012324 planning packet
PLANNING MEETING AGENDA
Date: Tuesday, January 23, 2024
Time: 9:00 a.m.
Location: Training Room 103 A Harnett County Resource Center & Library 455 McKinney Parkway, Lillington
Harnett County Board of Commissioners
Page | 1
1. Call to order – Chairman William Morris
2. Pledge of Allegiance and Invocation – Commissioner Matt Nicol
3. Welcome and Overview – Brent Trout, County Manager
4. Year in Review – Administration Staff
5. Revenue Update & Financial Trends – Davenport
6. Break
7. Review of Fiscal Policy – Kimberly Honeycutt, Finance Officer
8. Harnett County Trends – Lisa McFadden, Budget Director
9. Board Goals and Priorities – Rebecca Jackson, True North Performance Group and Brent Trout, County Manager
10. Lunch
11. Wrap-up & Adjourn – Brent Trout, County Manager
CONDUCT OF THE JANUARY 23, 2024 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.
TRENDS
•Growth in unincorporated area & municipalities•Growing population by ageHistorical Context & Projected Growth
24,164 24,392 24,518 24,820 24,969 25,255 25,515 24,636 24,726 24,994 99,242 101,165 102,484 104,597 106,146 107,977 109,391 109,198 112,094 113,330 - 20,000 40,000 60,000 80,000 100,000 120,000 140,000 160,0002013 2014 2015 2016 2017 2018 2019 2020 2021 2022Chart 1: Historical Population Growthin Unincorporated Area and MunicipalitiesMunicipalUnincorporatedSource: NC Demographer
050,000100,000150,000200,000250,000Chart 2: Historic and Projected Population Growth by Age65+ Adults18-64 Adults5-17 Children0-4 ChildrenSource: NC Demographer
•Unemployment rate•Harnett County budgeted positions•Harnett County vacanciesEmployment
0246810121416Jan‐15Jul‐15Jan‐16Jul‐16Jan‐17Jul‐17Jan‐18Jul‐18Jan‐19Jul‐19Jan‐20Jul‐20Jan‐21Jul‐21Jan‐22Jul‐22Jan‐23Jul‐23Percent UnemploymentChart 3: Harnett County Unemployment RateHarnett CountyState AverageUnited StatesSource: NC Department of Commerce3.43.73.5
922.389009319639938408608809009209409609801000FY 2020 FY 2021 FY 2022 FY 2023 FY 2024Chart 4: Number of Harnett County Full-Time Positions by Fiscal YearSource: HR/Payroll System
0 50 100 150 200 250EMSSheriffDetention CenterCommunicationsSocial ServicesHarnett Regional WaterEMS Sheriff Detention Center Communications Social Services Harnett Regional WaterPositions84 171 66 27 204 110Vacant911201 7 3% of Vacancies11% 6% 30% 4% 3% 3%Chart 5: Public Safety, Social Services and Harnett Regional Water Vacancies as of January 16, 2024PositionsVacant% of VacanciesSource: HR/Payroll System
•Excise Tax & Building Inspections •Property taxes & comparisons•Income•InflationCounty Growth Trends
- 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000 1,600,000FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024Chart 6: Register of Deeds Excise Tax by QuarterJuly-SeptOct-DecJan-MarApr-JuneSource: NC DOR Conveyance Tax ReturnsExcise 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.
- 50,000 100,000 150,000 200,000 250,000 300,000 350,000 400,000 450,000 500,000FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024Chart 7: Register of Deeds Excise Tax by QuarterJuly-SeptOct-DecSource: NC DOR Conveyance Tax ReturnsExcise Tax is a tax set by general statute that is charged on any transfer of real estate where money exchanges from one partyto another. Only federal, state and municipal governments are exempt from paying excise tax.
