HCBOC 021026 Pg. 63
Page | 17
Competitive Compensation Analysis
Job Title
County
Minimum
Salary Range Rate
Market Average
Minimum
Salary Range Rate
County as a Percent of
Market Average Rate
Paralegal $51,635 $54,174 -4.7%
Paramedic $58,439 $55,177 +5.9%
Parks & Grounds Supervisor $51,635 $58,620 -11.9%
Payroll Specialist $56,928 $57,980 -1.8%
Planner I $59,774 $54,617 +9.4%
Planner II $62,763 $62,925 -0.3%
Planning Technician $49,177 $47,821 +2.8%
Plant Maintenance Technician II $46,835 $49,889 -6.1%
Practical Nurse II $42,480 $46,380 -8.4%
Processing Assistant III $33,284 $36,783 -9.5%
Processing Assistant IV $36,697 $37,441 -2.0%
Processing Unit Supervisor $40,457 $43,285 -6.5%
Procurement Manager $62,763 $67,222 -6.6%
Property Appraiser $51,635 $55,202 -6.5%
Public Health Educator II $56,928 $53,722 +6.0%
Public Health Nurse II $69,197 $62,097 +11.4%
Public Health Nurse III $72,656 $64,209 +13.2%
Public Health Nursing Director $97,366 $92,385 +5.4%
Public Health Nurse Supervisor $76,289 $74,052 +3.0%
Real Property Revaluation Supervisor $56,928 $62,087 -8.3%
Records Supervisor $44,604 $51,716 -13.8%
Recreation Center Assistant $33,284 $33,655 -1.1%
Recreation Center Coordinator $36,697 $45,480 -19.3%
Recreation Program Supervisor $49,177 $55,593 -11.5%
Register of Deeds Deputy II $40,457 $43,907 -7.9%
Register of Deeds $84,108 $80,154 +4.9%
Safety & Risk Manager $62,763 $75,664 -17.1%
HCBOC 021026 Pg. 64
Page | 18
Competitive Compensation Analysis
Job Title
County
Minimum
Salary Range Rate
Market Average
Minimum
Salary Range Rate
County as a Percent of
Market Average Rate
SCADA Technician $54,216 $55,285 -1.9%
Senior Engineering Technician $59,774 $53,652 +11.4%
Senior Maintenance Worker $36,697 $43,735 -16.1%
Senior Planner $69,197 $68,980 +0.3%
Senior Staff Attorney $107,347 $114,757 -6.5%
Sheriff $102,235 $127,576 -19.9%
Social Worker II $54,216 $54,818 -1.1%
Social Worker III $59,774 $60,674 -1.5%
Social Work Supervisor II $62,763 $68,456 -8.3%
Social Work Program Manager $76,289 $76,932 -0.8%
Social Services Deputy Director $97,366 $110,096 -11.6%
Solid Waste Operations Manager $56,928 $68,106 -16.4%
Tax Administrator $92,730 $105,513 -12.1%
Tax Delinquent Collector $44,604 $46,906 -4.9%
Tax Deputy Collector $65,902 $63,136 +4.4%
Telecommunicator $48,075 $47,240 +1.8%
Telecommunications Shift Supervisor $53,006 $58,754 -9.8%
Transit Dispatcher $36,697 $39,585 -7.3%
Transit Driver $31,699 $35,231 -10.0%
Transportation Manager $51,635 $67,482 -23.5%
Utility Civil Engineer $88,314 $82,476 +7.1%
Utility Construction Inspector $54,216 $59,041 -8.2%
Utility Customer Service Representative II $42,480 $42,670 -0.4%
Utility Location Technician $40,457 $45,527 -11.1%
Utility Maintenance Supervisor $65,902 $67,865 -2.9%
Utility System Electrical Technician $46,835 $54,390 -13.9%
Utility Systems Technician $40457 $45,766 -11.6%
HCBOC 021026 Pg. 65
Page | 19
Competitive Compensation Analysis
Job Title
County
Minimum
Salary Range Rate
Market Average
Minimum
Salary Range Rate
County as a Percent of
Market Average Rate
Veterans Services Officer $49,177 $52,208 -5.8%
Veterans Services Director $62,763 $74,324 -15.6%
Wastewater Treatment Plant Operator I $46,835 $49,123 -4.7%
Wastewater Treatment Plant Operator II $49,177 $50,666 -2.9%
Wastewater Treatment Plant Operator III $51,635 $54,884 -5.9%
Wastewater Treatment Plant Operator IV $54,216 $56,279 -3.7%
Wastewater Treatment Plant Operator, Senior $56,928 $58,837 -3.2%
Wastewater Treatment Plant Supervisor $69,197 $74,289 -6.9%
Wastewater Treatment Plant Superintendent $80,103 $92,823 -13.7%
Water Quality Technician $40,457 $45,766 -11.6%
Water Plant Operator A $54,216 $53,355 +1.6%
Water Plant Operator B $51,635 $50,106 +3.1%
Water Plant Operator C $49,177 $46,436 +5.9%
Water Plant Operator, Senior $56,928 $56,848 +0.1%
Water Treatment Plant Supervisor $76,289 $74,137 +2.9%
Weighmaster $40,457 $44,258 -8.6%
HCBOC 021026 Pg. 66
Page | 20
Competitive Compensation Analysis
Salary Range Midpoint Rate
The midpoint of the salary range represents the midpoint of the range of pay that an employer will pay for a job/skill set. This is
usually understood to be where the organization would set the pay rate for an incumbent who has a journey -level education and
experience. From an experience level this is generally understood to be 6-8 years. The following charts show the overall
comparison of the competitive labor market midpoint salary range averages and the County’s salary range midpoint rates.
Job Title
County
Midpoint
Salary Range Rate
Market Average
Midpoint
Salary Range Rate
County as a Percent of
Market Average Rate
911 Operations Administrator $106,136 $108,021 -1.7%
Accountant II $75,429 $79,194 -4.8%
Accountant III $83,161 $88,271 -5.8%
Accounting Technician II $53,607 $55,321 -3.1%
Accounting Technician IV $65,160 $63,737 +2.2%
Accounting Manager $101,082 $104,501 -3.3%
Accounting Supervisor $91,685 $94,066 -2.5%
Administrative Assistant $59,101 $57,589 +2.6%
Administrative Assistant II $71,838 $65,296 +10.0%
Administrative Support Specialist I $44,103 $45,504 -3.1%
Administrative Support Specialist II $46,309 $50,660 -8.6%
Administrative Support Specialist III $51,054 $52,505 -2.8%
Advanced Practice Provider II $129,011 $115,700 +11.5%
Animal Care Technician $44,103 $44,570 -1.0%
Animal Services Manager $75,429 $84,488 -10.7%
Animal Shelter Supervisor $48,622 $65,725 -26.0%
Applications Analyst $87,319 $89,599 -2.5%
Asst Director Development Services $111,443 $106,269 +4.9%
Assistant County Manager $149,346 $193,525 -22.8%
Asst Director IT $111,443 $135,122 -17.5%
HCBOC 021026 Pg. 67
Page | 21
Competitive Compensation Analysis
Job Title
County
Midpoint
Salary Range Rate
Market Average
Midpoint
Salary Range Rate
County as a Percent of
Market Average Rate
Asst Library Director $96,269 $105,730 -8.9%
Asst Manager Building Services $96,269 $92,821 +3.7%
Asst Register Deeds $79,202 $65,700 +20.6%
Asst Staff Attorney $122,867 $133,508 -8.0%
Asst Tax Administrator $101,082 $105,150 -3.9%
Bailiff $48,622 $52,022 -6.5%
Central Permitting Technician $59,101 $53,085 +11.3%
Chief Information Officer $135,463 $161,583 -16.2%
Chief Deputy Fire Marshal $87,319 $88,066 -0.8%
Child Support Agent II $68,417 $61,992 +10.4%
Child Support Supervisor II $79,202 $72,530 +9.2%
Child Support Supervisor III/Program Manager $83,161 $90,349 -8.0%
Clerk to Board of Commissioners $87,319 $88,881 -1.8%
Code Enforcement Officer I $75,429 $66,266 +13.8%
Code Enforcement Officer II $79,202 $74,432 +6.4%
Code Enforcement Officer III $91,685 $86,009 +6.6%
Community Health Technician $42,002 $50,228 -16.4%
Communications Coordinator $56,287 $60,381 -6.8%
Communications & Marketing Director $101,082 $106,137 -4.8%
Community Social Services Assistant $38,097 $45,367 -16.0%
Construction Manager-Capital Projects $79,202 $88,779 -10.8%
Criminal Analyst II $68,417 $72,731 -5.9%
Custodian $38,097 $43,304 -12.0%
Data Entry Specialist $44,103 $45,657 -3.4%
Database Administrator $87,319 $93,299 -6.4%
Deputy Clerk Board of Commissioners $71,838 $76,118 -5.6%
Deputy County Manager $172,887 $221,306 -21.9%
HCBOC 021026 Pg. 68
Page | 22
Competitive Compensation Analysis
Job Title
County
Midpoint
Salary Range Rate
Market Average
Midpoint
Salary Range Rate
County as a Percent of
Market Average Rate
Deputy Finance Officer $129,011 $130,993 -1.5%
Deputy Fire Marshal $81,302 $82,350 -1.3%
Deputy Sheriff $70,233 $73,078 -3.9%
Deputy Sheriff Captain $114,399 $113,045 +1.2%
Deputy Sheriff Corporal $81,302 $80,918 +0.5%
Deputy Sheriff Detective $81,302 $84,458 -3.7%
Deputy Sheriff Lieutenant $98,823 $102,983 -4.0%
Deputy Sheriff Major $126,127 $125,310 +0.7%
Deputy Sheriff Sergeant $89,636 $92,375 -3.0%
Detention Captain $114,399 $102,144 +12.0%
Detention Corporal $66,888 $62,113 +7.7%
Detention Licensed Clinical Social Worker $91,685 $84,881 +8.0%
Detention Lieutenant $85,366 $87,511 -2.5%
Detention Officer $60,669 $65,016 -6.7%
Detention Sergeant $70,233 $74,655 -5.9%
Director Development Services $135,463 $146,584 -7.6%
Director Economic Development $142,234 $149,521 -4.9%
Director Emergency Services $156,813 $146,714 +6.9%
Director Finance $149,346 $169,421 -11.8%
Director General Services $122,867 $143,805 -14.6%
Director HRW $164,654 $162,110 +1.6%
Director Human Resources $129,011 $152,581 -15.4%
Director Marketing $91,685 $95,517 -4.0%
Director Parks & Recreation $122,867 $131,845 -6.8%
Director Public Health $156,813 $169,949 -7.7%
Director Social Services $149,346 $169,142 -11.7%
Director Solid Waste $122,867 $135,797 -9.5%
HCBOC 021026 Pg. 69
Page | 23
Competitive Compensation Analysis
Job Title
County
Midpoint
Salary Range Rate
Market Average
Midpoint
Salary Range Rate
County as a Percent of
Market Average Rate
Distribution Systems Technician A $62,056 $74,986 -17.2%
Distribution Systems Technician B $59,101 $65,062 -9.2%
Distribution Systems Technician C $56,287 $61,432 -8.4%
Distribution & Collection Systems Supervisor $79,202 $89,915 -11.9%
Economic Developer $129,011 $103,341 +24.8%
Elections Director $91,685 $115,746 -20.8%
Elections Specialist $53,607 $60,904 -12.0%
Elections Technician $59,101 $67,426 -12.3%
Emergency Management Coordinator $106,136 $79,460 +33.6%
EMS Billing & Insurance Specialist $56,287 $58,921 -4.5%
EMS Chief $122,867 $114,928 +6.9%
EMS Lieutenant $81,302 $84,168 -3.4%
EMS District Chief $85,366 $93,436 -8.6%
Emergency Medical Technician $57,780 $59,096 -2.2%
Emergency Medical Technician-Advanced $66,888 $62,304 +7.4%
Environmental Health Specialist $79,202 $71,774 +10.3%
Environmental Health Program Specialist $87,319 $83,227 +4.9%
Environmental Health Supervisor I $91,685 $96,607 -5.1%
Evidence Technician $51,054 $62,463 -18.3%
Executive Assistant $75,429 $75,954 -0.7%
Facility Maintenance Helper $48,622 $41,672 +16.7%
Facility Maintenance Technician I $56,287 $49,907 +12.8%
Facility Maintenance Technician II $59,101 $58,804 +0.5%
Facility Maintenance Technician III $62,056 $68,195 -9.0%
Facility Maintenance Director $83,161 $95,528 -12.9%
Facility Maintenance Manager $75,429 $73,243 +3.0%
HCBOC 021026 Pg. 70
Page | 24
Competitive Compensation Analysis
Job Title
County
Midpoint
Salary Range Rate
Market Average
Midpoint
Salary Range Rate
County as a Percent of
Market Average Rate
Family & Childcare Resources Specialist $65,160 $66,820 -2.5%
Field Services Officer $53,607 $63,375 -15.4%
Financial Systems Analyst $79,202 $85,008 -6.8%
Fire Marshal $117,015 $104,839 +11.6%
Fleet Maintenance Supervisor $65,160 $78,837 -17.3%
Fleet Director $79,202 $99,473 -20.4%
Fleet Maintenance Mechanic $62,056 $64,580 -3.9%
Foreign Language Interpreter II $59,101 $54,907 +7.6%
GIS Analyst $91,685 $84,044 +9.1%
GIS Systems Administrator $96,269 $112,848 -14.7%
GIS Technician $65,160 $64,354 +1.3%
Grounds Maintenance Technician I $48,622 $44,299 +9.8%
Grounds Maintenance Technician II $53,607 $52,485 +2.1%
Grounds Maintenance Supervisor $65,160 $72,259 -9.8%
Heavy Equipment Operator $56,287 $56,183 +0.2%
