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Home My WebLink About042925 ws packetHarnett County Board of Commissioners Page | 1 WORK SESSION AGENDA Date: Tuesday, April 29, 2025 Time: 9:00 a.m. Location: Commissioners Meeting Room Harnett County Resource Center & Library 455 McKinney Parkway, Lillington 1. Call to order – Chairman Matt Nicol 2. Pledge of Allegiance and Invocation – Commissioner Barbara McKoy 3. Consider additions and deletions to the published agenda. 4. PROPOSED ZONING CHANGE: Case#PLAN2503-0001 Landowner/Applicant:1960 Properties, LLC / Chan Ho; 1.19 +/- acres; Pin # 9568-66-9087.000; From RA-20R to Commercial Zoning District; Barbecue Township; SR #1207 (Seawell Rosser Road) & NC Hwy 87 N. (please note action may be taken on this item) 5. Harnett Horizons 2040 Comprehensive Plan developed by Development Services staff and Stewart Engineering. (please note action may be taken on this item) 6. Discuss fluoridation of County water. (please note action may be taken on this item) 7. Discuss Harnett Regional Water Capital Improvement Plan (CIP); Tommy Burns, Harnett Regional Water Director 8. Discuss Harnett Regional Water System Development and Tap Fees; Tommy Burns, Harnett Regional Water Director 9. Discuss Request for Qualifications (RFQ) for the Animal Adoption Center; Barry Blevins, General Services Director 10. Review applications to serve on Boards and Committees. 11. County Manager’s Report – Brent Trout, County Manager • Performance Management Quarterly Update • May 5, 2025 Regular Meeting Agenda Review • Upcoming meetings and invitations 12. Closed Session 13. Recess - The Board of Commissioners will convene in a Joint Session with The Board of Education at 11:00 a.m. in Training Room 103 B/C. 14. Presentation of the 2025-2026 Harnett County School Budget 15. Adjourn HCBOC 042925 ws Pg. 1 Harnett County Board of Commissioners Page | 2 CONDUCT OF THE APRIL 29, 2025 MEETING A livestream of the meeting will be on the Harnett County Government’s YouTube Channel at https://www.youtube.com/channel/UCU7mTF6HTD65x_98EhAMeMg/featured. HCBOC 042925 ws Pg. 2 \\lecfile\department\Admin\Clerk to the Board docs\AGENDAS\2025\042925 ws\4.1 PLAN2503-0001 Agenda Form.docx Page 1 of 1 Board Meeting Agenda Item MEETING DATE: April 21, 2025 TO: HARNETT COUNTY BOARD OF COMMISSIONERS SUBJECT: PROPOSED ZONING CHANGE: Case#PLAN2503-0001 REQUESTED BY: Mark Locklear, Development Services REQUEST: Proposed Zoning Change: Landowner/Applicant:1960 Properties, LLC / Chan Ho; 1.19 +/- acres; Pin # 9568- 66-9087.000; From RA-20R to Commercial Zoning District; Barbecue Township; SR # 1207 (Seawell Rosser Road) & NC Hwy 87 N. Development Services staff is recommending approval of the proposed rezoning from the RA-20R to the Commercial zoning district. Staff found that the requested zoning classification is compatible with the future land use plan. Additional Information: On April 7, the Harnett County Planning Board voted unanimously (5-0) to recommend approval of the request. An adjacent property owner spoke at the meeting to ask questions about the applicant's intended use of the property. There was no one present to speak in opposition. FINANCE OFFICER’S RECOMMENDATION: COUNTY MANAGER’S RECOMMENDATION: Item 4 HCBOC 042925 ws Pg. 3 STAFF REPORT Page 1 of 9 REZONING STAFF REPORT Case: PLAN2503-0001 Sarah Arbour, Planner II sarbour@harnett.org Phone: (910) 814-6414 Fax: (910) 814-8278 Planning Board: April 7, 2025 County Commissioners: April 21, 2025 Rezoning from RA-20R to Commercial Applicant Information Owner of Record: Applicant: Name: 1960 Properties, LLC. Name: Chan Ho Address: 300 Black Belt World Drive. Address: 300 Black Belt World Drive City/State/Zip: Knightdale, NC 27545 City/State/Zip: Knightdale, NC 27545 Property Description PIN(s): 9568-66-9087.000 Acreage: 1.19 Address/SR No.: 520 Seawell Rosser Rd., Sanford, NC 27332 Township: Johnsonville Lillington Neill’s Creek Stewart’s Creek Upper Little River Anderson Creek Averasboro Barbecue Black River Buckhorn Duke Grove Hectors Creek Vicinity Map HCBOC 042925 ws Pg. 4 STAFF REPORT Page 2 of 9 Physical Characteristics Site Description The property, formerly used for residential purposes, is vacant and fronts both Seawell Rosser Rd. and NC 87 N. Background The home and accessory structure previously located on the property were demolished in December 2024. Surrounding Land Uses Surrounding land uses include the Olivia Post Office, a convenience store, a communications station, a massage parlor, and single-family residences. Services Available Water: Public (Harnett County) Private (Well) Other: Unverified Sewer: Public (Harnett County) Private (Septic Tank) Other: HCBOC 042925 ws Pg. 5 STAFF REPORT Page 3 of 9 Transportation The annual Average Daily Traffic counts: Seawell Rosser Rd. : 150 AADT NC 87 N. : 26,500 AADT Site Distances: Seawell Rosser Rd.: Good NC 87 N. : Good Zoning District Compatibility Current Requested Parks & Rec X X Natural Preserves X X Bona Fide Farms X X Single Family X Manufactured Homes, (with design criteria) X Manufactured Homes X Multi-Family X Institutional X X Commercial Services SUP X Retail X Wholesale SUP Industrial Manufacturing SUP The following is a summary list of potential uses. For all applicable uses for each Zoning district please refer to the UDO’s Table of Uses. Commercial RA-20R HCBOC 042925 ws Pg. 6 STAFF REPORT Page 4 of 9 Land Use Classification Compatibility ZONING LAND USES Commercial Rural Center Parks & Rec X X Natural Preserves X X Bona Fide Farms X X Single Family X Manufactured Homes, Design Regulated X Manufactured Homes X Multi-Family X Institutional X X Commercial Service X X Retail X X Wholesale SUP SUP Industrial Manufacturing SUP SUP The above is a summary list of potential uses. For all applicable uses for each Zoning district, please refer to the UDO’s Table of Uses. Site Photographs Site Rural Center Low Density Residential HCBOC 042925 ws Pg. 7 STAFF REPORT Page 5 of 9 HCBOC 042925 ws Pg. 8 STAFF REPORT Page 6 of 9 Street View Seawell Rosser Rd. South View Seawell Rosser Rd. North View NC 87 N. North View NC 87 N. South View HCBOC 042925 ws Pg. 9 STAFF REPORT Page 7 of 9 Across Road Seawell Rosser Rd. NC 87 N. Evaluation Yes No A. The proposal will place all property similarly situated in the area in the same category, or in appropriate complementary categories. The subject property is located within a mixed-use area, characterized by both residential and non-residential land uses. The subject property is adjacent to property zoned Commercial and currently used for commercial purposes. Yes No B. There is a convincing demonstration that all uses permitted under the proposed district classification would be in the interest of the general public and not merely the interest of the individual or small group. The requested zoning district is compatible with the underlying land use, Rural Center. This land use classification is a development node that encourages commercial land uses and economic development throughout the county. The uses permitted in the Commercial zoning district are compatible with the underlying land use. Yes No C. There is a convincing demonstration that all uses permitted under the proposed district classification would be appropriate in the area included in the proposed change. (When a new district designation is assigned, any use permitted in the district is allowable, so long as it meets district requirements, and not merely uses which applicants state they intend to make of the property involved.) HCBOC 042925 ws Pg. 10 STAFF REPORT Page 8 of 9 There is a convincing demonstration that all uses permitted under the proposed zoning district classification would be appropriate in the area included in the proposed change. The uses permitted in the Commercial zoning district are compatible with the surrounding and nearby commercial land uses. Additionally, the property has access to water and sewer utility services and is located within a Rural Center Development Node. Yes No D. There is a convincing demonstration that the character of the neighborhood will not be materially and adversely affected by any use permitted in the proposed change. There is a convincing demonstration that the character of the neighborhood will not be materially and adversely affected by the uses permitted in the requested zoning district. The uses permitted in the Commercial zoning district are compatible with the nearby non -residential land uses. Yes No E. The proposed change is in accordance with the comprehensive plan and sound planning practices. The requested zoning district is compatible with the future land use classification, Rural Center . The Rural Center Use Future Land Use classification supports small scale, market-driven commercial centers. Suggested Statement-of-Consistency (Staff concludes that…) As stated in the evaluation, the requested rezoning to Commercial would not have an unreasonable impact on the