- 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000 1,600,000 1,800,000FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024Chart 8: Building Inspections Revenue by QuarterJuly-SeptOct-DecJan-MarApr-JuneSource: Development Services/Accounting Software
- 100,000 200,000 300,000 400,000 500,000 600,000FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024Chart 9: Building Inspections Revenue by QuarterJuly-SeptOct-Dec
51370983211555900200400600800100012001400FY 2020 FY 2021 FY 2022 FY 2023 FY 2024Chart 10: New Homes ConstructedNumber of new single-family detached dwellings that were issued Certificate of Occupancy by Fiscal YearSource: Development Services/Accounting Software
01,000,0002,000,0003,000,0004,000,0005,000,0006,000,000FY 2020 FY 2021 FY 2022 FY 2023 FY 2024Chart 11: Sales Tax (Article 39) Collections for First Four MonthsSource: NC Department of Revenue
- 50.00 100.00 150.00 200.00 250.00 300.00 350.00 400.002014 2015 2016 2017 2018 2019 2020 2021 2022 2023Chart 12: Sales Tax Per Capita in Constant DollarsSource: Harnett County ACFRs
99.43%99.56%98.60%98.70%98.80%98.90%99.00%99.10%99.20%99.30%99.40%99.50%99.60%99.70%FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023Chart 13: Property Tax Collection PercentageHarnettState Average for Population GroupSource: Harnett County ACFRs
MOORE , .3230WAKE , .4250JOHNSTON , .4588CHATHAM , .4623HARNETT , .4876State Average, .5035CUMBERLAND , .5122LEE , .6157SAMPSON , .6320.0000.1000.2000.3000.4000.5000.6000.7000.8000.9000Effective Tax RateChart 14: Comparison of Effective Tax Rates‐Surrounding County‐State Average‐Harnett CountySource: NC Department Of RevenueEffective rates are adjusted county and municipal rates which aid in comparison of jurisdictions. As counties are on various reappraisal cycles, the ratios of the assessed value to the actual value differ. These differences are adjusted by applying the sales assessment ratio (the ratio of selling price of property to the assessed value of property) to the tax rate to obtain an effective rate.
99.17%98.59%93.34%91.14%84.13%99.35%82.51%80%85%90%95%100%105%2017 2018 2019 2020 2021 2022 2023Assessed Value Chart 15: Harnett County's Historic Sales Assessment RatioSource: NC Department of RevenueSales assessment ratio is the ratio of selling price of property to the assessed value of property.
0.00%10.00%20.00%30.00%40.00%50.00%60.00%70.00%80.00%90.00%100.00%Residential Commercial Industrial Other97.50%10.08%2.79%0.00%79.40%27.19%3.49%2.81%Chart 16: FY 2022‐2023 Real Property Tax Base Comparison: Harnett v. Surrounding County Benchmarks & State Average ChathamHarnettJohnstonLeeMooreStateSource: NC Department of Revenue
$58,109.00$44,192.00$0$10,000$20,000$30,000$40,000$50,000$60,000$70,0002011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022Chart 17: Per Capita IncomeNorth Carolina AverageHarnettSource: U.S. Department of CommerceBureau of Economic Analysis According to this survey, Harnett County's per capita income ranks 82nd out of 100 counties. At $65,242, Harnett ranks 26th in Median Household income. The state's median income is $67,516. (Source: US Census Small Area Income & Poverty Estimates Program-2022).
Chart 18: Over-the-year percent change in CPU-U, South region, December 2020 - December 2023The all items CPI‐U for the South increased 3.7 percent for the 12 months ending in December after increasing 3.4 percent for the 12‐month period ending in November. The index for all items less and food and energy advanced 4.2 percent over the past 12 months. The food index continued to increase, up 2.8 percent over the past year. In contrast, the energy index declined 1.1 percent over the last 12 months. *The Consumer Price Index (CPI) is a measure of the average change in prices over time in a fixed market basket of goods and services. The CPI is based on prices of food, clothing, shelter, and fuels, transportation fares, charges for doctors' and dentists' services, drugs, and the other goods and services that people buy for day‐to‐day living.