Human Resources Manager $91,685 $105,853 -13.4%
Human Resources Recruitment Specialist $75,429 $68,777 +9.7%
Human Resources Benefits Specialist $75,429 $76,223 -1.0%
Human Resources Generalist $75,429 $82,796 -8.9%
Income Maintenance Caseworker I $53,607 $50,644 +5.9%
Income Maintenance Caseworker II $59,101 $56,511 +4.6%
Income Maintenance Caseworker III $65,160 $62,761 +3.8%
Income Maintenance Supervisor II $71,838 $68,011 +5.6%
Information User Group Supervisor $91,685 $93,172 -1.6%
IT Project Coordinator $79,202 $94,162 -15.9%
IT Technician II $75,429 $67,852 +11.2%
HCBOC 021026 Pg. 71
Page | 25
Competitive Compensation Analysis
Job Title
County
Midpoint
Salary Range Rate
Market Average
Midpoint
Salary Range Rate
County as a Percent of
Market Average Rate
IT Technician III $83,161 $75,188 +10.6%
IT Systems Specialist, Senior $91,685 $97,872 -6.3%
Jetport Director $111,443 $125,013 -10.9%
Jetport Operations Manager $75,429 $69,409 +8.7%
Laboratory Analyst $65,160 $68,263 -4.5%
Landfill Maintenance Worker $44,103 $47,763 -7.7%
Librarian $68,417 $69,114 -1.0%
Library Assistant $44,103 $47,351 -6.9%
Library Branch Manager II $71,838 $78,376 -8.3%
Library Circulation Manager $75,429 $58,772 +28.3%
Library Community Engagement Specialist $51,054 $70,471 -27.6%
Library Director $122,867 $121,349 +1.3%
Library Program Specialist $51,054 $52,153 -2.1%
Line Technician $40,001 $49,397 -19.0%
Management Analyst $68,417 $79,459 -13.9%
Maintenance Worker $44,103 $43,451 +1.5%
Manager Building Services $111,443 $108,342 +2.9%
Medical Laboratory Technician II $62,056 $57,579 +7.8%
Medical Laboratory Technologist I $75,429 $73,331 +2.9%
Medical Office Assistant $44,103 $51,888 -15.0%
Natural Resources Conservationist II $71,838 $72,152 -0.4%
Natural Resources Director $79,202 $91,315 -13.3%
Network Security Analyst $87,319 $95,245 -8.3%
Nutritionist II $68,417 $69,225 -1.2%
Office Assistant IV $48,622 $54,640 -11.0%
Office Manager $68,417 $73,073 -6.4%
HCBOC 021026 Pg. 72
Page | 26
Competitive Compensation Analysis
Job Title
County
Midpoint
Salary Range Rate
Market Average
Midpoint
Salary Range Rate
County as a Percent of
Market Average Rate
Paralegal $68,417 $67,668 +1.1%
Paramedic $77,431 $72,807 +6.4%
Parks & Grounds Supervisor $68,417 $71,726 -4.6%
Payroll Specialist $75,429 $74,205 +1.6%
Planner I $79,202 $70,635 +12.1%
Planner II $83,161 $79,688 +4.4%
Planning Technician $65,160 $59,613 +9.3%
Plant Maintenance Technician II $62,056 $63,086 -1.6%
Practical Nurse II $56,287 $58,254 -3.4%
Processing Assistant III $44,103 $48,144 -8.4%
Processing Assistant IV $48,622 $46,699 +4.1%
Processing Unit Supervisor $53,607 $56,666 -5.4%
Procurement Manager $83,161 $86,322 -3.7%
Property Appraiser $68,417 $70,934 -3.5%
Public Health Educator II $75,429 $68,829 +9.6%
Public Health Nurse II $91,685 $80,077 +14.5%
Public Health Nurse III $96,269 $82,620 +16.5%
Public Health Nursing Director $129,011 $122,744 +5.1%
Public Health Nurse Supervisor $101,082 $96,166 +5.1%
Real Property Revaluation Supervisor $75,429 $79,651 -5.3%
Records Supervisor $59,101 $65,416 -9.7%
Recreation Center Assistant $44,103 $44,280 -0.4%
Recreation Center Coordinator $48,622 $55,226 -12.0%
Recreation Program Supervisor $65,160 $68,629 -5.1%
Register of Deeds Deputy II $53,607 $55,001 -2.5%
Register of Deeds $111,443 $100,310 +11.1%
Safety & Risk Manager $83,161 $98,272 -15.4%
HCBOC 021026 Pg. 73
Page | 27
Competitive Compensation Analysis
Job Title
County
Midpoint
Salary Range Rate
Market Average
Midpoint
Salary Range Rate
County as a Percent of
Market Average Rate
SCADA Technician $71,838 $73,170 -1.8%
Senior Engineering Technician $79,202 $69,439 +14.1%
Senior Maintenance Worker $48,622 $57,091 -14.8%
Senior Planner $91,685 $88,292 +3.8%
Senior Staff Attorney $142,234 $151,269 -6.0%
Sheriff $135,463 $171,925 -21.2%
Social Worker II $71,838 $70,288 +2.2%
Social Worker III $79,202 $77,454 +2.3%
Social Work Supervisor II $83,161 $88,220 -5.7%
Social Work Program Manager $101,082 $99,904 +1.2%
Social Services Deputy Director $129,011 $151,075 -14.6%
Solid Waste Operations Manager $75,429 $87,849 -14.1%
Tax Administrator $122,867 $134,965 -9.0%
Tax Delinquent Collector $59,101 $59,162 -0.1%
Tax Deputy Collector $87,319 $78,279 +11.5%
Telecommunicator $63,701 $60,888 +4.6%
Telecommunications Shift Supervisor $70,233 $74,562 -5.8%
Transit Dispatcher $48,622 $49,655 -2.1%
Transit Driver $42,002 $43,270 -2.9%
Transportation Manager $68,417 $85,105 -19.6%
Utility Civil Engineer $117,015 $116,803 +0.2%
Utility Construction Inspector $71,838 $74,797 -4.0%
Utility Customer Service Representative II $56,287 $54,249 +3.8%
Utility Location Technician $53,607 $58,780 -8.8%
Utility Maintenance Supervisor $87,319 $90,010 -3.0%
Utility System Electrical Technician $62,056 $71,697 -13.4%
Utility Systems Technician $53,607 $57,480 -6.7%
HCBOC 021026 Pg. 74
Page | 28
Competitive Compensation Analysis
Job Title
County
Midpoint
Salary Range Rate
Market Average
Midpoint
Salary Range Rate
County as a Percent of
Market Average Rate
Veterans Services Officer $65,160 $66,505 -2.0%
Veterans Services Director $83,161 $99,245 -16.2%
Wastewater Treatment Plant Operator I $62,056 $63,970 -3.0%
Wastewater Treatment Plant Operator II $65,160 $65,784 -0.9%
Wastewater Treatment Plant Operator III $68,417 $72,095 -5.1%
Wastewater Treatment Plant Operator IV $71,838 $74,887 -4.1%
Wastewater Treatment Plant Operator, Senior $75,429 $79,350 -4.9%
Wastewater Treatment Plant Supervisor $91,685 $98,563 -7.0%
Wastewater Treatment Plant Superintendent $106,136 $121,710 -12.8%
Water Quality Technician $53,607 $57,480 -6.7%
Water Plant Operator A $71,838 $67,850 +5.9%
Water Plant Operator B $68,417 $62,875 +8.8%
Water Plant Operator C $65,160 $58,304 +11.8%
Water Plant Operator, Senior $75,429 $72,683 +3.8%
Water Treatment Plant Supervisor $101,082 $95,210 +6.2%
Weighmaster $53,607 $52,157 +2.8%
HCBOC 021026 Pg. 75
Page | 29
Competitive Compensation Analysis
Salary Range Maximum Rate
The maximum salary range rate represents the maximum rate of pay that an employer will pay for a job/skill set. This is usually
understood to be where the organization would set the pay rate for an incumbent who has an above average level of education
and experience (retention rate). The following charts show the overall comparison of the competitive labor market maximum
salary range averages and the County’s salary range maximum rates.
Job Title
County
Maximum
Salary Range Rate
Market Average
Maximum
Salary Range Rate
County as a Percent of
Market Average Rate
911 Operations Administrator $132,172 $131,234 +0.7%
Accountant II $93,931 $96,107 -2.3%
Accountant III $103,559 $107,334 -3.5%
Accounting Technician II $66,755 $66,176 +0.9%
Accounting Technician IV $81,142 $77,093 +5.3%
Accounting Manager $125,877 $126,634 -0.6%
Accounting Supervisor $114,174 $115,824 -1.4%
Administrative Assistant $73,598 $70,394 +4.6%
Administrative Assistant II $89,459 $80,201 +11.5%
Administrative Support Specialist I $54,919 $54,416 +0.9%
Administrative Support Specialist II $57,667 $60,905 -5.3%
Administrative Support Specialist III $63,577 $65,020 -2.2%
Advanced Practice Provider II $160,655 $144,435 +11.2%
Animal Care Technician $54,919 $53,985 +1.7%
Animal Services Manager $93,931 $102,419 -8.3%
Animal Shelter Supervisor $60,550 $76,159 -20.5%
Applications Analyst $108,737 $107,623 +1.0%
Asst Director Development Services $138,779 $130,374 +6.4%
Assistant County Manager $185,977 $238,392 -22.0%
Asst Director IT $138,779 $166,113 -16.5%
HCBOC 021026 Pg. 76
Page | 30
Competitive Compensation Analysis
Job Title
County
Maximum
Salary Range Rate
Market Average
Maximum
Salary Range Rate
County as a Percent of
Market Average Rate
Asst Library Director $119,883 $132,248 -9.3%
Asst Manager Building Services $119,883 $112,935 +6.2%
Asst Register Deeds $98,629 $79,393 +24.2%
Asst Staff Attorney $153,004 $163,733 -6.6%
Asst Tax Administrator $125,877 $127,286 -1.1%
Bailiff $60,550 $64,382 -6.0%
Central Permitting Technician $73,598 $61,916 +18.9%
Chief Information Officer $168,687 $197,173 -14.4%
Chief Deputy Fire Marshal $108,737 $105,067 +3.5%
Child Support Agent II $85,197 $75,248 +13.2%
Child Support Supervisor II $98,629 $88,967 +10.9%
Child Support Supervisor III/Program Manager $103,559 $113,037 -8.4%
Clerk to Board of Commissioners $108,737 $107,204 +1.4%
Code Enforcement Officer I $93,931 $79,094 +18.8%
Code Enforcement Officer II $98,629 $89,228 +10.5%
Code Enforcement Officer III $114,174 $103,825 +10.0%
Community Health Technician $52,304 $59,906 -12.7%
Communications Coordinator $70,093 $75,299 -6.9%
Communications & Marketing Director $125,877 $128,864 -2.3%
Community Social Services Assistant $47,443 $55,338 -14.3%
Construction Manager-Capital Projects $98,629 $109,440 -9.9%
Criminal Analyst II $85,197 $87,895 -3.1%
Custodian $47,443 $51,657 -8.2%
Data Entry Specialist $54,919 $54,957 -0.1%
Database Administrator $108,737 $113,688 -4.4%
Deputy Clerk Board of Commissioners $89,459 $94,026 -4.9%
Deputy County Manager $215,293 $275,779 -21.9%
HCBOC 021026 Pg. 77
Page | 31
Competitive Compensation Analysis
Job Title
County
Maximum
Salary Range Rate
Market Average
Maximum
Salary Range Rate
County as a Percent of
Market Average Rate
Deputy Finance Officer $160,655 $161,282 -0.4%
Deputy Fire Marshal $101,243 $99,886 +1.4%
Deputy Sheriff $87,458 $88,960 -1.7%
Deputy Sheriff Captain $142,462 $137,126 +3.9%
Deputy Sheriff Corporal $101,243 $97,806 +3.5%
Deputy Sheriff Detective $101,243 $102,267 -1.0%
Deputy Sheriff Lieutenant $123,062 $124,818 -1.4%
Deputy Sheriff Major $157,062 $151,942 +3.4%
Deputy Sheriff Sergeant $111,621 $111,931 -0.3%
Detention Captain $142,462 $123,705 +15.2%
Detention Corporal $83,264 $73,762 +12.9%
Detention Licensed Clinical Social Worker $114,174 $103,520 +10.3%
Detention Lieutenant $106,305 $105,731 +0.5%
Detention Officer $75,549 $79,006 -4.4%
Detention Sergeant $87,458 $90,299 -3.1%
Director Development Services $168,687 $179,013 -5.8%
Director Economic Development $177,122 $184,982 -4.2%
Director Emergency Services $195,277 $180,934 +7.9%
Director Finance $185,977 $207,006 -10.2%
Director General Services $153,004 $176,260 -13.2%
Director HRW $205,040 $205,078 0.0%
Director Human Resources $160,655 $185,941 -13.6%
Director Marketing $114,174 $114,901 -0.6%
Director Parks & Recreation $153,004 $161,033 -5.0%
Director Public Health $195,277 $209,952 -7.0%
Director Social Services $185,977 $209,515 -11.2%
Director Solid Waste $153,004 $169,332 -9.6%
HCBOC 021026 Pg. 78
Page | 32
Competitive Compensation Analysis
Job Title
County
Maximum
Salary Range Rate
Market Average
Maximum
Salary Range Rate
County as a Percent of
Market Average Rate
Distribution Systems Technician A $77,278 $86,109 -10.3%
Distribution Systems Technician B $73,598 $77,305 -4.8%
Distribution Systems Technician C $70,093 $75,846 -7.6%
Distribution & Collection Systems Supervisor $98,629 $110,658 -10.9%