surrounding community based on compatibility with the future land use plan and the surrounding land uses. It is recommended that this rezoning request be APPROVED. Additional Information At the April 7, 2025, Planning Board meeting, the Planning Board voted 5-0 to recommend approval for the request to rezone from the RA-20R to the Commercial Zoning district. The Planning Board found the requested rezoning is compatible with the future land use classification and the surrounding commercial land uses. An adjacent property owner spoke at the meeting to ask questions about the applicant's intended use of the property. There was no one present to speak in opposition. Standards of Review and Worksheet TYPICAL REVIEW STANDARDS The Planning Board shall consider and make recommendations to the County Board of Commissioners concerning each proposed zoning district. The following policy guidelines shall be followed by the Planning Board concerning zoning districts and no proposed zoning district will receive favorable recommendation unless: Yes No A. The proposal will place all property similarly situated in the area in the same category, or in appropriate complementary categories. Yes No B. There is convincing demonstration that all uses permitted under the proposed district classification would be in the general public interest and not merely in the interest of the individual or small group. Yes No C. There is convincing demonstration that all uses permitted under the proposed district classification would be appropriate in the area included in the proposed change. (When a new district designation is assigned, any use permitted in the district is allowable, so HCBOC 042925 ws Pg. 11 STAFF REPORT Page 9 of 9 long as it meets district requirements, and not merely uses which applicants state they intend to make of the property involved.) Yes No D. There is convincing demonstration that the character of the neighborhood will not be materially and adversely affected by any use permitted in the proposed change. Yes No E. The proposed change is in accordance with the comprehensive plan and sound planning practices. GRANTING THE REZONING REQUEST Motion to grant the rezoning upon finding that the rezoning is reasonable based on All of the above findings of fact A-E being found in the affirmative and that the rezoning advances the public interest. DENYING THE REZONING REQUEST Motion to deny the rezoning upon finding that the proposed rezoning does not advance the public interest and is unreasonable due to the following: The proposal will not place all property similarly situated in the area in the same category, or in appropriate complementary categories. There is not convincing demonstration that all uses permitted under the proposed district classification would be in the general public interest and not merely in the interest of the individual or small group. There is not convincing demonstration that all uses permitted under the proposed district classification would be appropriate in the area included in the proposed change. (When a new district designation is assigned, any use permitted in the district is allowable, so long as it meets district requirements, and not merely uses which applicants state they intend to make of the property involved.) There is not convincing demonstration that the character of the neighborhood will not be materially and adversely affected by any use permitted in the proposed change. The proposed change is not in accordance with the comprehensive plan and sound planning practices. The proposed change was not found to be reasonable for a small scale rezoning HCBOC 042925 ws Pg. 12 \\lecfile\department\Admin\Clerk to the Board docs\AGENDAS\2025\042925 ws\5.1 LandUsePlan_AgendaForm.docx Page 1 of 1 Board Meeting Agenda Item MEETING DATE: April 21, 2025 TO: HARNETT COUNTY BOARD OF COMMISSIONERS SUBJECT: Adoption of the Harnett Horizons 2040 Comprehensive Plan REQUESTED BY: Mark Locklear, Development Services REQUEST: The Development Services Department requests the adoption of the Harnett Horizons 2040 Comprehensive Plan developed by Development Services staff and Stewart Engineering. The plan defines a framework for land use and development throughout the county, and addresses priorities including housing, transportation, economic development, and natural resource protection. The plan outlines the county's vision and strategic plan for its future and will guide land use policy, funding, resource decisions, and infrastructure investment for Harnett County over the next several years. ADDITIONAL INFORMATION: At the April 7, 2025, Planning Board meeting, the Board voted 4-1 to recommend approval of the Harnett Horizons 2040 Comprehensive Plan. There was no one present to speak in opposition. FINANCE OFFICER’S RECOMMENDATION: COUNTY MANAGER’S RECOMMENDATION: Item 5 HCBOC 042925 ws Pg. 13 Harnett County Comprehensive Plan Board of Commissioners April 21, 2025 HCBOC 042925 ws Pg. 14 Where are we? What's Next? Board of Commissioners discussion andadoption Draft Plan – Available for public comment since December Planning Board recommended adoption on 4/7 HCBOC 042925 ws Pg. 15 Public Engagement & Outreach 4 Public Open Houses 12 + Meetings with the Steering Committee, stakeholders, and Civic Groups 2 Community Events 1,792 Survey Responses 5 Updates to the Planning Board & Commissioners Draft for Public Comment HCBOC 042925 ws Pg. 16 Plan Development Process We are here! HCBOC 042925 ws Pg. 17 Plan Elements HCBOC 042925 ws Pg. 18 Land Use Map HCBOC 042925 ws Pg. 19 HCBOC 042925 ws Pg. 20 HCBOC 042925 ws Pg. 21 Key Recommendations Create an Agricultural Protection Overlay District Increase standards for residential development Enable the creation of Village Districts Address housing affordability issues Create a protective Jetport Overlay District Add conditional zoning district options Zoning Updates Recommended A major recommendation in the Harnett Horizons 2040 Comprehensive Plan is to update the Unified Development Ordinance (UDO) to increase development standards and encourage a land use pattern more in line with the Future Land Use Map. Many areas zoned RA-30 or RA-20 should be zoned for lower density and base standards for certain types of residential should be improved. CapeF earRiver ¬«27 ¬«210 £¤142 £¤401 £¤401 £¤401 Etj Lillingto n Etj hurch eCollinoad m rivne Nico Dr rchRo e t JohnsonRoadGr mpleRoadMtPisgahedCumminLa Zoning Map HCBOC 042925 ws Pg. 22 Agricultural Protection Overlay Reduced density (larger lots or lower overall density) and/or adjust design standards Consider targeted rezonings to more closely match future land use recommendations Incentives for small-scale, low-density development Discourage large-scale residential development and rezonings in Agricultural Protection Areas identified on the Future Land Use Map. Agricultural Landscape Buffers:require the preservation or planting of buffers for major subdivisions that will be located adjacent to working farmland. HCBOC 042925 ws Pg. 23 Agricultural Buffers To reduce impacts to working farmland, new subdivisions in certain zoning districts with lots under 25,000 square feet could be required to preserve or install a landscape buffer. This would allow existing farmland operations to continue without potential conflicts from new development. HCBOC 042925 ws Pg. 24 ResidentialDesign & Density Increase standards for New Development •Continue and enhance incentives for conservation subdivisions (Smaller lot sizes in exchange for higher standards for the development) •Add an open space requirement for RA-20R, RA-20M, and RA-30 Zoning districts •Increase standards for a compatibility subdivision •Enhanced road connectivity •Require sidewalks, curb and gutter, and street trees for lots under 20,000 sq. feet Consider the creation of a new minor subdivision type that allows “Farmhouse Clusters” as a by-right development type. Conservation Subdivisions HCBOC 042925 ws Pg. 25 ResidentialDesign & Density Increase standards for New Development •Continue and enhance incentives for conservation subdivisions (Smaller lot sizes in exchange for higher standards for the development) •Add an open space requirement for RA-20R, RA-20M, and RA-30 Zoning districts •Increase standards for a compatibility subdivision •Enhanced road connectivity •Require sidewalks, curb and gutter, and street trees for lots under 20,000 sq. feet Consider the creation of a new minor subdivision type that allows “Farmhouse Clusters” as a by-right development type. Farmhouse Cluster HCBOC 042925 ws Pg. 26 Village Districts Village Design Pedestrian-oriented design of streets and buildings (i.e.,short blocks, active storefronts) Shared amenities that could include village greens or other central public space Access to daily needs including retail, healthcare and other services A diverse range of housing options that could include single family homes, cottages, townhomes and missing middle housing types, live-work