QUESTIONS?Lisa McFadden, Budget Director
Harnett
County
Fiscal
Policy
MEASUREMENT AND FOCUS
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Unassigned 18,732,095 19,417,388 24,406,530 28,557,559 25,831,220 26,034,278 30,882,694 36,433,105 41,662,778 51,201,876
Total 31,298,039 33,673,076 39,696,606 41,847,828 43,178,492 43,620,214 66,529,167 82,303,027 103,196,465 125,116,051
. M
20. M
40. M
60. M
80. M
100. M
120. M
140. M
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
General Fund Balance
Unassigned Total
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Committed:
Debt Service 374,979 885,586 8,872,608 12,832,072 16,424,560 21,684,428
Assigned:
General Government 537,112 1,837,227 2,883,104 2,040,434 4,034,122 8,530,645 8,783,243 7,856,509
Public Safety 1,325,000 1,970,588 2,477,801 234,241 697,412 487,508 543,610 2,496,678
Transportation 43,334 181,634 634,320 488,372 466,519 456,555 6,270,819 284,470
Economic Development 8,000,000
Cultural & Recreation 361,370 1,007,399 549,099 1,098,191
Education 55,023 220 254,014 4,430,045 5,841,036
. M
5. M
10. M
15. M
20. M
25. M
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
General Fund Assigned & Committed Fund Balance
Debt Service General Government Public Safety Transportation Economic Development Cultural & Recreation Education
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Expenditures 103,330,529 105,508,715 112,272,703 119,688,680 126,087,294 123,765,911 127,663,031 128,900,523 141,017,873 155,433,118
Unassigned Fund
Balance 18,732,095 19,417,388 26,311,976 32,547,008 32,201,423 29,737,935 31,349,433 37,143,675 41,662,778 51,201,876
Fund Balance %18.13%18.40%23.44%27.19%25.54%24.03%24.56%28.82%29.54%32.94%
0
10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
60,000,000
0
20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
120,000,000
140,000,000
160,000,000
180,000,000
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
General Fund Balance %
Unassigned Fund Balance Expenditures
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Net Position
Unrestricted 34,855,125 42,284,631 41,727,552 48,653,989 48,385,808 54,249,375 59,522,064 65,107,575 77,071,598 88,453,970
Operating Reserves 23,487,129 23,654,355 27,605,886 30,332,079 32,695,937 35,184,524 33,360,263 35,845,451 38,260,890 48,686,044
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Harnett Region Water Fund Reserves
Net Positions Unrestricted Operating Reserves
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Net Position
Unrestricted (240,727)7,626 153,922 247,542 57,848 551,611 1,883,775 4,087,520 6,552,159 8,196,987
Operating Reserves 4,362,449 4,393,975 4,653,365 5,269,657 5,360,465 5,393,077 5,408,052 5,696,695 6,145,919 6,385,977
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Solid Waste Fund Reserves
Net Positions Unrestricted Operating Reserves
98.66%99.45%99.28%99.46%99.53%
99.61%99.29%
99.44%
99.46%
99.43%
. M
10. M
20. M
30. M
40. M
50. M
60. M
70. M
80. M
90. M
. M
2000. M
4000. M
6000. M
8000. M
10000. M
12000. M
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
General Fund Snapshot -A Closer Look
Total Property Valuation Current Year Taxes Collected
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Total Property Valuation 7,369,458,427 7,827,919,100 8,150,875,200 8,148,043,819 8,528,466,617 8,811,710,509 9,053,055,279 9,464,948,786 9,901,786,809 10,736,765,508
Current Year Taxes Collected 56,392,456 58,254,988 60,690,471 62,470,305 62,911,822 65,733,131 67,264,728 70,537,914 73,674,943 79,957,356
Current Levy Collection %98.66%99.45%99.28%99.46%99.53%99.61%99.29%99.44%99.46%99.43%
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
18,124,862 18,124,862 20,607,857 24,922,786 26,832,773 28,180,205 31,745,610 37,108,093 41,655,796 45,761,195
2014 2015 2016 2017 2018 2019 2020
2021
2022
2023
18.12 M 18.12 M 20.61 M
24.92 M 26.83 M 28.18 M
31.75 M
37.11 M
41.66 M
45.76 M
Sales Tax
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
General Government 94.95 98.47 99.32 109 104.07 110.5 98.25 96 99 103
Public Safety 298.5 303.5 301 314 343 344 357.5 353 360 363
Transportation 5 5 5 5 5 5 19 18 20 21
Environmental Protection 2 3 3 3 3 3 3 3 3 4