Economic Developer $160,655 $127,143 +26.4%
Elections Director $114,174 $141,683 -19.4%
Elections Specialist $66,755 $73,053 -8.6%
Elections Technician $73,598 $82,244 -10.5%
Emergency Management Coordinator $132,172 $97,033 +36.2%
EMS Billing & Insurance Specialist $70,093 $71,153 -1.5%
EMS Chief $153,004 $143,749 +6.4%
EMS Lieutenant $101,243 $104,478 -3.1%
EMS District Chief $106,305 $115,949 -8.3%
Emergency Medical Technician $71,953 $72,830 -1.2%
Emergency Medical Technician-Advanced $83,264 $77,697 +7.2%
Environmental Health Specialist $98,629 $87,507 +12.7%
Environmental Health Program Specialist $108,737 $102,488 +6.1%
Environmental Health Supervisor I $114,174 $117,842 -3.1%
Evidence Technician $63,577 $74,948 -15.2%
Executive Assistant $93,931 $92,198 +1.9%
Facility Maintenance Helper $60,550 $50,248 +20.5%
Facility Maintenance Technician I $70,093 $60,384 +16.1%
Facility Maintenance Technician II $73,598 $70,843 +3.9%
Facility Maintenance Technician III $77,278 $81,416 -5.1%
Facility Maintenance Director $103,559 $112,578 -8.0%
Facility Maintenance Manager $93,931 $87,942 +6.8%
HCBOC 021026 Pg. 79
Page | 33
Competitive Compensation Analysis
Job Title
County
Maximum
Salary Range Rate
Market Average
Maximum
Salary Range Rate
County as a Percent of
Market Average Rate
Family & Childcare Resources Specialist $81,142 $81,728 -0.7%
Field Services Officer $66,755 $75,424 -11.5%
Financial Systems Analyst $98,629 $102,925 -4.2%
Fire Marshal $145,718 $129,041 12.9%
Fleet Maintenance Supervisor $81,142 $95,846 -15.3%
Fleet Director $98,629 $122,130 -19.2%
Fleet Maintenance Mechanic $77,278 $78,511 -1.6%
Foreign Language Interpreter II $73,598 $66,052 +11.4%
GIS Analyst $114,174 $102,894 +11.0%
GIS Systems Administrator $119,883 $138,422 -13.4%
GIS Technician $81,142 $78,336 +3.6%
Grounds Maintenance Technician I $60,550 $53,735 +12.7%
Grounds Maintenance Technician II $66,755 $63,872 +4.5%
Grounds Maintenance Supervisor $81,142 $87,555 -7.3%
Heavy Equipment Operator $70,093 $68,310 +2.6%
Human Resources Manager $114,174 $129,993 -12.2%
Human Resources Recruitment Specialist $93,931 $82,854 +13.4%
Human Resources Benefits Specialist $93,931 $91,171 +3.0%
Human Resources Generalist $93,931 $101,216 -7.2%
Income Maintenance Caseworker I $66,755 $61,386 +8.7%
Income Maintenance Caseworker II $73,598 $68,914 +6.8%
Income Maintenance Caseworker III $81,142 $76,555 +6.0%
Income Maintenance Supervisor II $89,459 $82,364 +8.6%
Information User Group Supervisor $114,174 $110,988 +2.9%
IT Project Coordinator $98,629 $114,772 -14.1%
IT Technician II $93,931 $81,456 +15.3%
HCBOC 021026 Pg. 80
Page | 34
Competitive Compensation Analysis
Job Title
County
Maximum
Salary Range Rate
Market Average
Maximum
Salary Range Rate
County as a Percent of
Market Average Rate
IT Technician III $103,559 $91,830 +12.8%
IT Systems Specialist, Senior $114,174 $122,705 -7.0%
Jetport Director $138,779 $154,726 -10.3%
Jetport Operations Manager $93,931 $85,800 +9.5%
Laboratory Analyst $81,142 $85,218 -4.8%
Landfill Maintenance Worker $54,919 $57,978 -5.3%
Librarian $85,197 $83,835 +1.6%
Library Assistant $54,919 $56,597 -3.0%
Library Branch Manager II $89,459 $95,477 -6.3%
Library Circulation Manager $93,931 $71,730 +31.0%
Library Community Engagement Specialist $63,577 $85,206 -25.4%
Library Director $153,004 $150,046 +2.0%
Library Program Specialist $63,577 $63,593 0.0%
Line Technician $49,815 $61,151 -18.5%
Management Analyst $85,197 $97,445 -12.6%
Maintenance Worker $54,919 $52,286 +5.0%
Manager Building Services $138,779 $132,532 +4.7%
Medical Laboratory Technician II $77,278 $70,057 +10.3%
Medical Laboratory Technologist I $93,931 $90,544 +3.7%
Medical Office Assistant $54,919 $63,210 -13.1%
Natural Resources Conservationist II $89,459 $88,084 +1.6%
Natural Resources Director $98,629 $112,204 -12.1%
Network Security Analyst $108,737 $115,696 -6.0%
Nutritionist II $85,197 $83,676 +1.8%
Office Assistant IV $60,550 $65,794 -8.0%
Office Manager $85,197 $88,031 -3.2%
HCBOC 021026 Pg. 81
Page | 35
Competitive Compensation Analysis
Job Title
County
Maximum
Salary Range Rate
Market Average
Maximum
Salary Range Rate
County as a Percent of
Market Average Rate
Paralegal $85,197 $81,368 +4.7%
Paramedic $96,423 $90,437 +6.6%
Parks & Grounds Supervisor $85,197 $84,832 +0.4%
Payroll Specialist $93,931 $90,430 +3.9%
Planner I $98,629 $86,654 +13.8%
Planner II $103,559 $96,452 +7.4%
Planning Technician $81,142 $71,405 +13.6%
Plant Maintenance Technician II $77,278 $76,900 +0.5%
Practical Nurse II $70,093 $70,431 -0.5%
Processing Assistant III $54,919 $59,504 -7.7%
Processing Assistant IV $60,550 $55,957 +8.2%
Processing Unit Supervisor $66,755 $70,047 -4.7%
Procurement Manager $103,559 $107,588 -3.7%
Property Appraiser $85,197 $86,665 -1.7%
Public Health Educator II $93,931 $83,935 +11.9%
Public Health Nurse II $114,174 $98,057 +16.4%
Public Health Nurse III $119,883 $101,031 +18.7%
Public Health Nursing Director $160,655 $153,103 +4.9%
Public Health Nurse Supervisor $125,877 $118,280 +6.4%
Real Property Revaluation Supervisor $93,931 $97,216 -3.4%
Records Supervisor $73,598 $79,116 -7.0%
Recreation Center Assistant $54,919 $54,905 0.0%
Recreation Center Coordinator $60,550 $64,971 -6.8%
Recreation Program Supervisor $81,142 $81,664 -0.6%
Register of Deeds Deputy II $66,755 $66,094 +1.0%
Register of Deeds $138,779 $120,466 +15.2%
Safety & Risk Manager $103,559 $118,877 -12.9%
HCBOC 021026 Pg. 82
Page | 36
Competitive Compensation Analysis
Job Title
County
Maximum
Salary Range Rate
Market Average
Maximum
Salary Range Rate
County as a Percent of
Market Average Rate
SCADA Technician $89,459 $91,055 -1.8%
Senior Engineering Technician $98,629 $85,226 +15.7%
Senior Maintenance Worker $60,550 $70,447 -14.0%
Senior Planner $114,174 $107,604 +6.1%
Senior Staff Attorney $177,122 $187,781 -5.7%
Sheriff $168,687 $217,666 -22.5%
Social Worker II $89,459 $85,758 +4.3%
Social Worker III $98,629 $94,235 +4.7%
Social Work Supervisor II $103,559 $107,984 -4.1%
Social Work Program Manager $125,877 $122,876 +2.4%
Social Services Deputy Director $160,655 $192,053 -16.3%
Solid Waste Operations Manager $93,931 $107,592 -12.7%
Tax Administrator $153,004 $164,418 -6.9%
Tax Delinquent Collector $73,598 $71,417 +3.1%
Tax Deputy Collector $108,737 $98,658 +10.2%
Telecommunicator $79,328 $74,535 +6.4%
Telecommunications Shift Supervisor $87,458 $90,370 -3.2%
Transit Dispatcher $60,550 $60,859 -0.5%
Transit Driver $52,304 $52,661 -0.7%
Transportation Manager $85,197 $103,237 -17.5%
Utility Civil Engineer $145,718 $134,464 +8.4%
Utility Construction Inspector $89,459 $90,553 -1.2%
Utility Customer Service Representative II $70,093 $65,828 +6.5%
Utility Location Technician $66,755 $72,033 -7.3%
Utility Maintenance Supervisor $108,737 $112,155 -3.0%
Utility System Electrical Technician $77,278 $89,005 -13.2%
Utility Systems Technician $66,755 $69,194 -3.5%
HCBOC 021026 Pg. 83
Page | 37
Competitive Compensation Analysis
Job Title
County
Maximum
Salary Range Rate
Market Average
Maximum
Salary Range Rate
County as a Percent of
Market Average Rate
Veterans Services Officer $81,142 $80,801 +0.4%
Veterans Services Director $103,559 $124,165 -16.6%
Wastewater Treatment Plant Operator I $77,278 $78,818 -2.0%
Wastewater Treatment Plant Operator II $81,142 $80,901 +0.3%
Wastewater Treatment Plant Operator III $85,197 $89,305 -4.6%
Wastewater Treatment Plant Operator IV $89,459 $93,459 -4.3%
Wastewater Treatment Plant Operator, Senior $93,931 $99,863 -5.9%
Wastewater Treatment Plant Supervisor $114,174 $122,837 -7.1%
Wastewater Treatment Plant Superintendent $132,172 $150,598 -12.2%
Water Quality Technician $66,755 $69,194 -3.5%
Water Plant Operator A $89,459 $82,345 +8.6%
Water Plant Operator B $85,197 $75,644 +12.6%
Water Plant Operator C $81,142 $70,171 +15.6%
Water Plant Operator, Senior $93,931 $88,519 +6.1%
Water Treatment Plant Supervisor $125,877 $116,283 +8.3%
Weighmaster $66,755 $60,055 +11.2%
HCBOC 021026 Pg. 84
Page | 38
Competitive Compensation Analysis
Client in comparison to competitive labor market salary range rates
County
as a Percentage of
Labor Market
Minimum Rate Midpoint Rate Maximum Rate
-5.8% -2.5% -0.3%
-7.0%
-6.0%
-5.0%
-4.0%
-3.0%
-2.0%
-1.0%
0.0%
Min Mid Max
County's Market Position
County as % of Market Labor Market Average Rates
HCBOC 021026 Pg. 85
Page | 39
V. Summary and Recommendations
HCBOC 021026 Pg. 86
Page | 40
Study Findings
Competitive Position of Current Pay Structures
As an aggregate, the County’s current pay structure is below labor market competitor organizations at minimum and midpoint
rates of the salary structures and competitive at the maximum salary range rates.
The above average movement on the minimum rates in the market is something we have seen as a trend across the country. It is
caused by a combination of regulatory increases, labor market shortages and pandemic related movements.
The Board of Commissioners will need to determine whether their compensation strategy will be to lag, match, or lead the market.
In order to match the labor market and maintain the competitiveness of the structure, we would recommend bringing up the
minimum pay range rates by 5%. This will narrow the ranges which will in turn bring up the midpoint rates to market and maintain
a competitive posture on the maximum rates. This recommendation is based upon the aggregate positioning as well as the fact
that the County’s ranges must be competitive for the coming years until another market analysis is performed.
Classification of Jobs
Examination of internal equity was not included as an element of the study scope of work. However, we noticed some internal
inequities that we believe warrant examination by the County and our recommendations to remedy those situations. These
recommendations are not based upon market data. We would also recommend for FY 2026-2027 that County Human Resources
staff examine any job classification showing a market position of greater than -10% to ensure it is properly graded in accordance
with the County’s job evaluation system.
System Maintenance
The market positioning of the County’s jobs should be reviewed at a minimum every thirty-six (36) months. This will provide
needed data necessary for use in calculating adjustments to the wage structure based upon labor market movement.
New jobs should be benched to the market to provide relevant salary data that will assist in recruitment and retention. It will also
be of importance in the maintenance of the compensation system.
HCBOC 021026 Pg. 87
Page | 41
Appendix A
Comparable Public Sector Agencies
HCBOC 021026 Pg. 88
Page | 42
North Carolina Public Sector Employer Survey Participants
There are a variety of factors to consider when identifying the competitive labor market for attraction and retention. Facto rs to
consider include industry, organization size (population served, number of employees, and/or revenue budget), geographic
location or proximity, competitors for talent, and availability of data.