units and some apartments HCBOC 042925 ws Pg. 27 Village Design Concept 5 Minute Walk Defined Edge Mix of Housing Types Defined Center Walkable Streets HCBOC 042925 ws Pg. 28 Fearrington Village Village Precedent: Chatham County, NC HCBOC 042925 ws Pg. 29 Accommodate a mixture of housing types in appropriate areas. •Vary lot sizes in new development •Allow for smaller lots and/or attached product as part of conservation subdivisions and new village districts Encourage the preservation and construction of affordable and workforce housing. Work with partners to prevent and reduce homelessness. Carolina Across 100: Our State, Our Home p rogram Housing Affordability HCBOC 042925 ws Pg. 30 Continued emphasis on partnerships and transportation planning at the regional level Enhanced transportation requirements for new development Tiered Traffic Impact Analysis requirements Street and sidewalk standards Collector streets Driveway spacing along arterials Connectivity requirements Parking standards Priority corridors and intersections identified Pursue the completion of the greenway system Transportation HCBOC 042925 ws Pg. 31 Jetport Overlay 421 421 421 401 Lillington BOSTICDRE ERWINST LESLIE CAMPBELLAVE WADE STEW ART CIR SCARRIESTW LISA STCoats W SOUTH ST MODLINCT US421S SMAINSTASHEST MEGAN MCLEOD LN HOWARDLN55 BAINST HARNETWCORNELIUS 210 JOHNSON ST HARNET BL TTBLVD BAIN VD ALEXANDER DR MCKINNEY STBANDVOIP VOIP MAINPKWYCALLER911 N P ST ARKER MAIN LN N 421 ECORNELIUS HARNET TB LVDECORNELIUS HARNETT B LVD ST MAIN N STST MAIN401MAIN Coats Elementary Buies Creek Elementary Coats Lillington Bunnlevel Jetport Overlay(Proposed) HRJ Overlay Zone 1 HRJ Overlay Zone 2 HRJ Overlay Zone 3 Context City Limits ETJs HRJ Property Line FAR Part 77 Surfaces Conical Surface Horizontal Surface Inner Approach Inner Approach Horizontal Surface Conical Surface Outer Approach Jetport Overlay Zone 1 Jetport Overlay Zone 2 Jetport Overlay Zone 3 27 Jetport Overlay Zone 3 Jetport Overlay Zone 3 Jetport Overlay Zone 3 Jetport Overlay Zone 2 Establish a Jetport Overlay to ensure compatible uses in the vicinity of the airport. Preserve economic development opportunities Tiered overlay with 3 zones, with Zone 1 being the most protective. Restrict incompatible uses such as solar facilities, tall structures, smokestacks wildlife attractions. Limit residential development to low-density development and require a special use permit for major subdivisions in zone 1. Implementation contingent on outcome of SB 382. HCBOC 042925 ws Pg. 32 Economic Development Retitled and enhanced “Employment Growth Areas” identify more area as suitable for economic and industrial development A reas are located along major thoroughfares and include prime locations for economic development opportunities. Uses encouraged in the Employment Growth Areas include: Industrial Warehouse Office Research and development Tech -flex & Medical HCBOC 042925 ws Pg. 33 Economic Development Other Key Recommendations Encourage commercial recruitment (including retail and restaurants) to address leakage trends and promote quality commercial and retail design. Encourage rural businesses while limiting impacts on existing uses. Site readiness, infrastructure improvements and site development. Promote and encourage outdoor recreation. HCBOC 042925 ws Pg. 34 Conditional Zoning Conditional zoning & S.B. 382 •Options, incentives and approval processes become more important if S.B. 382 remains in place A conditional zoning process could provide for additional flexibility for innovative development proposals. Potential to encourage context -sensitive design in/near Historical Communities or in Village Districts Affordable/Workforce Housing – require mix of housing Preserve natural resources and promote quality commercial and retail design Transportation and Infrastructure: Conditional zoning may be a vehicle for encouraging needed public improvements HCBOC 042925 ws Pg. 35 Plan Implementation Highlights •Short-term (1-2 years): Priority zoning updates including improved standards and refined development options, Jetport Overlay, infrastructure coordination, and new agricultural protection measures. •Mid-term (2-3 years): Expansion of economic development initiatives, additional zoning revisions, transportation planning, and establishment of a farmland preservation program. •Long-term (3-5 years): Implementation of parks and recreation plans, transportation improvements, protection of critical lands, and enhanced public services. HCBOC 042925 ws Pg. 36 Adoption March 3, 2025 The Planning Board voted to table the land use plan until the final recommendations from resource agencies were incorporated, and additional commercial land use areas were added to increase commercial growth opportunities. Following the board meeting, staff arranged to meet with interested members individually to review the plan and address any remaining recommendations. Following the one-on-one meetings with members of the board, the remaining Planning Board comments were addressed: -Future Land Use Map: Employment Growth Area & Historic Community areas expanded along the U.S. 401 N. Corridor. -Updated median sold price and incorporated final resource agency recommendations. April 7, 2025 Planning Board voted to recommend adoption of the Harnett Horizons 2040 Comprehensive Land Use Plan 4-1, with no comment provided for the dissenting vote. Tonight Board of Commissioners to consider adoption or adoption with amendments. HCBOC 042925 ws Pg. 37 Thank You! Questions? Sarah Arbour, Planner II – sarbour@harnett.org (910) 814-6414 Jake Petrosky – jpetrosky@stewartinc.com (919) 866-4812 HCBOC 042925 ws Pg. 38 - - 1 HARNETT REGIONAL WATER Capital Improvement Plan 2025-26 EXECUTIVE SUMMARY The capital improvement plan attached herewith is a working tool developed by the HRW staff to give guidance toward the County’s water and sewer infrastructure development and capital needs program. It consists of an assessment of the current water and wastewater systems and projects these capital needs over a ten-year period. This plan is offered to the Board to seek their guidance and input as they look toward Harnett County’s future. This plan should be a helpful fiscal planning tool that allows us to forecast capital demands on revenues and borrowing power to help avoid overextending ourselves financially during the next ten years and beyond. HRW recommends that the review and approval of this capital improvement plan be accomplished annually as part of the budget process. General approval of this document by resolution does not commit the Board to specific approval of any one project or expenditure, nor does it appropriate money for any project. This would still be accomplished through separate capital project ordinances. The approval by resolution from the Board simply approves the capital improvement plan as a plan for the forecast period. Item 7 HCBOC 042925 ws Pg. 39 - - 2 DESCRIPTION OF COUNTY Demographics. The County, formed in 1855, has a projected population of 136,709. The per capita income for the County is $47,518 and the median household income is $69,012 (23rd in NC). The poverty rate is 13.7% and the unemployment rate currently stands at 3.6%. Land Area Configurations. Harnett County is located in the south central portion of North Carolina. It lies partially in the Coastal Plain and partially in the Piedmont section. The eastern two-thirds of the County exhibit topographic features common to the Coastal Plain region of North Carolina. It is an area of level to gently rolling terrain with elevations ranging from 100 to 300 feet above sea level. The major underlying geological formation includes sedimentary rocks consisting mostly of unconsolidated sands and clays. Topographical features of the western part of the County resemble the Piedmont region of North Carolina. It is an area of steeper hills with elevations as high as 450 feet above sea level. The major underlying geological formation includes crystalline rocks, such as granite and slate. Mission Statement. “Harnett Regional Water provides high quality water and wastewater services to residents and businesses in Harnett County and the surrounding region. The organization is focused on customer service and is committed to environmental stewardship. Its position on the Cape Fear River, combined with significant investments in infrastructure and foresight from past and current leaders, will allow Harnett Regional Water to continue to serve the rapidly growing central region of North Carolina.” HRW continues to grow from a single county water and sewer department to a regional water and wastewater provider. HCBOC 042925 ws Pg. 40 - - 3 Description of Existing Facilities. Harnett Regional Water provides water and/or wastewater services to approximately 120,000 Harnett County residents. HRW also provides public water to customers in Counties contiguous to ours. These Counties include