Economic & Physical Development 32 27 28 29.95 28.75 28.75 31.63 27 31 32
Human Services 254.5 253.25 254.18 274.05 260.18 267.18 264 257 262 273
Cultural & Recreation 13 14 14 14 21 22 22 25 27 27
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
General Fund FTE Employees Funded
General Government Public Safety Transportation Environmental Protection Economic & Physical Development Human Services Cultural & Recreation
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Medical Insurance 1,423,895 1,881,209 2,283,097 3,153,869 4,581,928 6,860,539 8,592,639 9,439,599 11,153,333
Dental Insurance 202,541 239,205 314,912 355,299 496,249 539,763 649,964 727,304 787,816
Worker's Compensation (1,419,264)41,121 930,002 2,150,923 1,977,609 3,473,669 3,992,028 4,947,494 5,920,312 5,625,313
Unemployement Insurance 209,147 356,116 660,186 1,022,437 1,168,645 1,361,770 1,547,195 1,748,926 1,840,788 1,937,236
Employee Clinic 566,655 668,432 690,094 681,123 655,579 693,837 686,433 716,246 692,546
Fleet Services 318,291 366,112 626,859 1,090,459 1,193,338 1,272,229
Information Technology 438,366 483,230 1,116,096 1,492,175 1,924,107 3,140,915
-.5 M
2. M
4.5 M
7. M
9.5 M
12. M
14.5 M
17. M
19.5 M
22. M
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Internal Service Funds -Net Position
Medical Insurance Dental Insurance Worker's Compensation Unemployement Insurance Employee Clinic Fleet Services Information Technology
QUESTIONS
HARNETT COUNTY STRATEGIC PLAN UPDATE
January 23, 2023
Rebecca Jackson, CEO
True North Performance Group
Our Process
•Review Harnett County’s Strategic Plan foundation: Vision, Mission, Core Values
•Review Goals, Objectives and the alignment of new and continuing Key Strategic Actions identified by the Board
•Prioritize Key Strategic Actions
•Adopt changes to the Strategic Plan for Fiscal Year 2025 to prepare for the FY 2025 budget cycle
3
The
Five Pillars of
Superior
Performance
Supported by
Leadership
Excellence
Harnett County’s Vision Statement
4
Harnett County’s Mission Statement
5
Harnett County’s Core Values
6
Harnett County Strategic Plan Goals
Next Steps?
Line # Board Strategic Priorities for the Next 12-18 Months
Continue/
New
Associated
KSA
1 Expand Jet Port New 4.5.2
2 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 land
use plan
New 4.3.1
3 Expand and diversify the tax base by attracting business and industry to bring in higher paying jobs to the
County with key businesses that make substantial development investments in the County
New 4.3.2
4 Continue to proactively collaborate with School Board to address the needs of the School System and
advocate for multi-track programming and efficient construction (reuse of designs, if possible) to provide new
schools where needed
Continue 1.1.1 and 1.2.1
5 Advocate and coordinate with NCDOT and CAMPO to resolve County transportation needs in the major
corridors addressing congestion and advocate for a 4 lane highway to Raleigh/RDU
Continue 4.4.3
6 Research and discuss strategy to address mental health concerns for County residents and bring back to
Board for consideration
New 3.3.3
7 Strategically manage County growth with land use plans addressing process for rezonings making smarter
decisions with the land we have now and identify and proactively plan for expansion needs of County
services to adequately serve the growing population (housing boom)
Continue 4.2.1
8 Reduce government redundancy with process improvement to find efficiencies and fee schedule
improvements to reduce overall government where possible and reduce the financial burden on tax payers
New 2.2.2
9 Develop an effective resident engagement strategy focused on creating a positive image for the County and
promoting excellent customer service
New 5.2.1
10 Develop a strategy for replacing future retiring key leadership positions in the organization New 2.1.2
11 Consider Johnson Farm for future generations New 3.2.1
12 Include affordable housing program component in the upcoming comprehensive plan for consideration by
the Board
New 4.2.1
13 Research programs for senior citizens to meet, play and exercise and bring back to the Board for
consideration (cross departmental approach)