All Job Classifications
• Cumberland County
• Chatham County
• Durham County
• Johnston County
• Lee County
• Sampson County
• Wake County
• City Fayetteville
• City Raleigh
Additional for Public Safety Job Classifications
• Town Apex
• Town Cary
• Town Fuquay
• Town Holly Springs
• City Sanford
Additional for Utilities Job Classifications
• Town Apex
• Town Cary
• Town Clayton
HCBOC 021026 Pg. 89
Economic Development Update
February 2, 2026
ACTIVE PROJECTS
Projects Total Investment ($) Jobs
25 $3.384B 4,885
SHORT-LISTED
5 manufacturing companies
Jobs 614
CapEx $385M
Dunn (3)
Lillington (3)
One short-listed project is considering a location in both Dunn and Lillington
PROJECT DETAILS
Submitted Property Types
Buildings (5)
Dunn (2)
Erwin (1)
Harnett County (1)
Not Disclosed (1)
Sites (5)
Dunn (3)
Erwin (1)
Lillington (1)
Project Locations
Buildings
Harnett County (2)
Dunn (9)
Erwin (7)
Not Disclosed (1)
Sites
Dunn (10)
Erwin (1)
Lillington (5 )
Item 7
HCBOC 021026 Pg. 90
Manufacturing Sub-Sectors
Advanced lithium -ion energy storage
Advanced next generation battery technology and critical minerals
Aluminum extruding equipment
Battery pack for drones
Bearings (for automotive, appliances, etc.)
Construction
Defense
Docking equipment
Dynamic movement orthoses (custom medical textile devices)
Energy and biofuels
Food product
Furniture
Life sciences
Steel fabrication
Other Industry Sector
Quantum computing firm
BUSINESS DEVELOPMENT
Direct Connection:
Site Consultant, Real Estate Broker, EDPNC Business Developer or Recruiter
Project Inquiries
FY 2026 Project
Inquiries/RFI’s
Responses
Submitted
Submitted (%)
Q1 35 15 42.85%
Q2 33 11 33.33%
Q3 13 7 53.84%
HCBOC 021026 Pg. 91
Q4
Totals 81 33 40.74%
PRIMARY REASONS FOR NOT SUBMITTING FOR PROJECT INQUIRIES
1. Suitable product (building, site)
2. Power
3. Wastewater pre-treatment capabilities
PRODUCT DEVELOPMENT
Direct Connection:
Property Owners, Private Sector Developers/Builders, Economic Development Property
Development Ally
Industrial Product Inventory
Buildings Ready Sites
5 5
Site Identification Site Readiness
EPA Brownfield Assessment Grant:
Submitted a county-wide grant application in
January for $500,000 to assist with Phase 1
Assessments, if awarded (Expect to receive
notification of award status in May 2026)
On radar: Over 1,750 acres identified for
[future] industrial use
In-progress: Three proposed top-tier grocery
anchored shopping centers
Multiple restaurant, retail, and hospitality flags
are circling the county – across the entire
county
Harnett 87 East: Collier’s Engineering is
currently completing Due Diligence activities
and identifying best scenarios for accessing
the property off Hwy 87 and Nursery Rd.
Robin Hood Site: Currently obtaining quotes
to complete Due Diligence activities (Funded
by Duke Energy)
US 301 S. Industrial Site: Dewberry is
currently completing Due Diligence activities
Western Harnett Innovation Park (WHIP) –
Phase 1: Grant application to Golden LEAF
to clear and grade ~ 10 acres at the front of
the property, identify developable acreage in
~ 30 acres across the road (including CCCC
HCBOC 021026 Pg. 92
property), and complete a Preliminary
Engineering Report (PER) to obtain a
probable cost for transitioning the existing
road to CCCC to something that will support
multiple light industrial companies (Expect to
receive notification of award status in
February 2026)
Site Development Shell / Spec Building
Edgerton Industrial Park: COMPLETED
Site 1 clearing and grading project (Funded
by Golden LEAF)
Edgerton Industrial Park: IN-PROCESS
Site 2 clearing and grading project (Funded
by Harnett Economic Development
Corporation)
Harnett 95 – Building 1: Projected to start
moving dirt mid-February. Projected
completion in Q4 2026
MidPort 95: Developing plans to initially
construct 500,000 SF. Challenges:
infrastructure
HCBOC 021026 Pg. 93
\\lecfile\department\Admin\Clerk to the Board docs\AGENDAS\2026\021026\8.1 2026-02-10 - Agenda Item for 2026
Reappraisal Update.docx Page 1 of 1
Board Meeting
Agenda Item
MEETING DATE: February 10, 2026
TO: HARNETT COUNTY BOARD OF COMMISSIONERS
SUBJECT: 2026 Reappraisal Update
REQUESTED BY: Christine L. Wallace, Tax Administrator
REQUEST:
Tax Administrator requests to present an update on the 2026 reappraisal to the Board
of Commissioners.
FINANCE OFFICER’S RECOMMENDATION:
COUNTY MANAGER’S RECOMMENDATION:
Item 8
HCBOC 021026 Pg. 94
Presented by:Christine L. Wallace, Harnett County Tax AdministratorStaff from Vincent Valuations LLCTax Department Staff
2026 REAPPRAISAL
strong roots ● new growth
Public Meeting
HCBOC 021026 Pg. 95
General Information
2026 Reappraisal
Reappraisal is required at least once every eight years per North Carolina general statute
The process resets all real property tax values to current market value, as of January 1 of the reappraisal year. This reappraisal cycle is based on an effective date of January 1, 2026
Reappraisal distributes the overall property tax burden equitably across the county based on current market value
Property tax values generally do not change from year to year until the next reappraisal. Exceptions include new construction, parcel splits/recombination and permitted changes.
There are currently over 80,000 parcels of real property in Harnett County
HCBOC 021026 Pg. 96
Reappraisal Objective
2026 Reappraisal
Appraise all real property in the county at 100% of its current fair market value, as defined by statute
G.S. 105-283: “All property, real and personal, shall as far as practicable be appraised or valued at its true value in money.”
True value in money is “the price estimated in terms of money at which the property would change hands between a willing and financially able buyer and a willing seller, neither being under any compulsion to buy or sell and both having reasonable knowledge of all the uses to which the property is adapted and for which it is capable of being used.”
HCBOC 021026 Pg. 97
Market Value
2026 Reappraisal
Over time, most properties change in value. This often occurs at different rates based on location and property characteristics.
The Tax Department does not create market value. Rather, we analyze market sales to determine market patterns and trends in different locations. Market value is set by the choices of buyers and sellers in the marketplace.
The county reappraisal studies sales to update rates for all building and structure types, land codes and market factors for individual neighborhoods and rural regions. This allows for fair and equitable valuation for all owners based on their specific property and location in the current market.
HCBOC 021026 Pg. 98
2026 Reappraisal
Harnett County
Start of 2024 to
Spring 2025
Data
Collection
Door to door field
work
Staff will visit each
property in the
county to review
current physical
characteristics
Spring 2025 to
January 2026
Value
Modeling
Neighborhood
Delineation
Sales Analysis
Building valuation
modeling to
mimic the local
sales market
Spring 2025 to
January 2026
Value Review
Review each parcel one at a time for final value
Development/ presentation of the Schedule of Values to the Board and the public
March 2026
Mail Value Notices
Mail change of value notices to each property owner. Billing will be calculated using this value from Summer 2026 until the next reappraisal
April to December 2026
Appeals
Taxpayers have the right to appeal the values of their property to the Board of Equalization and Review per NCGS 105-322 (g)(2)
2026 ReappraisalHCBOC 021026 Pg. 99
Where Our Values Come From
2026 Reappraisal
Properties and sales are analyzed to determine current property conditions, market areas and typical sale prices.
Some variations cannot be determined from the property’s exterior, such as:
-Whether a bonus room or basement is finished or unfinished
-Cathedral ceilings or other floor plan variations affecting the size of a second floor
-An unusual floor plan or atypical feature
The challenge, then, is to develop tables that correlate the physical property data we have on file with the sales data to help predict values for all properties, including those that did not sell.
HCBOC 021026 Pg. 100
Why We Do It This Way
2026 Reappraisal
We are responsible for appraising over 80,000 individual properties all at one time. This is referred to as mass appraisal.
There is no practical way to appraise a large number of properties using the same methods employed by single property fee appraisers
Industry-standard methods have been developed for mass appraisal to produce property values that are reasonable and reliable
Unlike single property appraisals, mass appraisal includes an appeals process to help address valuation issues, which can result from limited information, inaccurate data or even difference of opinion
HCBOC 021026 Pg. 101
Different Areas, Different Changes
2026 Reappraisal
In broad terms, we have seen evidence that market values around the county have changed in different ways since the 2022 reappraisal
Some areas or types of improvements have seen significant change in market values and others have remained steadier by comparison
The following are individual examples of these changes across the county. They do not necessarily reflect market changes for all properties in that area
HCBOC 021026 Pg. 102
Anderson Creek Township
2026 Reappraisal
Year Built: 2009
2022 Assessed Value: $200,052
Sale Date: 05/29/2025
Sale Price: $310,000
Market Increase of 55%
HCBOC 021026 Pg. 103
Manufactured Homes
2026 Reappraisal
Year Built: 2003
2022 Assessed Value: $120,688
Sale Date: 3/28/2024
Sale Price: $206,000
Market Increase of 71%
HCBOC 021026 Pg. 104
Commercial Property
2026 Reappraisal
Year Built: 1920
2022 Assessed Value: $160,523
Sale Date: 1/31/2025
Sale Price: $215,000
Market Increase of 34%
HCBOC 021026 Pg. 105
Personal Property Mobile Homes
2026 Reappraisal
Certain manufactured homes are statutorily considered real property when specific conditions are met under N.C.G.S. 105-273 (13)(d) . When these conditions are not met these manufactured homes are considered personal property. These personal property mobile homes have a separate schedule of values used for appraisal purposes.
G.S. 105-285: “Personal Property – The value, ownership, and place of taxation of personal property shall be determined annually as of January 1.”
HCBOC 021026 Pg. 106
Mobile Homes - Singlewide
2026 Reappraisal
Year Manufactured: 1986
2025 Assessed Value: $2,500
Sale Date: 9/12/2024
Sale Price: $35,000
2026 Assessed Value: $33,281
HCBOC 021026 Pg. 107
Mobile Homes - Singlewide
2026 Reappraisal
Year Manufactured: 2024
2025 Assessed Value: $22,176
Sale Date: 4/8/2025
Sale Price: $64,000
2026 Assessed Value: $62,432
HCBOC 021026 Pg. 108
Mobile Homes – Doublewide
2026 Reappraisal
Year Manufactured: 1994
2025 Assessed Value: $5,000
Sale Date: 12/22/2024
Sale Price: $67,000
2026 Assessed Value: $64,997
HCBOC 021026 Pg. 109
Mobile Homes - Doublewide
2026 Reappraisal
Year Manufactured: 2025
2025 Assessed Value: $39,200
Sale Date: 3/12/2025
Sale Price: $132,000
2026 Assessed Value: $129,260
HCBOC 021026 Pg. 110
Personal Property Valuation Considerations
2026 Reappraisal
Pursuant to N.C.G.S. 105-317.1
Size (Square Footage)
Age (Manufactured Year)
Quality Grade (Construction)
Condition (Current)
Type (Singlewide, Doublewide, etc.)
HCBOC 021026 Pg. 111
Appraised Value vs Tax Rates
2026 Reappraisal
Appraised value and tax rates are two separate concerns
The Tax Department evaluates market activity to determine appraised value, or market value
The tax rate is determined by the county jurisdictions based on their budget needs
The appraised value is established well before the tax rate is set and is totally independent of the tax rate
The amount of the tax bill cannot be determined until the tax rate is set
HCBOC 021026 Pg. 112
When will Reappraisal Occur?
Appeals: What to do if you Disagree
2026 Reappraisal
•Review the information we have on file for your property and report any outdated or incorrect information to us.Review
•Compare your property value with the sale prices of similar properties using our free online service.Compare
•If all information is up to date and you still disagree with the assessed value, you can file an appeal with the Board of Equalization and Review (BOER) and schedule a hearing. After the BOER hears your appeal, you will receive written notification of your property value in the mail.
Appeal3 Steps to the Appeal ProcessHCBOC 021026 Pg. 113
Appeals
Is the question really about value?
There are often issues other than tax value that concern property owners, such as:
•The amount of change from the last reappraisal
•Affordability of the expected taxes
•Level of services provided
While these are all understandable concerns, the only issue the Tax Department can address is the appraised value.
2026 ReappraisalHCBOC 021026 Pg. 114
How to Support Your Appeal
You will need to provide information to support your appeal.
Useful documentation includes:
•Comparable sales or comparable sale reports from the property owner, the county’s online sales database or a real estate professional
•Pictures showing the property’s inner and outer features and condition, including any upgrades
•Optional: A copy of a recent fee appraisal for the property, such as one done in connection with the purchase or refinance of the property
2026 ReappraisalHCBOC 021026 Pg. 115
How to Support Your Appeal
•Data errors and out-of -date information about your property can be managed quickly. Our staff members are here to help if you need to correct, update, or verify your property information.
•Appeals must be based on value, not on the change in value or what the expected tax increase might be.