Cumberland, Johnston, Moore, Lee, and Wake. The Harnett County Regional Water Treatment Plant supplies water to the Harnett County municipalities of Lillington, Angier, Erwin, and Coats. It supplies water to the Towns of Fuquay-Varina and Holly Springs in Wake County and also the Towns of Spring Lake and Linden in Cumberland County. It also jointly supplies water to Fort Bragg through a partnership with the Public Works Commission of Fayetteville. The Harnett County Regional Water Treatment Plant utilizes the Cape Fear River as the source for the system’s drinking water and currently has a treatment capacity of forty-two million gallons a day (42 MGD). HRW’s water system consists of nine County water and sewer districts. Each of these districts exists as a separate legal entity pursuant to Chapter 162A of the North Carolina General Statutes. The County maintains and operates the districts for a fee equal to the districts’ debt service amount. This amount is paid from general revenues received from water and/or wastewater sales from the various districts. The County established a “Harnett County Public Utilities Fund” in 1998 that consolidated accounting for the operation of these districts. This allowed the department to budget revenues and expenditures in a consolidated manner rather than nine individual district budgets. HRW provides wastewater treatment to the Towns of Angier, Coats and Lillington in Harnett County. HRW also provides wastewater treatment to the Town of Fuquay-Varina in Wake County and Fort Bragg Army Base in Cumberland County. HRW was established in 1982 with approximately 600 water customers and 8 employees. We have grown in the forty-three years since to approximately 44,000 water customers, 14,000 sewer customers and 120 employees. HRW infrastructure consists of approximately 1,490 miles of water mains, 420 miles of sewer collection mains and totals over $403 million dollars in assets. In addition to the 42 million gallon per day regional water plant mentioned above, other assets include 2 wastewater treatment plants with a combined treatment capacity of 22.5 million gallons per day, 20 elevated water storage tanks with 8.9 million gallons of capacity, 18.2 million gallons of ground storage capacity, a 60 million gallon reservoir, 24 water booster stations with pumping capacity of 133 million gallons per day and 105 sewer lift stations. Approximately 95% of Harnett County HCBOC 042925 ws Pg. 41 - - 4 residents now have access to public water. As is apparent from the above history, HRW has experienced tremendous growth and accomplishment through the valiant efforts and foresight of past and present Harnett County Commissioners and staff. Their dedication to a countywide water and strategically located sanitary sewer system is the reason for the utility’s success. WATER SYSTEM Treatment Facility. HRW’s existing 42 mgd (million gallons per day) regional water treatment facility was recently upgraded to that capacity in FY 2016-17 at a cost of approximately $12 million dollars. The project added four new filters, an upgraded alum sludge disposal system, new backwash/chemical storage and modified the raw water intake and raw water/reservoir low-lift pump stations. Moore County, Johnston County, the Towns of Holly Springs and Fuquay-Varina in Wake County, as well as Fort Bragg in Cumberland County are the current capacity holders in the Harnett County Regional Water Treatment Facility. Currently, HRW is piloting the current treatment facility to establish what improvements will be needed to safely remove PFAS and PFOA (and other such chemicals) from our water supply to meet newly imposed EPA guidelines taking effect in 2029. It is estimated the WTP PFAS Improvements Project will cost approximately $80 million dollars and begin in FY 2027. The estimated project completion date will be in FY 2028-29. Due to the tremendous residential growth in the County, Harnett Regional Water is also committed to building a new 8-10 mgd water treatment facility in the Erwin area of the County. Our planning estimates project the new plant will be needed to supplement the existing Harnett Regional Water Treatment Plant by the end of this decade. Cost estimates are currently approximately $120 million dollars for the project as it will be funded by revenue bonds and HRW reserves. There is also the strong possibility that other surrounding entities will be interested in purchasing capacity in the new planned water treatment facility. Those discussions have already began. HCBOC 042925 ws Pg. 42 - - 5 Water Supply Plan. The State of North Carolina requires that all water systems submit an approved water supply plan annually. This plan is currently being updated by the HRW staff. The purpose of this plan is to provide evidence to the State that the water system is providing adequate planning for the supply of water through a designated planning period. Water supply planning is also continuing in the area of hydraulic modeling as the engineering firm of Hazen & Sawyer is engaged in providing an updated water hydraulic model of our entire distribution system. This will be critical importance in planning and directing future water resources to accommodate new growth. Water Conservation Measures. Harnett County amended its Water Shortage & Conservation Ordinance in the spring of 2008. The ordinance was amended in response to the drought conditions in our area over the last several years. The ordinance now more clearly defines the stages of water conservation and what triggers their enactment. It also established a normal irrigation schedule and increased the department’s enforcement authority during emergencies. Our water supply is a critical resource that must be protected at all costs. Water Distribution System. HRW is in design discussions with the Town of Holly Springs in Wake County to upgrade our distribution system by constructing a 24 MGD intermediate pump station and 1 million gallon elevated storage tank to complete HRW’s ability to supply the Town with their entire 10 MGD water capacity allocation. This project is estimated to cost approximately $23 million dollars and would be jointly funded from the Town of Holly Springs and HRW. It is estimated to begin in FY 26 and is still in the negotiating stages with the Town of Holly Springs. The Erwin St. Matthews Road Utility Extension Project is currently underway and will make needed water and wastewater improvements in certain areas of the Town. This project is estimated to cost $1.8 million dollars. Other planned water projects in Erwin include the Erwin Downtown Utility Project which will connect several buildings in the downtown area to a different water transmission line to improve existing water quality. This project is estimated to cost approximately $600,000 and should begin in FY 26. The Northwest Water Rehabilitation Project consists of the rehabilitation and replacement of several thousand feet of water transmission mains HCBOC 042925 ws Pg. 43 - - 6 in the Northwest area of the County. This is needed due to the age of the existing infrastructure and the recurring leaks caused by the pipe insufficiencies. This project is projected to begin in FY 27 and cost approximately $6 million dollars. Regional Interconnects. As you are aware, Harnett County’s water system is interconnected to several area public water systems that we do not provide water to including: the City of Dunn, the Town of Benson, the City of Raleigh, the Town of Apex, the City of Fayetteville (PWC), the City of Durham, and finally the Town of Cary. These connections are of a vital importance in the event of emergency water shortage conditions. The ability to provide and receive additional water from these various sources makes all of these systems more dependent upon each other and truly interconnected in a regional manner. HRW is a member of the Triangle Water Supply Partnership and our water system participates with the triangle water utilities in regional water supply planning, with the goal of collaboratively planning for, maintaining, and implementing, long-term sustainable and secure water supplies for our region in the future. WASTEWATER SYSTEM Wastewater Treatment and Collection. The County currently owns two active wastewater treatment plants, the North Harnett Regional Wastewater Treatment Plant and the South Harnett Regional Wastewater Plant. The South Harnett plant began operation in June 2009 and has a capacity of 15 mgd. It serves all of the southern area of the County and Fort Bragg. The North Harnett Wastewater Treatment Plant has a capacity of 7.5 MGD and recently underwent major modifications to its filters and bio-solids storage facilities as part of the North Harnett Wastewater Treatment Plant Upgrade Project. This project was completed in FY 2020-21 at a cost of approximately $11 million dollars. The North Harnett Wastewater Treatment Plant is also under construction for a major capacity upgrade which will