Continue 3.1.2
14 Collaborate with Sherriff Office to eradicate drugs in schools (opioid offense) ensuring clean and safe schools.
Provide additional resources
New 3.4.2
Line #Harnett County Successes Over the Last 12-18 Months Associated Goal
1 Opened two new elementary schools and new year round programming. 1
2 Intergovernmental advocacy work is excellent. Coordinating with the State
delegation and using ARPA funding to move strategic projects forward.
1
3 Infrastructure projects completed and/or underway. Water / Sewage
system and broadband projects (expanding to rural areas).
1
4 Forward thinking and proactive County Management (Managers, Directors
and Clerk) committed to building a high performing organization and
implementing the Board's strategic plan.
2
5 Excellent job in managing County development and major growth in
population.
2
6 County management of financing, budgeting and performance
management- Really improved. Proactive, CIP process, financing,
forecasting, budget process, project management, accountability.
2
7 Strategic planning and execution. Focused on the same mission and goals.
Staff accountability and reporting. You can see the successes over the last
2 years.
2
8 Addressing County employee compensation study and providing increase in
pay.
2
9 Addressing Dry Tap fees. 3
10 HARTS Program for senior citizens. 3
11 Economic development strategic improvements- Moving in the right
direction. Good advocacy work with key stakeholders with projects in
motion and on the table.
4
12 Jet Port progress and expansion. 4
13 Public engagement is improving with more residents engaged and involved
in local policy decisions. Public hearings turnout improved.
5
14 Staff is focused on providing excellent customer service. 5
Harnett County Fiscal Year 2025 Strategic Plan Update
Goal and Objective Review with Key Strategic Actions
1
Goal 1: Superior Education
Goal Objectives Key Strategic Actions Fiscal Year 2025 (5) New or Continuing Deliverable Timeline Priority
1.1 Maintain effective collaboration
with Harnett County Schools to
coordinate budget process, capital
projects, and other initiatives
1.1.1
Engage school administration proactively to discuss and coordinate
budget priorities and funding for the fiscal year
Continuing Continue to proactively collaborate with
School Board to address the needs of the
School System
Ongoing
1.1.2
Adopt long-term plan for funding new schools based on education
priorities
Continuing Financial plan is created and continues to
be implemented
Budget Cycle
1.2 Maintain a long-term funding plan
for capital needs
1.2.1
Maintain County involvement in capital planning and architectural
committee for ongoing and upcoming projects
Continuing Capital Improvement Plan
Annual Budget
Advocate for multi-track programming and
efficient construction (reuse of designs, if
possible) to provide new schools where
needed
Ongoing
1.3 Attract, support, and retain highly
qualified and experience public
school teachers and staff
1.3.1 Continue to monitor and address teacher supplements to increase
competitiveness in the region
Continuing Annual Budget Budget Cycle
1.4 Advocate for appropriate allocation
of school funding from federal and
state sources
1.4.1
Adopt Legislative Priorities for FY 2025 that includes advocacy for
increased funding for schools
Continuing Legislative priorities aligned.