•If you know you’re going to appeal your property value assessment, it is best to appeal as early as possible and before the May 8, 2026, deadline to ensure you can arrange and prepare for a hearing.
You must appeal by 5p.m. on May 8, 2026 to be considered.
2026 ReappraisalHCBOC 021026 Pg. 116
Key Appeal Date
2026 Reappraisal
All appeals must be submitted online or
in writing by 5:00p.m. on May 8, 2026.
HCBOC 021026 Pg. 117
Tax Relief Programs
•Qualifying owners may benefit from property tax relief programs. An owner must meet the following requirements as of January 1st.
•Elderly Exclusion
•Senior citizen age 65
•Income of $38,800 or less (in 2025)
•Own the home where you reside
•Disabled Person Exclusion
•Income of $38,800 or less (in 2025)
•Certification of Disability from physician
•Own the home where you reside
•Disabled Veteran Exclusion
•Honorably discharged from the armed forces
•100% permanent and total service-connected disability (certification by VA office)
•Own the home where you reside
** Must apply before June 1st HCBOC 021026 Pg. 118
Next Steps
2026 Reappraisal
January 1, 2026 – Effective date of
countywide reappraisal
March 2026 – Mail value notice
March 2026 – Begin accepting appeals
April 2026 – BOER hearings begin
May 8, 2026 – Deadline to submit appeals
August 2026 – Tax bills mailed
November 30th – Last day for BOER to hear appeals
HCBOC 021026 Pg. 119
Questions?
2026 ReappraisalHCBOC 021026 Pg. 120
2026 Reappraisal
Harnett County Tax DepartmentChristine Wallace, Tax AdministratorSara Tyree, Assistant Tax AdministratorNick Himmel, Real Property/Reval SupervisorCaeleb Dinger, Vincent Valuations LLC305 W. Cornelius Harnett Blvd, Ste 101Lillington, NC 27546910-814-6920www.Harnett.org/tax
HCBOC 021026 Pg. 121
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Taxes.docx Page 1 of 1
Board Meeting
Agenda Item
MEETING DATE: February 10, 2026
TO: HARNETT COUNTY BOARD OF COMMISSIONERS
SUBJECT: Report of Unpaid Taxes for fiscal year 2025 -2026
REQUESTED BY: Christine Wallace, Tax Administrator
REQUEST:
In accordance with NCGS 105-369(a) the Harnett County Tax Department must report
the amount of unpaid taxes each year to the governing body. The unpaid amount for
fiscal year 2025 - 2026 is $3,676,270.25 as of January 31, 2026. Attached is a letter to the
Board of Commissioners and report of the unpaid taxes.
The Tax Administrator also requests an approval from the Board of Commissioners to
allow for the advertisement of unpaid taxes for the fiscal year 2025 - 2026 as set forth in
the above statute.
FINANCE OFFICER’S RECOMMENDATION:
COUNTY MANAGER’S RECOMMENDATION:
Item 10A
HCBOC 021026 Pg. 122
Tax Department
305 W. Cornelius Harnett Blvd., Ste. 101, Lillington, NC 27546| 910-893-7520 | www.harnett.org
February 10, 2026
Duncan “Eddie” Jaggers, Chairman Harnett County Board of Commissioners Brent Trout, Harnett County Manager
455 McKinney Parkway Lillington, NC 27546
RE: Total Unpaid 2025 - 2026 Taxes on Real Property
Dear Chairman Jaggers and Mr. Trout:
In accordance with North Carolina General Statute 105-369(a), as Tax Administrator I hereby make report
of the unpaid taxes for the fiscal year 2024 - 2025 that constitutes a lien on real property. As of January 31,
2026, the total unpaid taxes on real property were $3,676,270.25.
Please see the attached report. If you have any questions, please let me know.
Thank you,
Christine L. Wallace Tax Administrator
Harnett County Tax Department
HCBOC 021026 Pg. 123
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Page 1 of 1
Board Meeting
Agenda Item
MEETING DATE: February 2, 2026
TO: HARNETT COUNTY BOARD OF COMMISSIONERS
SUBJECT: Weapons for retiree
REQUESTED BY: Sheriff Coats
REQUEST:
Sheriff Coats request approval for the following deputies who are retiring to purchase
their service weapons for $ 1.00.
Major Benny Wood BGYD522
Corporal Sean Stewart BGYD558
Deputy Betty Ellis BGYD454
Walter Eason BGYD436
FINANCE OFFICER’S RECOMMENDATION:
COUNTY MANAGER’S RECOMMENDATION:
Item 10B
HCBOC 021026 Pg. 124
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Jan 2026 SAIH.docx Page 1 of 2
Board Meeting
Agenda Item
MEETING DATE: February 2, 2026
TO: HARNETT COUNTY BOARD OF COMMISSIONERS
SUBJECT: SAIH Social Worker II new position
REQUESTED BY: Kelly Kelly, Interim Director DSS
REQUEST:
The Special Assistance In-Home Program provides financial assistance and case
management. The goal of this program is to allow individuals to live as independently
as possible by preventing placement in an adult care facility. The program target is for
aged and/or disabled adults who meet eligibility requirements, have full Medicaid, and
are currently living in or at risk of living in an adult care facility. Previously, the state
regulated the number of individuals each county had in their caseload, requiring
counties to maintain a waiting list.
In November 2023 policy changed mandating all counties no longer hold a waiting list
but allow any individual who applies and is found eligible, to be approved. In 2023 the
total receiving SA-In Home was 39, it has now increased by 143% now serving 95
people with 13 applications pending.
There are currently two full time Social Workers maintaining a caseload size of nearly
43 individuals each.
State caseload recommendations is 25 and our employees have nearly double that
number.
A SAIH SWII position is a grade 23 on the Harnett County salary scale and begins at
$54,216.00/year.
The agency receives 50% reimbursement for all salaries and benefits for this position.
We have also reached out to our budget director to confirm that the agency has enough
lapse salary to cover this position through June 30, 2026.
Item 10C
HCBOC 021026 Pg. 125
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Jan 2026 SAIH.docx Page 2 of 2
FINANCE OFFICER’S RECOMMENDATION:
COUNTY MANAGER’S RECOMMENDATION:
HCBOC 021026 Pg. 126
Item 10D
HCBOC 021026 Pg. 127
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Board Meeting
Agenda Item
MEETING DATE: February 10, 2026
TO: HARNETT COUNTY BOARD OF COMMISSIONERS
SUBJECT: Hangar Door Replacement
REQUESTED BY: Brad Abate, HRJ Director
REQUEST:
Review and consider replacement of HRJ-owned hangar's main door. Three quotes
yielded prices of $57,860.25 (Southeast Powerlift Hydraulic Doors) (single hydraulic
door), $188,037.00 (Chiles Contracting) (soft-sided rollup door), and $90,000.00
(Custom Door and Gate) (single hydraulic door). We request approval to go with
Southeast Powerlift to remove and replace the current hangar door for $57,860.25 plus
an additional $5,000.00 for electrical connections to be subbed out by facilities.
FINANCE OFFICER’S RECOMMENDATION:
COUNTY MANAGER’S RECOMMENDATION:
Item 10E
HCBOC 021026 Pg. 132
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HCBOC 021026 Pg. 141
1
NORTH CAROLINA
CONVEYANCE OF REAL
PROPERTY AGREEMENT
HARNETT COUNTY
THIS CONVEYANCE OF REAL PROPERTY AGREEMENT (the “Agreement”), made
and entered into this _____ day of February 2026, by and between COUNTY OF HARNETT, a
North Carolina body politic corporate in nature, hereinafter referred to as “County” and GOOD
HOPE HOSPITAL, INC., a North Carolina nonprofit corporation, hereinafter referred to as “Good
Hope”, collectively referred to as “Parties”, their successors and assigns.
W I T N E S S E T H :
The County has negotiated with Good Hope to convey in fee simple a 2.44 acre parcel of
land located at 115 Autumn Fern Trail in Lillington, NC with Parcel Identification Number 0650-
59-3117.000 and a 1.67 acre parcel of land located on Autumn Fern Trail in Lillington, North
Carolina with Parcel Identification Number 0650-59-1334.000 (hereinafter collectively referred to
as the “Properties”), for the purpose of constructing a medical office building for the provision of
medical services to the public. In consideration of the foregoing and in consideration of various
reciprocal promises and understandings herein set forth, the Parties agree as follows, consistent
with North Carolina General Statute 160A-279:
1.Conveyance of Properties. The County agrees to convey via special warranty deed the
Properties to Good Hope within sixty (60) days of the date of the adoption of a resolution
entitled “Resolution by the Harnett County Board of Commissioners Approving the
Conveyance of Real Property to a Nonprofit Organization Pursuant to G.S. 160A-279”
(hereinafter referred to as the “Resolution”). Such deed shall include and be subject to the
following restrictions (hereinafter referred to as the “Deed Restrictions”):
a.The Properties shall be used solely for the provision of health care services, which
shall be made available to the general public, and any ancillary business activities
related to such services (hereinafter referred to as the “Services”).
b.If at any time the Properties cease to be used for the provision of Services within
twenty-five (25) years of the conveyance from the County to Good Hope, fee
simple interest in the Properties shall automatically terminate and revert back to the
County.
c.If the Properties cease to be used for provision of the Services after twenty-five (25)
years of the date of conveyance from the County to Good Hope, Good Hope, its
successors, or assigns shall have the option to purchase the Properties at the then-
Fair Market Value (“FMV”) of the Properties within six (6) months of the cessation
of the provision of Services. If the option to purchase for FMV is not exercised
Item 10F
HCBOC 021026 Pg. 142
2
within six months of the cessation of the Services, then the fee simple interest in
the Properties shall automatically terminate and revert back to the County.
2. Commencement of Construction and Services.
a. Upon execution of a special warranty deed for the Properties, Good Hope shall
commence construction on a medical office building (hereinafter referred to as the
“Building”) on the Properties within two (2) years from the date of conveyance
(hereinafter referred to as the “Construction Commencement Date”).
b. Good Hope shall cause the Building to be constructed on the Properties, secure all
funding for the construction of the Building, and be wholly responsible for all costs
associated with Building.
c. Good Hope shall commence Services within six (6) months of the issuance of a
certificate of occupancy for the Building.
d. If Good Hope fails to begin construction of Building by the Construction
Commencement Date or commence Services within six (6) months of the issuance
of a certificate of occupancy for the Building, the Properties shall automatically
revert back to the County unless both parties mutually agree in writing to an
extension for completion of the Building or commencement of Services.
3. Purchase Price. In the event that Good Hope exercises its option to purchase the Properties
pursuant to Paragraph 1(c) above, the purchase price for the Properties will be based upon
the FMV at the time the option is exercised as agreed to by the County and Good Hope
using good faith negotiations within ten (10) business days (the “FMV Period”) following
the delivery of written notice to purchase to the County. In the event that the County and
Good Hope are unable to agree upon the FMV, the following method (the “Appraisal
Process”) shall be used to determine the FMV:
a. First Appraisal. Good Hope shall set forth the name and address of an unrelated
third-party appraiser selected by Good Hope (the “First Appraiser”) in a written
notice given to the County. Any appraiser selected pursuant to this Appraisal
Process shall be a person qualified with respect to determining the fair market value
of the Properties. The County shall have ten (10) days after the selection of the
First Appraiser is given as provided herein (i) to select a second unrelated third
party appraiser (the “Second Appraiser”) by giving written notice setting forth the
name and address of the second appraiser to Good Hope or (ii) to agree to the sole
appointment of the First Appraiser by giving written notice setting forth the
County’s agreement that the First Appraiser shall be the sole appraiser to determine
the FMV.
HCBOC 021026 Pg. 143
3
If a second appraiser is not selected within the ten (10) day time period as provided
herein or if the County agrees to the sole appointment of the First Appraiser as
provided in the previous paragraph, the First Appraiser shall prepare an appraisal
report of the FMV and submit it to the County and Good Hope within twenty (20)
days after the notice of such Person’s selection as an appraiser is given by Good
Hope, in which case this Appraisal Process shall be concluded and the FMV shall
be the value set forth in the appraiser’s report.
b. Second Appraisal. If a Second Appraiser has been selected pursuant to Subsection
(a), the two (2) appraisers so selected shall consult with each other in an effort to
reach an agreement as to the FMV. If the two (2) appraisers shall agree as to the
FMV within ten (10) business days after the written notice of designation of the
Second Appraiser is given as provided herein, the two (2) appraisers shall prepare
a joint report and submit it to the County and Good Hope; the FMV shall be the
value on which the two (2) appraisers have agreed and the Appraisal Process shall
be concluded.