increase the plant’s capacity to 16.5 MGD. This project costs approximately $112 million dollars and includes participation from our regional wastewater partner towns of Angier, Fuquay-Varina and Lillington. This major expansion is expected to be complete in FY 27. The Southwest Wastewater Pump Station & Force Main Project consists of the renovation of our HCBOC 042925 ws Pg. 44 - - 7 regional sewer lift station and the construction of approximately 5 miles of 20 inch sewer force main along Hwy 87 in the Southwest portion of Harnett County. This project is currently under design and is estimated to cost approximately $11.5 million dollars and construction should get underway in FY 26. The Buies Creek-Coats Collection System Upgrade is a planned upgrade of the collection transmission system that transports the wastewater from this area of the County to the North Harnett Wastewater Treatment Plant. This upgrade is needed to support additional growth in these areas including the planned residential subdivisions located in the vicinity of these needed improvements This project is estimated to cost approximately $11 million dollars and should begin in FY 27. Regional Wastewater Facilities. Harnett County has commissioned four different engineers since 1968 to look at comprehensive approaches to the long-range planning of Harnett County’s water and wastewater needs. The most recent of these is the Northern Harnett Wastewater Master Plan for the Districts in the northern section of the County. This study was authored by Hazen and Sawyer and was completed in FY 2017-18. All of these wastewater plans have concluded that a regional approach utilizing a consolidation of systems is the best plan practical for protection of public health and economic development. There will continue to be County development of services which will extend from existing facilities; and, due to the escalating cost of expansion and operating expenses, it is likely that other regions within the County will be attempting to regionalize systems within the next ten years. In addition to this, regulatory restraints will force regionalization to happen in order to eliminate as many discharges into our water basin as possible. Areas outside the County, which are tributary to our drainage basins and wastewater treatment facilities, (i.e. southern Wake County and northern Cumberland County as recent examples) also provide realistic opportunities for regionalization. These relationships should be nurtured to provide the greatest scale of economy in building additional wastewater collection lines to serve Harnett County citizens. HCBOC 042925 ws Pg. 45 - - 8 FINANCIAL PLANNING Revenue Projections. Revenue projections for the next 10 years are difficult if not impossible to correctly predict. They are tied to a myriad of factors including residential and commercial growth in the County, local and regional economic conditions, and the ability of our utility to meet all future water and sewer needs throughout the County and region. Before we can attempt to predict future revenues, we need to look at current revenue trends for the last several fiscal years. HRW Operating Revenues Financial Operating Period Revenues FY 14-15 $32,162,037 FY 15-16 $34,446,531 FY 16-17 $35,872,649 FY 17-18 $39,203,558 FY 18-19 $39,987,902 FY 19-20 $41,091,355 FY 20-21 $42,140,995 FY 21-22 $49,139,362 FY 22-23 $49,568,547 FY 23-24 $58,498,680 You can see from these figures that annual revenues increased by $26,336,643 in the last nine fiscal years. This represents a 81% increase in annual operating revenues in that time span. Most of this increase is due to the growth of water and wastewater infrastructure throughout the County and increasing growth of water supply to the surrounding region. Rates must be adjusted to cover the ever increasing cost of service to include debt repayment and meet capital reserve targets to cover emergencies and capital project funding. The overall financial strategy of the Department is to continue to maximize revenues consistent with an even pace of residential and commercial/industrial growth within the HCBOC 042925 ws Pg. 46 - - 9 County. Expenditures will be kept in line consistent with adequately maintaining treatment and distribution systems while emphasizing regulatory compliance in all areas. Harnett Regional Water is at a historical crossroads in the sense that 95% of all County residents have access to water. Additional access to water has been the primary source of a growing revenue base in the past. However, since most areas within the County now have access to water, future revenue growth will be directly correlated to the Department’s goal to provide access to sewer to densely populated unincorporated areas of the County and the Department’s ever increasingly important role as a regional water and wastewater treatment provider to surrounding municipalities, counties and Fort Bragg. CUSTOMER SERVICE IMPROVEMENTS HRW recently had a “Public Utilities Efficiency Study” completed by the Management Consulting firm of Martin-McGill out of Asheville, NC. Although the overwhelming result of the study was positive, one of the main recommendations for improvement within the department was in the area of customer service. Specifically, the need to upgrade existing outdated technologies such as water/sewer customer billing software that was over a decade old, asset management work order software, automated customer telephone systems, etc. HRW has aggressively started that process and has recently completed the installation of a new and enhanced customer information system (CIS) software system that includes a mobile work order and enhanced customer portal system. We have also engaged with new providers to enhance our existing Interactive Voice Response (IVR) telephone system to give customers access to enhanced technological features. HRW has also installed updated smart meters. These new meters send usage data to HRW through a wireless network and provide much more information to our customers and staff. All of these efforts have greatly improved our customers’ access to information and allowed us to serve their needs much more efficiently. Capital Project Budget Summary Attachment 1 is a capital project budget summary that combines all the proposed capital projects discussed earlier in this report. It provides a snapshot of anticipated capital needs over the next ten years. The expenditures section shows each projects total budget. The revenue section shows the expected funding sources for each year. HCBOC 042925 ws Pg. 47 - - 10 EXPENDITURES Total Cost Total Cost Total Cost Total Cost Total Cost Total Cost Total Cost Total Cost Total Cost Total Cost Totals Project Name FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 FY 2034-35 NHWWTP Capacity Upgrade $111,376,000 $111,376,000 SW WW PS & FM $11,518,388 $11,518,388 Erwin St Matthews Rd Utility Ext Project $1,770,420 $1,770,420 Erwin Downtown Utility Project $526,357 $526,357 Old Hamilton Rd Water Extension Project $1,596,073 $1,596,073 Wake County Distribution Upgrade $22,650,000 $22,650,000 BCC Collection System Upgrade $10,793,200 $10,793,200 WTP PFAS Ugrade Project $80,000,000 $80,000,000 NW Water Rehabilitation Project $6,000,000 $6,000,000 Northeast Harnett Regional WTP Project $120,000,000 $120,000,000 Harnett Jetport Utility Extension Project $2,500,000 $2,500,000 NW Water Transmission $8,200,000 $8,200,000 WTP Property Acquistion-Watkins 50 acres $1,000,000 $1,000,000 SC Tank 5 Construction (Doc's/Nursery)$2,090,000 $2,090,000 BCC Collection System Upgrade Ph II $3,750,000 $3,750,000 Southwest Regional GST $3,004,180 $3,004,180 MW Tank 6/SW Transmission Connect $390,000 $390,000 Totals $149,437,238 $96,793,200 $120,000,000 $2,500,000 $8,200,000 $1,000,000 $2,090,000 $3,750,000 $3,004,180 $390,000 $387,164,618 REVENUES FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 FY 2034-35 Totals Grants from all sources $28,300,000 $15,793,200 $44,093,200 Revenue Bonds $30,000,000 $30,000,000 State Revolving Loans $50,000,000 $30,000,000 $80,000,000 Regional Entity Participation $40,000,000 $40,000,000 Holly Springs $15,875,000 $15,875,000 Fuquay Varina $42,075,378 $42,075,378 Angier $15,468,889 $15,468,889 Lillington $6,187,556 $6,187,556 Harnett Regional Water Reserves $41,530,415 $31,000,000 $20,000,000 $2,500,000 $8,200,000 $1,000,000 $2,090,000 $3,750,000 $3,004,180 $390,000 $113,464,595 Totals $149,437,238 $96,793,200 $120,000,000 $2,500,000 $8,200,000 $1,000,000 $2,090,000 $3,750,000 $3,004,180 $390,000 $387,164,618 Debt Summary FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 FY 2034-35 Totals Actual New Debt $0 $50,000,000 $60,000,000 $0 $0 $0 $0 $0 $0 $110,000,000 Planned Rate Increases Current Rates/Water FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 FY 2034-35 Totals $22/2,000 min no change no change $24.00 no change no change no change $26.00 no change no change no change $5.75/1,000 gal above