Lobbyist report is completed
Annually and
Ongoing
Harnett County Fiscal Year 2025 Strategic Plan Update
Goal and Objective Review with Key Strategic Actions
2
Goal 2: Organizational Excellence
Goal Objectives Key Strategic Actions Fiscal Year 2025 (7) New or Continuing Deliverable Timeline Priority
2.1 Attract, retain and grow high
performing employees
2.1.1 Complete and implement Compensation Study to assess
competitiveness of employee pay and salary compression for existing
County employees
Continuing Complete study and make adjustments
based on findings
June 30, 2025
2.1.2 Develop a strategy for replacing future retiring key leadership
positions in the organization
New Succession and/or recruitment plan TBD
2.2 Lead the organization with the
best finance and budget practices
2.2.1 Develop and implement a holistic performance management program Continuing Create an organizational performance
program with departmental business plans
aligned to the strategic plan and budget
cycle
June 30, 2025
2.2.2 Reduce government redundancy with process improvement to find
efficiencies and fee schedule improvements to reduce overall
government, where possible and reduce the financial burden on tax
payers
New TBD TBD
2.3 Foster culture of accountability
through performance
management and adherence to
internal processes
2.3.1
Review and revise employee performance evaluation and training
programs to encourage culture of empowerment and accountability,
to foster employee development and to provide enrichment
opportunities.
Continuing New employee performance evaluation
process. New training and development
program
June 30, 2025
2.4 Seek new and best practice
technology to improve processes
in all operational areas
2.4.1
Engage County employees in improving internal processes and
provide regular education on adherence
Continuing RPI/Process Improvement June 30, 2025
2.5 Improve resident and customer
experiences through efficient, high
quality service delivery and
continuous improvement
2.5.1
Implement process for obtaining citizen feedback on County service
provision
Continuing Obtain citizen feedback June 30, 2025
Harnett County Fiscal Year 2025 Strategic Plan Update
Goal and Objective Review with Key Strategic Actions
3
Goal 3: Safe & Healthy Community
Goal Objectives Key Strategic Actions Fiscal Year 2025 (10) New or Continuing Deliverable Timeline Priority
3.1 Preserve and enhance County
residents’ quality of life through
open space, parks, recreation
resources and greenways
3.1.1 Prioritize parks and greenway projects for development through
Capital Improvements Program
Continuing A specific Greenway Plan is Priority June 30, 2025
3.1.2 Increase provision of County programs and initiatives aimed at
encouraging healthy lifestyles and outdoor activity to include a
focus on senior citizens and other special populations
Continuing Research programs for senior citizens to
meet, play and exercise and bring back to
the Board for consideration (cross
departmental approach)
June 30, 2025
3.2 Protect open space and natural
resources
3.2.1 Acquire Johnson Farm for future generations New Acquisition June 30, 2025
3.3 Ensure effective and efficient
delivery of services to County
residents to promote health, safety
and wellbeing for all
3.3.1 Medicaid expansion (State Mandate) New Implemented by the staff & community June 30, 2025
3.3.2 Provide support for local farmer’s markets and community gardens
at County locations to support healthy food options for residents
Continuing Develop a local farmers market June 30, 2025
3.3.3
Research and discuss strategy to address mental health concerns for
County residents and bring back to Board for consideration
New TBD TBD
3.4 Decrease alcohol and drug abuse 3.4.1
Assess most pressing issues surrounding substance abuse and
engage stakeholder to develop plan to curb problems
Continuing Develop a program aimed to decrease
alcohol and drug abuse
June 30, 2025
3.4.2
Collaborate with Sherriff Office to eradicate drugs in schools (opioid
offense) ensuring clean and safe schools. Provide additional
resources
New TBD TBD
3.5 Provide high quality emergency
response and public safety
D3.6 Support, promote and celebrate
arts and culture
3.6.1 Meet regularly with the local arts organizations to generate and
implement ideas for celebrating arts and culture
Continuing Meetings in progress; Report back to Board June 30, 2025
Harnett County Fiscal Year 2025 Strategic Plan Update
Goal and Objective Review with Key Strategic Actions
4