In the event that the two (2) appraisers are unable to agree as to the FMV, the two
(2) appraisers shall prepare their separate appraisal reports and submit them to the
County and Good Hope within thirty (30) days after the written notice of
designation of the second appraiser is given as provided herein. If the higher
appraised value exceeds the lower appraised value by twenty percent (20%) or less
of the lower appraised value, the Appraisal Process shall be concluded and the FMV
shall be the mean average of the two (2) appraised values as set forth in the two (2)
appraisal reports.
c. Third Appraisal. If the higher appraised value of the two (2) appraisals described
in Subsection (2) exceeds the lower appraised value by more than twenty percent
(20%) of the lower appraised value and, as of the eleventh (11th) business day
following the submission of both appraisal reports, neither party to the transaction
in question has given written notice to the other calling for a third appraiser, the
Appraisal Process shall be concluded and the FMV shall be the mean average of
the two (2) appraised values as set forth in the two (2) appraisal reports. If,
however, the higher appraised value exceeds the lower appraised value by more
than twenty percent (20%) of the lower appraised value and, not later than ten (10)
days following the submission of the first two (2) appraisers’ reports, either the
County or Good Hope gives written notice to the other calling for a third appraiser,
the two (2) previously selected appraisers shall promptly (but, in any event, within
thirty (30) days following the submission of the first two (2) appraisal reports)
select a third appraiser (the “Third Appraiser”) to determine the FMV. The first
two (2) appraisers shall notify the parties to the transaction in question of the name
and address of the third appraiser so selected. Within ten (10) days following such
Third Appraiser’s appointment, the Third Appraiser shall submit an appraisal report
HCBOC 021026 Pg. 144
4
to the parties to the transaction in question, provided that the Third Appraiser’s
determination of appraised value shall not be higher than the higher appraised value
determined by the initial two (2) appraisers or lower than the lower appraised value
determined by the initial two (2) appraisers, and, in such case, the Appraisal Process
shall be concluded and the FMV shall be the appraised value determined by the
Third Appraiser.
d. Closing. Good Hope shall pay the County the purchase price of the Properties
within thirty (30) days of the completion of the Appraisal Process. Upon payment,
an amended to the special warranty deed shall be filed releasing the Properties from
the Deed Restrictions. Good Hope shall be responsible for recording fees and any
other fees incurred by Good Hope.
4. Assignment. Good Hope shall not assign any interest in this Agreement or convey its fee
simple interest in the Properties without the written consent of the County; however, under
no circumstance may this Agreement be assigned to an individual or for-profit entity. The
obligations under this Agreement and the Deed Restrictions are binding on any successors
and assigns regardless of whether the County consented to such assignment.
5. Notices. Notices required or provided for under this Agreement shall be sufficient if sent
by certified mail, return receipt requested or via personal delivery to such addresses as the
parties may designate from time to time in writing. Notice shall be deemed to be given
and received three days after being sent certified mail or upon hand delivery to the address
below:
TO COUNTY:
Brent Trout
County Manager
P.O. Box 759 (mail)
455 McKinney Parkway (physical)
Lillington, North Carolina 27546
With Copy to:
Senior Staff Attorney
Post Office Box 238 (mail)
455 McKinney Parkway (physical)
Lillington, North Carolina 27546
HCBOC 021026 Pg. 145
5
TO GOOD HOPE:
Executive Director
Post Office Box 639 (mail)
410 Denim Drive (physical)
Erwin, North Carolina 28339
With Copy to:
Registered Agent
Registered Agent’s address as listed for Good Hope in the Office of North Carolina
Secretary of State
6. Severability. If any provision of this Agreement is determined by a court of competent
jurisdiction to be invalid or unenforceable, the remainder of this Agreement shall remain
in full force and effect. Furthermore, in lieu of such invalid or unenforceable provision,
there shall be added automatically as a part of this Agreement a valid and enforceable
provision as similar in terms to such invalid or unenforceable provision as may be
reasonably possible. However, if a court of competent jurisdiction determines that the
conveyance of the Properties or any portion of the Deed Restrictions are determined to be
invalid or unenforceable, then this Agreement shall automatically terminate and the fee
simple interest in the Properties shall revert back to the County. Alternatively, if the deed
restriction in Paragraph 1(c) is determined to be invalid or unenforceable and the deed
restrictions in Paragraphs 1(a) and 1(b) are valid and enforceable, Paragraph 1(c) shall be
removed and Paragraph 1(b) shall be amended to read as follows:
If at any time Good Hope, its successors, assigns, or lessees cease to use the
Properties for the provision of Services, fee simple interest in the Properties
shall automatically terminate and revert back to the County.
In the event the Deed Restrictions are amended, an amendment to the deed with the
amended Deed Restrictions shall be filed by with the Harnett County Register of
Deeds.
7. Relationship of the Parties. This Agreement shall not be considered to create a joint
venture, partnership or other legal relationship between the parties or as giving the right of
either party to legally bind the other party in any manner or to be able to incur debts or
liabilities on behalf of the other party or create a condition in which either party shall share
or be responsible for the debts or liabilities of the other party. This Agreement shall not be
considered to constitute the appointment of either party as a representative of the other
party.
HCBOC 021026 Pg. 146
6
8. Governing Law. This Agreement is governed by and shall be construed in accordance
with the laws of the State of North Carolina; venue of any action shall be in the general
courts of justice in Harnett County.
9. Entire Agreement. This Agreement, the Resolution, and deed to the Properties shall
constitute the entire understanding between the County and Good Hope and shall supersede
all prior understandings and agreements related to the subject matter thereof and may be
amended only by written mutual agreement of the Parties. In the event of any inconsistency
or conflict between these documents, the order of precedence shall be (1) this Agreement;
(2) the deed of conveyance; (3) the Resolution.
10. Headings. The subject headings of the paragraphs are included for purposes of
convenience only and shall not affect the construction or interpretation of any of its
provisions. This Agreement shall be deemed to have been drafted by both parties and no
purposes of interpretation shall be made to the contrary.
11. Waiver of Contractual Rights. The failure of either party to enforce any provision of this
Agreement shall not be construed as a waiver or limitation of that party's right to
subsequently enforce and compel strict compliance with every provision of this
Agreement.
12. Electronic Signatures. A signed copy of this Agreement or such other ancillary agreement
transmitted by facsimile, email, or other means of electronic transmission shall be deemed
to have the same legal effect as delivery of an original executed copy of this Agreement or
such other ancillary agreement for all purposes.
IN TESTIMONY WHEREOF, the parties have executed this Agreement as of the day and
year first above written.
COUNTY OF HARNETT
By:_____________________________
Duncan E. Jaggers
Chairman, Harnett County Board of Commissioners
GOOD HOPE HOSITAL, INC.
By:____________________________
N. Earl Jones, Jr.
Board Chairman
HCBOC 021026 Pg. 147
7
This instrument has been preaudited in the manner required by the Local Government Budget
and Fiscal Control Act.
__________________________________
Kimberly Honeycutt, Finance Director
HCBOC 021026 Pg. 148
FEBRUARY 10, 2026 APPOINTMENTS NEEDED
HARNETT COUNTY JETPORT BOARD
We have received an application from Walter Massey. He would like to be considered for
reappointment. He currently serves as a District 1 member.
BOARD OF ADJUSTMENT
We have received an application from Jonathan Brett Stancil. He would like to be considered for the
alternate vacancy.
HARNETT COUNTY FIRST RESPONDERS ADVISORY COMMITTEE
We have received a resignation from Larry Mitchell. He currently fills the District 1 seat on this Board.
BOARD OF EQUALIZATION AND REVIEW
We have received an application from Kevin Thurman. He would like to be considered for
reappointment. He currently serves as the District 1 member.
Item 10G
HCBOC 021026 Pg. 149
HCBOC 021026 Pg. 150
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July August September October November December Jauary 2026 February March April May June Totals
Children's Services
CPS Reports Received 130 137 172 158 123 150
Reports Accepted 63 71 93 90 75 73
Total children in CPS cases 213 240 378 356 356 319
Total children in Plc/Custody 193 197 202 203 196 193
FC Money expended $247,899.80 219,053.22$ 226,917.65$ 221,239.88$ 207,128.01$ 209,322.71$ $1,331,561.27
Adult Services
APS Reports Screened In 19 22 9 14 12 18
# of trips scheduled 560 468 496 496 591 607
Total Cases 197 216 218 226 225 239
Work First
Energy Expenditures $23,034.37 $66,803.70 $73,361.67 $93,016.19 $276,042.66 $134,314.02
Total cases 92 91 95 92 91 92
Food & Nutrition Services
Apps In/Approved 889/536 809/499 740/469 797/437 533/288 720/429
Total Cases (households)8,266 8276 8246 8,288 7,932 7,898
Benefits Issued $2,899,404.00 $2,915,105.00 $2,869,985.00 $2,950,313.00 $2,875,789.00 $2,821,747.00
Timeliness 97.50%99.00%98.18%97.89%98.05%99.40%
Adult Medicaid
Apps In/Approved 147/67 159/56 140/89 163/89 182/64 217/76
Total Cases 10,262 10,757 10,667 11,173 10,635 10,559
Family & Children's Medicaid
Apps In/Approved 578/246 651/251 602/217 582/271 666/192 946/337
Total Cases 40,246 40,174 39,699 44,377 39,482 39,730
Medicaid Timeliness 95.5%98%96.8%96.75%97.75%97.25%
Fraud Total Collections $28,283.69 $76,060.87 $26,563.85 $25,715.39 $13,816.43 $40,960.44 $211,400.67
ChildCare
Children Served 639 646 639 619 613 611
Total Expenditures $433,927.00 $442,661.00 $436,809.00 $401,751.00 $402,580.00 $408,943.00
HC providers 61 61 61 61 61 44
Child Support
Total Collections $853,082 $812,278 $816,552 $853,024 $739,970.00 $859,720.00 $4,934,626.00
Total Cases 3987 3980 4005 4032 4001 3997
Harnett County DSS Monthly Report Totals 2025-2026
Item 11A
HCBOC 021026 Pg. 154
Item 11D
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Item 11E
HCBOC 021026 Pg. 168
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STATE OF NORTH CAROLINA
DEPARTMENT OF TRANSPORTATION
JOSH STEIN DANIEL H. JOHNSON
GOVERNOR SECRETARY
Mailing Address:
NC DEPARTMENT OF TRANSPORTATION
DIVISION SIX / DISTRICT TWO
POST OFFICE BOX 1150
FAYETTEVILLE, NC 28302
Telephone: (910) 364-0601
Fax: (910) 437-2529
Customer Service: 1-877-368-4968
Website: www.ncdot.gov
Location:
600 SOUTHERN AVENUE
FAYETTEVILLE, NC 28306
January 21, 2026
Mrs. Melissa Capps
Clerk
Harnett County Board of Commissioners
Post Office Box 759
Lillington, North Carolina 27546
Subject: Secondary Road Addition
To Whom It May Concern:
This is in reference to a petition submitted to this office requesting street(s) in Harnett County be
placed on the State’s Secondary Road System. Please be advised that these street(s) have been
investigated, and our findings are that the below listed street(s) are eligible for addition to the State
System.
Birchwood Grove Subdivision (Phase 1&2)
John Stark Drive
Mcintosh Court
Thomas Gage Drive
Tarleton Drive
Saint Clair Drive
Dekalb Court
Artemas Ward Drive
Ethan Allen Court
It is our recommendation that the above-named street(s) be placed on the State’s Secondary Road
System. If you and your Board concur with our recommendation, please submit a resolution to this
office.
Sincerely,
Logan B. Whitaker
Engineering Technician I
Item 11F
HCBOC 021026 Pg. 180
0.0830.1070.1240.030.036
0.0830.1120.0770.0460.1560.1
0
6
0.03
0.072
0.1280.1730.05
0.1
0
.
0
7
9
HCBOC 021026 Pg. 181
strong roots • new growth
HARNETT COUNTY
NORTH CAROLINA
RESOLUTION
BE IT RESOLVED that Harnett County Board of Commissioners does hereby, by proper execution of this document,
request that the North Carolina Department of Transportation add to the State’s Secondary Road System the below
listed streets.
Birchwood Grove Subdivision (Phase 1&2)
• John Stark Drive
• Mcintosh Court
• Thomas Gage Drive
• Tarleton Drive
• Saint Clair Drive
• Dekalb Court
• Artemas Ward Drive
• Ethan Allen Court
Duly adopted this 2nd day of February , 2026.
HARNETT COUNTY BOARD OF COMMISSIONERS
_______________________________
Duncan E. Jaggers, Chairman
ATTEST:
_________________________________
Melissa D. Capps, Clerk
HCBOC 021026 Pg. 182
STATE OF NORTH CAROLINA
DEPARTMENT OF TRANSPORTATION
JOSH STEIN DANIEL H. JOHNSON
GOVERNOR SECRETARY
Mailing Address:
NC DEPARTMENT OF TRANSPORTATION
DIVISION SIX / DISTRICT TWO
POST OFFICE BOX 1150
FAYETTEVILLE, NC 28302
Telephone: (910) 364-0601
Fax: (910) 437-2529
Customer Service: 1-877-368-4968
Website: www.ncdot.gov
Location:
600 SOUTHERN AVENUE
FAYETTEVILLE, NC 28306
January 23, 2026
Mrs. Melissa Capps
Clerk
Harnett County Board of Commissioners
Post Office Box 759
Lillington, North Carolina 27546
Subject: Secondary Road Addition
To Whom It May Concern:
This is in reference to a petition submitted to this office requesting street(s) in Harnett County be
placed on the State’s Secondary Road System. Please be advised that these street(s) have been
investigated, and our findings are that the below listed street(s) are eligible for addition to the State
System.
Woodgrove Subdivision (Phase 1,2,3, and 4)
Red Cedar Way
Pink Dogwood Way
Mistywood Drive
Winterberry Way
Paper Birch Way
Blue Aspen Drive
Pecan Grove Lane
Silver Maple Drive
It is our recommendation that the above-named street(s) be placed on the State’s Secondary Road
System. If you and your Board concur with our recommendation, please submit a resolution to this
office.