min no change no change $6.00 no change no change no change $6.25 no change no change no change $3.00 Bulk Rate no change no change $3.45 no change no change no change $3.70 no change no change no change $2.35 Bulk Rate Capacity Holders no change no change $2.70 no change no change no change $2.90 no change no change no change % increase no change no change 7%/15%no change no change no change 7%no change no change no change Monthly $ Increase in Avg Bill n/a n/a $2.75 n/a n/a n/a n/a n/a n/a n/a Revenue from increase $0 $0 $3,000,000 $0 $0 $0 $1,610,000 $0 $0 $0 $4,610,000 Current Rates/Sewer FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 FY 2034-35 Totals $16 Flat no change no change $17.00 no change no change no change $18.00 no change no change no change $6.5/1,000 gals no change no change $7.00 no change no change no change $7.50 no change no change no change $2.75 Bulk Rate Capacity Holders no change no change $3.15 no change no change no change $3.35 no change no change no change % increase no change no change 7%/15%no change no change no change 7%no change no change no change Monthly $ Increase in Avg Bill n/a n/a $3.50 n/a n/a n/a $3.50 n/a n/a n/a Revenue from increase $0 $0 $1,135,000 $0 $0 $0 $1,270,000 $0 $0 $0 $2,405,000 HCBOC 042925 ws Pg. 48 - - 11 Duly adopted this the day of _______ 2025, upon motion made by Commissioner , seconded by Commissioner , and adopted by the following vote: Ayes: Noes: Absent: Board of Commissioners of the County of Harnett By: Matthew Nicol, Chairman of the Board and of the governing body of all Water and Sewer Districts of Harnett County ATTEST: Melissa Capps, Clerk to the Board HCBOC 042925 ws Pg. 49 Item 10 HCBOC 042925 ws Pg. 50 HCBOC 042925 ws Pg. 51 HCBOC 042925 ws Pg. 52 HCBOC 042925 ws Pg. 53 MEMORANDUM Date: April 29, 2025 To: Harnett County Board of Commissioners Through: Brent Trout, County Manager From: Mike Morrow, Assistant County Manager Subject: 3rd Quarter FY2025 TEAM Harnett Performance Management Report As directed by the Board of Commissioners, we have prepared an update on the TEAM Harnett Performance Management Plan for the second quarter of Fiscal Year 2025. The full 3rd Quarter FY2025 TEAM Harnett Performance Management report is attached for your review. Below is a summary of the key findings and updates for the quarter: Key Performance Highlights Scope of Review: TEAM Harnett is monitoring forty-two (42) Key Strategic Actions and Other Strategic Actions directly tied to the Harnett County Strategic Plan. Action Item Status (as of December 31, 2024) o 21% are pending action o 62% are In-Process o 17% are Completed Action Item Status (as of March 31, 2025): o 10% are pending action o 71% are In-Process o 19% are Completed Progress and Initiatives During this third quarter, staff has finalized the necessary information to include the software subscription costs and implementation costs in the upcoming budget. This step is essential to implementing the proposed system and ensuring a streamlined and transparent performance management process. Work will begin with automation of the data in July 2025. If you have any questions or require further details regarding this report, please do not hesitate to contact me directly. Item 11 HCBOC 042925 ws Pg. 54 Key Strategic Action1.1.1: Engage school administration proactively to discuss and coordinate budget priorities and funding for FY2025 1 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 1: Superior Education Objective 1.1: Maintain effective collaboration with Harnett County Schools to coordinate budget process, capital projects, and other initiatives Staff Assigned: Representatives from various departments Board Key Strategic Action Work ongoing. Project Description (Scope Statement): To maintain communication between County and Harnett County Schools staff and between both Board of Commissioners and Board of Education and County. This includes in -person meetings, virtual meetings, phone calls, and email exchanges. By maintaining open communication regarding budget priorities, the County and Harnett County Schools can focus on the needs of students to provide high quality education. This project will also engage Central Carolina Community College to coordinate budget priorities of the Harnett Promise program. Community Outcomes (Performance Results): •Strategic Key Performance Indicator is to maintain a 95% satisfaction rating from elected officials that we collaborated and are well coordinated with the budget process, capital projects and other initiatives. •Strategic Key Performance Indicator is # enrolled and % of students that graduated from Harnett Promise initiative HCBOC 042925 ws Pg. 55 2 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Quarterly collaborative meetings and contacts with County Manager and School Administration 7/1/24 6/30/25 Various staff from County Administration and Harnett County Schools Number of Meetings as of 3/31/25 County Manager/Superintendent – 3 Harnett County Schools/County Finance & Budget- 6 2 Elected officials and administration staff Survey Est 3/1/25 Est 6/30/25 Public Information Officer Developing a customer survey; in process. 3 Engage Central Carolina Community College budget requests for Harnett Promise for FY25 Est 3/1/25 Est 6/30/25 Budget Director Information received from CCCC; completed. Project Leader: Budget Director Project Team, Stakeholders and Collaborators: County Administration, Board of Commissioners, Board of Education, Central Carolina Community College Key Strategic Action 1.1.1: Engage school administration proactively to discuss and coordinate budget priorities and funding for FY2025 Project Sponsor: County Manager HCBOC 042925 ws Pg. 56 Key Strategic Action 1.1.2: Adopt long-term plan for funding new schools based on education priorities 3 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 1: Superior Education Objective 1.2: Maintain a long-term funding plan for capital needs $10,000 for contract Staff Assigned: County Administration Board Key Strategic Action Work completed Project Description (Scope Statement): •Create a debt affordability plan. Davenport Public Finance created a 20 -year debt schedule plan to allow expenditure up to $320M in school construction projects. •This project is to address our debt affordability plan. This plan is important to the Board of Commissioners because it shows how the County can fund the construction of new schools. •The Board of Commissioners plans to construct a minimum of five schools over the next 20 years to address the rapid growth in Harnett County. Community Outcomes (Performance Results): •To ensure funding is available for school construction projects over the next 20 years. •Harnett County’s goal is to construct one school every four years. •Strategic Key Performance Indicator is # of schools constructed . HCBOC 042925 ws Pg. 57 4 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Consultant updating education debt affordability plan 11/1/24 12/10/24 Davenport Complete 2 Present current education debt affordability plan to Board of Commissioners 11/1/24 12/10/24 Davenport Complete Project Leader: Finance Officer Project Team, Stakeholders and Collaborators: County Administration, Board of Commissioners, Davenport, Harnett County Schools Key Strategic Action 1.1.2: Adopt long-term plan for funding new schools based on education priorities Project Sponsor: County Manager HCBOC 042925 ws Pg. 58 Key Strategic Action 1.2.1: Maintain County involvement in capital planning and architectural committee for ongoing and upcoming projects 5 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31 , 2025 Goal 1: Superior Education Objective 1.2: Maintain a long-term funding plan for capital needs $89.6M Staff Assigned: County Administration Board Key Strategic Action Closing on bonds on April 17, 2025. Project Description (Scope Statement): Harnett County Schools has 28 schools. Provide funding for Capital Improvement Projects throughout the County for Harnett County Schools. Community Outcomes (Performance Results): •Funding of Flatwoods Middle School •Funding of Lillington-Shawtown Elementary School Gym addition •Funding of Child Nutrition Freezer Unit •Funding for Highland High School HCBOC 042925 ws Pg. 59 6 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Quotes submitted by Harnett County Schools to County Administration 8/4/23 8/23/23 Harnett County Schools Complete 2 Board approved Project Ordinance considered with next budget approval 8/30/24 6/30/25 Board of Commissioners Funding approved - complete 3 Funding of Projects 8/30/24 6/30/25 Board of Commissioners Project closing on April 17, 2025 Project Leader: Budget Director Project Team, Stakeholders and Collaborators: County Administration, Harnett County Schools maintenance staff Key Strategic Action 1.2.1: Maintain County involvement in capital planning and architectural committee for ongoing and upcoming projects Project Sponsor: Finance Officer HCBOC 042925 ws Pg. 60 Key Strategic Action 1.3.1: Continue to monitor teacher supplements to increase competitiveness in the region 7 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 1: Superior Education Objective 1.3: Attract, support, and retain highly qualified and experienced public school teachers and staff Budget will be based on request and available funding. Staff Assigned: County Administration Board Key Strategic Action Funding request will be considered in FY2026 budget. In process. Project Description (Scope Statement): This project will improve the current process of addressing teacher supplement in our overall budget process. The Board of Education will submit a request for teacher supplement in April. The County anticipates an increase for FY 2025 and will bring their request to the board during deliberation to discuss the process about addressing the Board’s interest. The process will be complete at the end of the fiscal year/budget completion. Community Outcomes (Performance Results): This project strengthens the ability to recruit and retain qualified teacher for the county’s students. •The project will address recruiting and retaining teachers for the Harnett County Schools district. •Strategic Key Performance Indicator is to reduce turnover rate for instructional staff and number of vacancies for instructional staff. HCBOC 042925 ws Pg. 61 8 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Increase funding for teacher supplement Est 4/15/25 Est 6/30/25 Budget Director Funding request will be considered in FY2026 budget. Project Leader: Budget Director Project Team, Stakeholders and Collaborators: County Administration, Harnett County Schools, Board of Commissioners Key Strategic Action 1.3.1: Continue to monitor teacher supplements to increase competitiveness in the region Project Sponsor: Finance Officer HCBOC 042925 ws Pg. 62 Key Strategic Action 1.4.1: Adopt Legislative Priorities for CY 2025 that includes advocacy for increased funding for schools 9 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 1: Superior Education Objective 1.4: Advocate for appropriate allocation of school funding from federal and state sources Staff Assigned: County Manager Board Key Strategic Action Planning for CY 2025 Legislative Priorities meeting with Board of Commissioners in December 2024. Project Description (Scope Statement): Each year, County Commissioners develop a list of legislative priorities to discuss with our state and federal legislative representatives to continue to support our citizens' needs. Community Outcomes (Performance Results): •Harnett County has an adopted state legislative agenda that advocates for increased funding for schools. (lead measure - Key Performance Indicator) •% increase of funding for Harnett County Schools (lag measure – Key Performance Indicator) HCBOC 042925 ws Pg. 63 10 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Adopted Legislative Priorities for 2025 January 2025 January 2025 Brent Trout Complete 2 Develop Legislative Priorities for 2025 January 2025 January 2025 Brent Trout Complete Project Leader: County Manager Project Team, Stakeholders and Collaborators: County Administration, Board of Commissioners, Harnett County Schools Key Strategic Action 1.4.1: Adopt Legislative Priorities for CY 2025 that includes advocacy for increased funding for schools Project Sponsor: Board of Commissioners HCBOC 042925 ws Pg. 64 Key Strategic Action 2.1.1:Complete and implement Compensation Study to assess competitiveness of employee pay and salary compression for existing County employees 1 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 2: Organizational Excellence Objective 2.1: Attract, retain and grow high performing employees $TBD Direct funding Staff Assigned: HR Dept./Committee Board KSA High Priority - Yes This project is in process. Project Description (Scope Statement): The purpose of the Compensation Strategy Study is to assist the County in reviewing and analyzing the current staff compensation structure and obtain recommendations for improvements to the existing structure to ensure internal equity and external competitiveness. All regular, full-time and part-time staff positions will be included in the study. The County’s goal is to provide competitive pay levels to its current employees and future prospective employees . Community Outcomes (Performance Results): Project objectives should ensure program outcomes and recommendations that are internally equitable, externally competitive, understandable, legally defensible, easily maintained and administered by the County staff, flexible to change as market conditions evolve, and appropriate for the County’s goals, structure, and reward system. This KSA will move us forward in reducing the County wide overall turnover rate and will attract, retain and grow high performing employees.HCBOC 042925 ws Pg. 65 2 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 RFP 11/01/2022 11/28/2022 HR Director Complete 2 Consultant to complete the study 01/23/2022 04/30/2023 HR Director Complete 3 HR to study follow up items from report 10/1/2023 06/30/2025 HR Director/ Dept Heads Complete 4 Present information during budget cycle 3/1/24 06/30/2025 HR Director/ Budget Director In process Project Leader: HR Director Project Team, Stakeholders and Collaborators: HR Dept., Selected Committee, Dept. Heads Key Strategic Action 2.1.1:Complete and implement Compensation Study to assess competitiveness of employee pay and salary compression for existing County employees HCBOC 042925 ws Pg. 66 Key Strategic Action 2.1.2: Review and develop a strategy for replacing future retiring key leadership positions in the organization 3 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 2: Organizational Excellence Objective 2.1: Attract, retain and grow high performing employees $TBD Direct funding Staff Assigned: HR Dept./Committee Board KSA High Priority - Yes Pending and not yet started. Project Description (Scope Statement): The intention of this Key Strategic Action is to review and develop plans for replacing future retiring key leadership in the organization. The strategy will focus on identifying potential successors, leadership development, and succession planning to minimize disruptions, promote leadership continuity, and support long-term organizational growth. Community Outcomes (Performance Results): To ensure that the process of reviewing and developing a leadership succession strategy is effective, measurable performance results should be established. The following Key Performance Indicators will help track performance outcomes for this action. Talent Pipeline and Succession Planning •KPI : Succession plan completion for all key leadership positions. •Goal: 100 % of key leadership positions have a succession plan in place. •KPI : Internal candidate identification rate. •Goal: At least 70% of key leadership positions should have one or more internal candidates identified as potential successors. Leadership Development and Readiness •KPI : Readiness of potential successors. •Goal: 75% of potential successors are deemed ready for leadership roles within a 1-2 year timeline. HCBOC 042925 ws Pg. 67 4 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Review Strategy plan for succession planning and leadership development Pending and not yet started. 2 Meet with Stakeholders for review of plan Pending and not yet started. 3 Revise draft plan Pending and not yet started. 4 Submit strategy to County admin for approval Pending and not yet started. Project Leader: HR Director Project Team, Stakeholders and Collaborators: HR Dept., Selected Committee, Dept. Heads Key Strategic Action 2.1.2: Review and develop a strategy for replacing future retiring key leadership positions in the organization HCBOC 042925 ws Pg. 68 Key Strategic Action 2.2.1: Develop, and implement a holistic performance management program 5 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31 , 2025 Goal 2: Organizational Excellence Objective 2.2: Lead the organization with best finance and budget practices Objective 2.3: Foster culture of accountability through performance management and adherence to internal processes $57,000 Direct funding Staff Assigned: Manager &Dept Heads Board KSA Project High Priority - Yes Work Complete. Project Description (Scope Statement): The UNC School of Government’s Center for Public Leadership and Governance will support Harnett County’s strategic planning process. The process will occur in three phases. This Scope of Work includes preparation of plan elements for phase I, and phase II for the development of the Strategic Plan. Phase III of the plan will be for the Performance Management Program. Phase IV to begin November 2023. Business Plan implementation is complete. Community Outcomes (Performance Results): •Percentage of performance indicators from County Departments •Number of Departments tracking customer service data for residents and businesses •Number of Departments providing quality services to residents and businesses •Number of Departments providing quality customer services to internal customers HCBOC 042925 ws Pg. 69 6 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Phase 1 – Plan elements Fall 2021 November 1, 2021 County Manager’s Office Work Complete. 