Goal Objectives Key Strategic Actions Fiscal Year 2025 New or Continuing Deliverable Timeline Priority
3.7
Provide effective public
transportation to the County
3.8 Provide effective solid waste
services for the County residents
3.8.1 Create a northwest convenience site for public use New June 30, 2025 TBD
Harnett County Fiscal Year 2025 Strategic Plan Update
Goal and Objective Review with Key Strategic Actions
5
Goal 4: Economic Strength
Goal Objectives Key Strategic Actions Fiscal Year 2025 (11) New or Continuing Deliverable Timeline Priority
4.1 Provide an effective economic
development program
4.1.1
Revise development and incentive policies to support thriving
businesses and job creation and implement
Continuing Update incentive policy in 2024;
Implement policy in FY 2025
June 30, 2025
4.1.2
Educate County departments about economic development
priorities and their role in advancing those priorities
Continuing Engagement ongoing June 30, 2025
4.2 Provide well-planned communities
with smart and sustainable growth
strategies
4.2.1 Implementation and completion of a comprehensive growth plan
for the County
New Plan adopted in FY 24; Implemented in
FY 2025; Strategically manage County
growth with land use plans addressing
process for rezonings making smarter
decisions with the land we have now
and identify and proactively plan for
expansion needs of County services to
adequately serve the growing
population (housing boom); Include
affordable housing program
component in the upcoming
comprehensive plan for consideration
by the Board
June 30, 2025
4.3 Attract and retain a diverse and viable
tax base with increased industrial,
commercial and retail
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
New Development of a retail strategy and
engagement plan; Execution
June 30, 2025
and potentially
for 3 years
4.3.2 Diversify the tax base by attracting business and industry to bring in
higher paying jobs to the County with key businesses that make
substantial development investments in the County
New TBD TBD
Harnett County Fiscal Year 2025 Strategic Plan Update
Goal and Objective Review with Key Strategic Actions
6
Goal Objectives Key Strategic Actions Fiscal Year 2025 New or Continuing Deliverable Timeline Priority
4.4 Provide strategically-placed
infrastructure for business and industry
growth and attraction
4.4.1
Increase availability of high-speed Broadband through County Continuing Phase II January, 2025
4.4.2
Seek to extend natural gas availability along strategic corridors
identified for commercial growth
Continuing Strategy and report of progress June 30, 2025
4.4.3
Advocate and coordinate with NCDOT and CAMPO and pursue
enhanced transportation infrastructure to reduce congestion and
increase access throughout the County
Continuing Great Grant I;
Continue to look for ways to resolve
County transportation needs in the
major corridors addressing congestion
and advocate for a four-lane highway
to Raleigh/RDU
December,
2026
4.4.4
Plan water and wastewater infrastructure to direct and attract
residential, commercial and industrial growth toward targeted
areas
Continuing Submit Bid by March 2024
Complete construction by August 2025
August, 2025
4.5 Enhance Harnett Regional Jetport’s
function as an economic engine for the
County
4.5.1 Complete the Jetport runway New Runway construction TBD
4.5.2 Create strategic growth plan for the HR Jetport New Complete strategic plan June 30, 2025
4.6 Foster upward mobility and reduce
poverty
4.7 Leverage partner and stakeholders to
enhance economic development
capacity
Harnett County Fiscal Year 2025 Strategic Plan Update
Goal and Objective Review with Key Strategic Actions
7
Goal 5: Informed & Engaged Citizens
Goal Objectives Key Strategic Actions Fiscal Year 2025 (2) New or Continuing Deliverable Timeline Priority
5.1 Provide effective communication to
citizens and businesses
5.2 Provide opportunities for citizens to
engage meaningfully with County
government
5.2.1 Develop an effective resident engagement strategy focused on creating
a positive image for the County and promoting excellent customer
service
New Report progress to Board TBD
5.3 Provide effective internal
communications and engagement
with employees
5.4 Strengthen Citizen Advisory Boards
and committees program
5.4.1 Create and implement a new program which tracks participation and
engagement levels of the Citizen Advisory Boards
New County Clerk and County
Manager's Office collaborate to
develop the program and bring
back to Board
June 30, 2025