Sincerely,
Logan B. Whitaker
Engineering Technician I
Item 11G
HCBOC 021026 Pg. 183
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strong roots • new growth
HARNETT COUNTY
NORTH CAROLINA
RESOLUTION
BE IT RESOLVED that Harnett County Board of Commissioners does hereby, by proper execution of this document,
request that the North Carolina Department of Transportation add to the State’s Secondary Road System the below
listed streets.
Woodgrove Subdivision (Phase 1,2,3, and 4)
• Red Cedar Way
• Pink Dogwood Way
• Mistywood Drive
• Winterberry Way
• Paper Birch Way
• Blue Aspen Drive
• Pecan Grove Lane
• Silver Maple Drive
Duly adopted this 2nd day of February , 2026.
HARNETT COUNTY BOARD OF COMMISSIONERS
_______________________________
Duncan E. Jaggers, Chairman
ATTEST:
_________________________________
Melissa D. Capps, Clerk
HCBOC 021026 Pg. 185
TRENDS
Item 20
HCBOC 021026 Pg. 186
5-Year Population Growthin Unincorporated Area and Municipalities
2020 2021 2022 2023 2024 Growth
Municipalities 24,636 24,726 24,994 26,459 27,391 11.2%
Unincorporated 109,198 112,094 113,330 114,525 115,947 6.2%
Total 133,834 136,820 138,324 140,984 143,338 7.1%
HCBOC 021026 Pg. 187
New Homes Constructed
Fiscal Year Homes Constructed
2022 832
2023 1155
2024 1159
2025 1413
2026 (as of 1/9/26)894
Number of new single-family detached dwellings that were issued Certificate of Occupancy by Fiscal Year
832
1155 1159
1413
894
0
200
400
600
800
1000
1200
1400
1600
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Number of new single-family detached dwellings that were issued
Source: Development Services/Accounting Software
HCBOC 021026 Pg. 188
Building Inspections Revenue by Quarter
-
500,000
1,000,000
1,500,000
2,000,000
2,500,000
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
July-Sept Oct-Dec
Jan-Mar Apr-June Source: Development Services/Accounting Software
HCBOC 021026 Pg. 189
Building Inspections Revenue by Quarter
-
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
July-Sept Oct-Dec
HCBOC 021026 Pg. 190
Register of Deeds Excise Tax by Quarter
-
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
2,000,000
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
July-Sept Oct-Dec
Jan-Mar Apr-June Source: NC DOR Conveyance Tax Returns
Excise Tax is a tax set by general statute that is charged on any transfer of real estate where money exchanges from one party to another. Only federal, state and municipal governments are exempt from paying excise tax.
HCBOC 021026 Pg. 191
Register of Deeds Excise Tax by Quarter
-
100,000
200,000
300,000
400,000
500,000
600,000
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
July-Sept Oct-Dec Source: NC DOR Conveyance Tax Returns
Excise Tax is a tax set by general statute that is charged on any transfer of real estate where money exchanges from one party to another. Only federal, state and municipal governments are exempt from paying excise tax.
HCBOC 021026 Pg. 192
Annual Number Foreclosures in Harnett County
0
50
100
150
200
250
300
350
400
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
NC Administrative Office of the Courts
HCBOC 021026 Pg. 193
Unemployment Rate
Since January 2021
September 2025
Harnett County 3.9
North Carolina 3.7
United States 4.3
HCBOC 021026 Pg. 194
Current Employment Levels
As of 1/23/2026
Department Vacant Positions
Sheriff’s Office 24
Social Services 8
EMS 6
HRW 4
HARTS 4
Solid Waste 3
11 departments with three or less vacancies
Full Time Positions – 1,045Vacant Positions – 66Vacancy Rate – 6.3%
HCBOC 021026 Pg. 195
Sales Tax (Article 39) Collections
First Four Months
4,299,798
5,006,857 5,144,776 5,247,175
6,066,412
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Source: NC Department of Revenue
HCBOC 021026 Pg. 196
QUESTIONS?
Lisa McFadden, Assistant County Manager
HCBOC 021026 Pg. 197
HARNETT COUNTY
2032
Strategic Plan
Updated January 10, 2025
Item 21
HCBOC 021026 Pg. 198
Prepared by Harnett County in collaboration with the UNC School of Government,
Center for Public Leadership and Governance
Lead Consultants:
Rebecca Jackson, Consultant, True North Performance Group, LLC
Lydian Altman, Senior Manager for Leadership Curriculum Development,
UNC School of Government Center for Public Leadership and Governance
HCBOC 021026 Pg. 199
Barbara McKoy
District 1
William Morris
Chairman
District 2
Brooks Matthews
Vice-Chairman
District 3
Lewis Weatherspoon
District 4
Matthew Nicol
District 5
County Commissioners
HCBOC 021026 Pg. 200
I am pleased to present Harnett County’s inaugural Strategic Plan. This plan comes at a time of
tremendous opportunity for Harnett County, and our goal is for the Strategic Plan to play a key role in
helping the Board of Commissioners, County management, and staff seize that opportunity.
Harnett County has grown considerably over the past several decades, and is continuing to change
rapidly. The County’s population has nearly doubled since 1990, and Harnett is among the fastest
growing counties in North Carolina over the past 10 years. If anything, this growth is only expected to
accelerate going forward. There are currently more than 11,700 new homes in development across
Harnett County. All of this growth means more citizens with more needs, priorities, and expectations for
County government. Our job, and the job of all County employees, is to engage, listen to, and serve all of
those citizens.
This Strategic Plan establishes explicit priorities that will serve as a roadmap for the County moving
forward. It will allow us to move forward together in one direction for the betterment of Harnett County
and all of its citizens.
The Plan articulates a dynamic and exciting vision for the future of Harnett County, along with a mission
for County Government and five strategic goals that are intended to make that vision a reality. The plan
also includes a set of shared core values for Harnett County Government, and objectives under each goal
with key strategic actions aimed at accomplishing those objectives.
The process of developing this Strategic Plan was an inclusive one that offered opportunities for both
County employees and the County’s citizens to provide feedback, which informed the plan. We wanted to
develop Strategic Goals that every County department and employee can see their role in accomplishing,
and that every citizen feels will improve their lives.
I want to take this opportunity to thank my fellow commissioners for their leadership and direction in
making this plan a reality; our County employees and citizens for their participation and input into this
process; and our consultants, Rebecca Jackson and Lydian Altman, with the UNC School of Government’s
Center for Public Leadership and Governance for their support in the County’s strategic planning efforts.
As the County transitions from plan development and adoption to execution and implementation, we
intend to share our progress and successes by creating an annual performance report that will be
available to the public to highlight our accomplishments and track progress towards accomplishing the
goals set out in this plan.
Thank you again for your participation in this process and for your commitment to the success of
Harnett County. We look forward to what lies ahead.
Message from the Board Chairman
HCBOC 021026 Pg. 201
Contents
Foundation for High Performing Framework
Strategic Planning Process
Citizen & Employee Engagement Mission and Vision
Core Values
Strategic Goals
Superior Education
Organizational Excellence
Healthy & Safe Community
Economic Strength
Informed and Engaged Citizens
6
8
9
10
11
12
13
14
15
16
17
HCBOC 021026 Pg. 202
Foundation for High Performing Framework
Understanding what the County wishes to achieve by having a clear focus is foundational for
building a culture of high performance and essential for making a positive impact in the
community. That is what a strategic plan provides.
Once a strategic plan is in place, it is not meant to be a static document that sits on a shelf. It is a
living document that must be evaluated and updated as priorities and needs change.
Long-term strategic planning provides direction, identifies desired outcomes, and is the basis for
performance analysis.
Core Values
Core ValuesCore ValuesVision & Mission
Strategy: Goals &
Objectives
Action Agenda:
Policy Review &
Targets for Action
Performance
Measures
Vision: What do we want
our community to be like
for future generations?
Mission: What is our
purpose for existence?
Core Values: What are our
beliefs and attitudes that
guide behavior and our
relationships with others?
Strategy: What are our
goals, objectives and
priorities?
Performance: What are
our one-year plans and
how will we track our
progress?
HCBOC 021026 Pg. 203
Foundation for High Performing Framework
Strategic plans improve transparency and accountability. They align community values with
strategies and priorities, transforming ideas into action.
This Plan will provide clarity to our organization and the community. It will guide our efforts and
help make sure resources are allocated in the right areas. Strategic plans lay a foundation for
engaging employees and citizens with clear communication, and they provide a basis for
performance management.
Tactical PlanningExecution: Delivering
High Quality Services
Better Results
for Citizens
Set Direction, Define Mission,
Vision, Values, and Goals
Strategic Planning
Define Objectives,
Performance Targets
and Targets for Action
Set PrioritiesCommunicate
Results, Engage and
Empower Customers
and Employees
Transparency
& Innovation
Align Budget to
Programs and
Performance Targets
Allocate ResourcesPerformance Stat:
Identify Results and
Commit to Data
Driven Evaluation
and Improvement
Performance
Management
Provide World Class Services and
Ensure Excellent Customer Service
Implement & Integrate
Feedback from Citizens,
Data Driven Decisions and
Continuous Improvement
HCBOC 021026 Pg. 204
The strategic planning process kicked off in June 2021 with a retreat for County Department
Heads where they were introduced to strategic planning and high performance structures, and
where they identified strategic priorities for the County. A retreat was held for the Board of
Commissioners in August 2021, during which the Board identified vision, mission, and core value
themes along with strategic goals and priority themes.
County leaders recognized that input from citizens, partner organizations, and the business
community was critical to the success of the strategic plan and launched a public engagement
campaign in October 2021. Citizens and County employees were given an opportunity to weigh in
on the themes the Board identified and provide their feedback during multiple virtual and in-
person engagement sessions, and by participating in a strategic planning survey. The results of
the survey and engagement sessions were then used to inform the draft Strategic Plan, which
was presented to the Board of Commissioners for adoption in February 2022.
Strategic Planning Process
COMMISSIONERS
INTERVIEWS & RETREAT
JULY-AUGUST 2021
MANAGER'S &
DIRECTOR'S RETREAT
JUNE 2021
PUBLIC & WORKFORCE
ENGAGEMENT
OCTOBER 2021
Introduction to
strategic planning
and high
performance
structures
Environmental scan
review
History of Harnett
County
Vision, Mission and
Core Value Themes
Strategic Goals and
priority themes
Employee survey
and workshops
Citizen survey and
workshops
PLAN DEVELOPMENT &
ADOPTION
NOV 2021-FEB 2022
Board of
Commissioner
review of input
Refinement of
strategic
framework
Adoption
Implementation
planning
Introduction to
strategic planning
and high
performance
structures
Celebrating success
Changing times and
improvement
opportunities
Environmental Scan
Harnett County
strategic priorities
HCBOC 021026 Pg. 205
Following strategic planning workshops held with Harnett County Department Heads and the
Board of Commissioners, the County sought input from the public, as well as County employees.
Harnett County invited residents to participate in one of three community workshops in October
2021 to learn more about the strategic planning process and provide feedback. The County held
two virtual workshops and one in-person workshop in the Harnett County Resource Center and
Library in Lillington. County employees were also invited to attend one of two 30-minute
employee engagement workshops to share priorities and to learn more about the process.
In addition to the workshops, citizens and employees were asked to complete a short survey to
provide input on the Strategic Plan, which was incorporated into the draft Plan. The surveys
contained demographic questions to help ensure the County received diverse perspectives. The
County received 776 survey responses from citizens and 263 survey responses from employees
within several departments with various years of experience.
Capturing the voice of employees and the community within the Strategic Plan helps to ensure
alignment with organizational priorities and community expectations. In addition to being
incorporated in the draft plan, the feedback from the workshops and surveys was compiled into
an Engagement Report and provided to County Commissioners to show community and
employee priorities for the County's vision, mission, and goals.
Citizen & Employee Engagement
HCBOC 021026 Pg. 206
WHO WE ARE, WHAT WE DO
OUR MISSION
Harnett County will effectively and efficiently deliver high
quality County services and public infrastructure with smart
growth strategies and through a responsive Board and
workforce who are committed to excellence and ensuring the
public trust with dedication, leadership and governance.
Our mission imparts our organization’s purpose. It describes why we exist and defines our
organization’s role in pursuing the community vision.
WHO WE ASPIRE TO BE
OUR VISION
Harnett County is a unified, safe, healthy, and engaged
community that is culturally vibrant, well-planned with a
thriving economy and a high-quality educational system, in
harmony with its environment and beautiful natural
resources, and with strong leadership ensuring equitable
services so that all citizens will prosper.
Our vision tells us where we are going. It describes the ideal state of Harnett County in 10 years
and is focused on the community’s future.
HCBOC 021026 Pg. 207
CORE VALUES
Our Core Values inform how we will make decisions and fulfill our mission to serve the public.
They define our standards of behavior. Harnett County employees are public servants whose
purpose is to CREATE a better Harnett County.
Working together to get the job done, communicating clearly and proactively,
engaging community partners and stakeholders, and recognizing the benefits of
diverse views and opinions in decision-making.
EAMWORKT
XCELLENCE
Committing to making processes more efficient and effective, asking how can we
make things better, and seeking continued professional development.
E
CCOUNTABILITY
Recognizing your actions and behaviors reflect on the organization, taking
responsibility when things don't go as planned, doing what you say you will do, and
being good stewards of the public trust.
A
Seeking to provide citizens and coworkers with the highest level of service possible,
taking the time to listen and respond to their needs, and engaging in problem-solving.
USTOMER SERVICEC
Doing what's right even when nobody's watching, having concern for others, and
serving with integrity, honesty and consistency.
E THICAL & FAIR TREAMENT
Valuing other people's beliefs and treating them with kindness and courtesy.
ESPECTR
HCBOC 021026 Pg. 208
SUPERIOR
EDUCATION
HEALTHY & SAFE
COMMUNITY
ORGANIZATIONAL
EXCELLENCE
ECONOMIC
STRENGTH
INFORMED
& ENGAGED
CITIZENS
Harnett County’s Strategic Plan is designed to provide a clear vision for the future along with
direction for turning that vision into a reality. The Plan includes five Strategic Goals that reflect the
County’s priorities for the next three years. Goal statements define what the organization intends
to accomplish and lays out a path to follow in order to realize the vision.
Each Goal includes a set of Objectives that further define the Goal, along with Key Strategic
Actions that should be undertaken in the coming year to make progress toward the County's
Objectives. Key Performance Indicators (KPIs) will also be developed following Strategic Plan
adoption that will assist the County in tracking progress toward accomplishing each Goal.
Strategic Goals
HCBOC 021026 Pg. 209
GOAL OBJECTIVES
FY 2025 KEY STRATEGIC ACTIONS
Objective 1.4
Advocate for appropriate allocation of school funding from
federal and state sources
Objective 1.3
Attract, support, and retain highly qualified and
experienced public school teachers and staff
Objective 1.2 Maintain a long-term funding plan for capital needs
Objective 1.1
Maintain effective collaboration with Harnett County Schools to
coordinate budget process, capital projects, and other initiatives
SUPERIOR EDUCATION
A strong public school system is essential for the development of
children into productive adults who contribute to the overall success
of Harnett County. It is critical that Harnett County Government
partner with the Harnett County School System to ensure all students
in Harnett County are provided with a high quality education.
Action 1.1.1: Engage school administration proactively to discuss and
coordinate budget priorities and funding for fiscal year
Action 1.1.2: Adopt long-term plan for funding new schools based oneducation priorities
Action 1.2.1: Maintain County involvement in capital planning andarchitectural committee for ongoing and upcoming projects
Action 1.3.1: Continue to monitor and address teacher supplements toincrease competitiveness in the region
Action 1.4.1: Adopt Legislative Priorities for FY 2025 that includes advocacy forincreased funding for schools
Key Performance Indicators will be developed for each Strategic Goal following
Strategic Plan adoption to measure and track progress towards accomplishing
each goal.
HCBOC 021026 Pg. 210
GOAL OBJECTIVES
FY 2025 KEY STRATEGIC ACTIONS
Objective 2.4
Seek new and best practice technology to improve
processes in all operational areas
Objective 2.3
Foster culture of accountability through performance
management and adherence to internal processes
Objective 2.1 Attract, retain and grow high performing employees
ORGANIZATIONAL EXCELLENCE
Harnett County’s greatest asset is its employees. The County desires to
become an employer of choice, growing a culture that values high
performance and embraces diversity. A positive workplace environment
increases productivity and reduces employee stress levels, empowering staff
to perform at their peak and provide top-notch service to residents. The
County seeks to implement a culture of accountability where staff at every
level look for ways to improve and innovate operations and service delivery.
Action 2.1.1: Review Develop a strategy for replacing future retiring key leadershippositions in the organization
Action 2.2.1: Develop and implement a holistic performance management program
Action 2.2.2: Reduce government redundancy with process improvement to findefficiencies and fee schedule improvements to reduce overall government, wherepossible and reduce the financial burden on tax payers
Action 2.3.1: Review and revise employee performance evaluation and trainingprograms to encourage culture of empowerment and accountability, to fosteremployee development and to provide enrichment opportunities
Objective 2.2 Lead the organization with best finance and budget
practices
Objective 2.5
Improve resident and customer experiences through efficient,
high quality service delivery and continuous improvement
Action 2.4.1: Engage County employees in improving internal processes andprovide regular education on adherence
Key Performance Indicators will be developed for each Strategic Goal following
Strategic Plan adoption to measure and track progress towards accomplishing
each goal.
HCBOC 021026 Pg. 211
Harnett County is committed to ensuring that all residents have
opportunities to live healthy and productive lives, and that they feel safe.
This commitment is shown through the provision of services and
programs that enhance residents' lives and promote healthy behaviors
and lifestyles. The County is also committed to providing strong public
safety and emergency response services.
GOAL OBJECTIVES
FY 2025 KEY STRATEGIC ACTIONS
SAFE & HEALTHY COMMUNITY
GOAL OBJECTIVES
Objective 3.4 Decrease alcohol and drug abuse
Objective 3.3
Ensure effective and efficient delivery of services to County
residents to promote health, safety and wellbeing for all
Objective 3.2 Protect open space and natural resources
Objective 3.1
Preserve and enhance County residents' quality of life through
open space, parks, recreation resources and greenways
Objective 3.5 Provide high quality emergency response and public safety
Objective 3.6 Support, promote and celebrate arts and culture
Key Performance Indicators will be developed for each Strategic Goal following
Strategic Plan adoption to measure and track progress towards accomplishing
each goal.
Action 3.1.1: Prioritize parks and greenway projects for development through
Capital Improvements Program
Action 3.1.2: Increase provision of County programs and initiatives aimed atencouraging healthy lifestyles and outdoor activity to include a focus on seniorcitizens and other special populations
Objective 3.7 Provide effective public transportation to the County
Objective 3.8 Provide effective solid waste services for the County
residents
HCBOC 021026 Pg. 212
FY 2025 KEY STRATEGIC ACTIONS
Key Performance Indicators will be developed for each Strategic Goal following
Strategic Plan adoption to measure and track progress towards accomplishing
each goal.
Action 3.3.3: Research and discuss strategy to address mental health concernsfor County residents and bring back to Board for consideration
Action 3.4.1: Assess most pressing issues surrounding substance abuse andengage stakeholder to develop plan to curb problems
Action 3.4.2: Collaborate with Sherriff Office to eradicate drugs in schools (opioidoffense) ensuring clean and safe schools. Provide additional resources
Action 3.6.1: Meet regularly with the local arts organizations to generate andimplement ideas for celebrating arts and culture
Action 3.8.1: Create a northwest convenience site for public use. Considerchanges to the hours of operation for landfills
Action 3.2.1: Acquire Johnson Farm for future generations
Action 3.3.1: Medicaid expansion (State Mandate)
Action 3.3.2: Provide support for local farmer’s markets and community gardensat County locations to support healthy food options for residents
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ECONOMIC STRENGTH
Harnett County is committed to creating economic opportunity for our
residents. The County is working to strengthen its economic development
program to position the County for success. This includes providing well-
planned infrastructure to recruit business and industry, working with our
educational partners to ensure a highly-skilled workforce, and leveraging our
resources to ensure residents share in the prosperity generated through these
efforts.
GOAL OBJECTIVES
FY 2025 KEY STRATEGIC ACTIONS
Objective 4.4
Provide strategically-placed infrastructure for business and industry
growth and attraction
Objective 4.5 Enhance Harnett Regional Jetport's function as an economic
engine for the county
Objective 4.1 Provide an effective economic development program
Objective 4.6 Foster upward mobility and reduce poverty
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
Objective 4.7
Leverage partners and stakeholders to enhance economic
development capacity
Key Performance Indicators will be developed for each Strategic Goal following
Strategic Plan adoption to measure and track progress towards accomplishing
each goal.
Action 4.1.1: Revise development and incentive policies to support thriving
businesses and job creation and implement
Action 4.1.2: Educate County departments about economic development
priorities and their role in advancing those priorities
Action 4.2.1: Implementation and completion of a comprehensive growth plan
for the County
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
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FY 2025 KEY STRATEGIC ACTIONS
Key Performance Indicators will be developed for each Strategic Goal following
Strategic Plan adoption to measure and track progress towards accomplishing
each goal.
Action 4.4.4: Plan water and wastewater infrastructure to direct and attract
residential, commercial and industrial growth toward targeted areas
Action 4.4.1: Increase availability of high-speed Broadband through County
Action 4.3.2: Diversify the tax base by attracting business and industry to bring inhigher paying jobs to the County with key businesses that make substantialdevelopment investments in the County
Action 4.4.2: Seek to extend natural gas availability along strategic corridorsidentified for commercial growth
Action 4.4.3: Advocate and coordinate with NCDOT and CAMPO and pursueenhanced transportation infrastructure to reduce congestion and increase accessthroughout the County
Action 4.5.1: Complete the Jetport runway
Action 4.5.2: Create strategic growth plan for the HR Jetport
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INFORMED & ENGAGED CITIZENS
Harnett County Government exists to serve the citizens of Harnett County. It
is vitally important that the public have access to information about County
services and programs, and are given an opportunity to provide feedback to
the County. Citizens also need to have the capacity and knowledge to
effectively engage with County government.
GOAL OBJECTIVES
FY 2025 KEY STRATEGIC ACTIONS
Action 5.2.1: Develop an effective resident engagement strategy focused oncreating a positive image for the County and promoting excellent customer service
Action 5.4.1: Create and implement a new program which tracks participation andengagement levels of the Citizen Advisory Boards
Objective 5.3 Provide effective internal communications and engagementwith employees
Objective 5.2
Provide opportunities for citizens to engage meaningfully with
County government
Objective 5.4 Strengthen Citizen Advisory Boards and Committees program
Objective 5.1 Provide effective communication to citizens and businesses
Key Performance Indicators will be developed for each Strategic Goal following
Strategic Plan adoption to measure and track progress towards accomplishing
each goal.
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harnett.org/strategicplan
For more information, contact:
Harnett County Manager's Office
455 McKinney Parkway
Lillington, NC 27546
910-893-7555
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Item 22
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We have provided a copy of the 2025 legislative priorities as the starting point. Staff have
reviewed the listed priorities from last year and would recommend that they stay in the
document. There are three items that we need to add to our priorities.
The first is for a request for an extension on our OSBM grants for the Johnson Farm and the
Detention Center Generation. In addition, we need to have a technical correction
approved for the Johnson Farm grant to allow the funds to be used for other Parks and
Recreation items.
The next area is for the General Assembly to approve a budget that provides full funding for
the Medicaid reimbursement for services that the County provides in the health
department and HARTS. The last area is to provide adequate funding for Guardianship and
Adult Protection Services. The funding is needed for the Department of Social Services
department.
Do you agree with adding these items to the Legislative Priorities? Are there any other
items you would like to consider for legislative priorities?
I will now provide the board with a list of projects in our Capital Improvement Plan. I would
ask that you rank the order of the projects by choosing your top five project from one to
five. These will be the primary focus projects for requests for funding in the 2025 legislative
session.
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Project Funding Request for 2025 Legislative Session
1. Runway Extension and Widening Project $25.3 million minus $15.6 million received leaving $9.7
million to have all necessary funds to complete all costs of the project.
(We received $15.6 million from the legislature for the lengthening of the runway and does not cover
the widening of the runway and additional lighting)
2. Northwest Corporate Hangar Development – Construct Taxiway with Pad Ready Sites for Corporate
Hangar $5.6 million
3. Construct three large corporate hangars - $10.5 million
4. Boone Trail Park Development – memorial walkway, amphitheater, basketball court, picnic shelter,
restroom facility and walking trail $5,900,000
5. Greenway Project Design – Design of Greenways from Lillington to Raven Rock and Lillington to
Buies Creek $900,000
Projects With Similar Ranking that require funding as well:
Cape Fear Shiner Park Improvements – Improvements at this park location to include restrooms,
playground, shelter and additional parking $780,000
Neills Creek Park Development – new parking lot, trails/sidewalks, restroom renovations and field
lighting – $1,310,000
Northwest Harnett Park Development – master plan, ballfield, picnic shelter, playground, walking trail,
fitness stations, and bicycle pump track - $1,441,100
Cardiac Monitors – Replacement - $611,000
Radio Frequency Identification Installation in Library Branches - $200,000
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Project Funding Request Ranking for 2026 Legislative Session
________Northwest Corporate Hangar Development – Construct Taxiway with Pad Ready Sites for Corporate
Hangar $5.6 million (Planning to apply for Golden Leaf Grant to pay for part of project)
________ Runway Widening project $9.7 million
________Construct three large corporate hangars - $10.5 million
_________Cape Fear Shiner Park Improvements – Improvements at this park location to include restrooms,
playground, shelter and additional parking $780,000
________Greenway Project Design – Design of Greenways from Lillington to Raven Rock and Lillington to Buies
Creek $900,000
________Boone Trail Park Development – memorial walkway, amphitheater, basketball court, picnic shelter,
restroom facility and walking trail $5,900,000
________Neills Creek Park Development – new parking lot, trails/sidewalks, restroom renovations and field
lighting – $1,310,000
________Northwest Harnett Park Development – master plan, ballfield, picnic shelter, playground, walking trail,
fitness stations, and bicycle pump track - $1,441,100
________Third Floor Courthouse Completion, Unknown cost
________Adult Probation and Parole Facility, Unknown cost
________Elections Department Building Addition, Unknown cost
________Elections Department New Building, Unknown cost
Funded projects
Runway Extension Project $15.6 million received
Jetport Fuel Tank Replacement – Funding from State Program Grant
Animal Shelter – Construct a new Animal Shelter at a cost of $10 million to fund the project with bond sale.
County Morgue - $400,000 from capital reserve funding in CIP
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