2 Phase 2 – Strategic Plan Fall 2021 February 1, 2022 County Manager’s Office Work Complete. 3 Phase 3 – Performance Management Plan October 2022 June 30, 2023 County Manager’s Office Work Complete. 4 Phase 4 – Business Plan Development for Departments November 2023 June 30, 2024 County Manager's Office 4 sessions with UNC School of Government for business plan creation for County Departments held. Business plan creation complete. Project Leader: Mike Morrow Project Team, Stakeholders and Collaborators: County Manager, Department Heads, Department Leadership Key Strategic Action 2.2.1: Develop, and implement a holistic performance management program HCBOC 042925 ws Pg. 70 Key Strategic Action 2.2.2: Reduce government redundancy with process improvement to find efficiencies and fee schedule improvements to reduce overall government, where possible and reduce the financial burden on taxpayers 7 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 2: Organizational Excellence Objective 2.2: Lead the organization with best finance and budget practices $258,920 Direct funding Staff Assigned: Dept Heads MNG Project High Priority - Yes This project is p ending and not yet started. Project Description (Scope Statement): The purpose of this project is to identify and eliminate redundancies within government processes, streamline operations, improve fee schedules, and enhance overall efficiency. The goal is to reduce the financial burden on taxpayers by optimizing government resources and services without compromising service quality. Community Outcomes (Performance Results): A.Process improvement and optimization for inefficient processes through automation or elimination of unnecessary steps and provide consolidation of functions when feasible. B.Conduct a comprehensive review of fee schedules and identify opportunities for optimization to better align with service costs. C.Perform cost-benefit analysis to evaluate the financial impact of proposed changes and focus on reduction of administrative costs while improving taxpayer outcomes. HCBOC 042925 ws Pg. 71 8 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Meet with stakeholders and review fee schedules Pending and not yet started. 2 Draft report for efficiencies Pending and not yet started. 3 Meet with stakeholders for final documentation Pending and not yet started. 4 Present findings to Board of Commissioners Pending and not yet started. Project Leader: Brent Trout Project Team, Stakeholders and Collaborators: Department Heads Key Strategic Action 2.2.2: Reduce government redundancy with process improvement to find efficiencies and fee schedule improvements to reduce overall government, where possible and reduce the financial burden on taxpayers HCBOC 042925 ws Pg. 72 Key Strategic Action 2.3.1: Review and revise employee performance evaluation and training programs to encourage culture of empowerment and accountability, to foster employee development and to provide enrichment opportunities 9 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31 , 2025 Goal 2: Organizational Excellence Objective 2.3: Foster culture of accountability through performance management and adherence to internal processes $TBD Direct funding Staff Assigned: HR Dept/Dept Heads Board KSA High Priority - Yes This project is in process. Project Description (Scope Statement): Develop a new performance evaluation process that will align with the goal objectives and key strategic actions of the county. Community Outcomes (Performance Results): This will help in educating employees the goals and objectives they are expected to meet by having measurable objectives in place. Employees will understand how their daily work and projects are a part of working towards larger goals of the County. This will also assist the Department Directors and Supervisors in giving sound and objective feedback on performance evaluations. This KSA will move us forward in reducing the County wide overall turnover rate and will help with retention and growth of high performing employees. HCBOC 042925 ws Pg. 73 10 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Meet with Dept Heads to discuss proposed changes/training 8/15/2023 12/30/2023 HR Director/ Dept Heads Make proposed changes to the evaluation process and provide training. 2 Communicate changes to employees by training 1/1/2024 12/1/2024 HR Director/ Dept Heads Meet with each department and employees via training. 3 Implementation 7/1/2024 9/1/2025 HR Director/ Dept. Heads Implement new performance evaluation process. Ongoing. Project Leader: HR Director Project Team, Stakeholders and Collaborators: HR Team, Dept. Heads, Supervisors Key Strategic Action 2.3.1: Review and revise employee performance evaluation and training programs to encourage culture of empowerment and accountability, to foster employee development and to provide enrichment opportunities HCBOC 042925 ws Pg. 74 Key Strategic Action 2.4.1: Engage County employees in improving internal processes and provide regular education on adherence (R.P.I) 11 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 2: Organizational Excellence Objective 2.4: Seek new and best technology to improve processes in all operational areas Objective 2.5: Improve resident and customer experiences through efficient,high quality service delivery and continuous improvement Direct funding; No funding available to date Staff Assigned: Dept Heads Board KSA Project High Priority - Yes This project is in process. Project Description (Scope Statement): An analysis that will provide a methodical approach to identify, map, and improve processes organization wide to improve efficiency and effectiveness by eliminating waste, reducing costs, improving communication and collaboration with regular updates using Rapid Process Improvement (RPI) strategies with our performance management program. The review parameters have not been developed at this time due to the ongoing performance management program activities . Community Outcomes (Performance Results): •Percentage of staff training opportunities for RPI •Percentage of feedback and ideas from project teams for improvement •Decrease project time due to inefficiencies found by project teams •Increase communications and responses from project teams on work efficiencies •Increase collaboration and communication across project teams through regular interaction (monthly, quarterly) HCBOC 042925 ws Pg. 75 12 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Outreach to firm for information and conduct research July 2023 December 31, 2024 County Manager Confirm Performance Plan and RPI project scope. In process. 2 Develop Scope of Work RPI February 2025 July 2025 County Manager Finalize Scope and RFP Process, in process. 3 Select Vendor County Manager Include budget for FY 2026 4 Launch July 2025 County Manager Implement program and staff training Project Leader: Brent Trout Project Team, Stakeholders and Collaborators: Department Heads, Department Leadership Key Strategic Action 2.4.1: Engage County employees in improving internal processes and provide regular education on adherence (R.P.I.) HCBOC 042925 ws Pg. 76 Key Strategic Action 2.5.1 Implement process for obtaining citizen feedback on County service provision 13 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 2: Organizational Excellence Objective 2.5: Improve resident and customer experiences through efficient, high quality service delivery and continuous improvement Direct funding: No funding available to date Staff Assigned: Dept Heads Board KSA Project High Priority - Yes This project is in process. Project Description (Scope Statement): An analysis that will provide a methodical approach for a process for obtaining feedback on County services through administered surveys to gather information on residents’ level of satisfaction with County provided services and gather residents’ opinions regarding other topics. This feedback will be in support of the County’s ongoing strategic planning process in the future. Most surveys would be administered using a combination of mail, phone, and internet to gather a random sample. The scope parameters have not been developed at this time due to the ongoing performance management program activities. Community Outcomes (Performance Results): •Percentage of satisfaction with major County services •Percentage of satisfaction with perceptions of safety in the County •Percentage of satisfaction with County communication with public •Percentage of customer satisfaction with County employee interactions for questions •Percentage of customer satisfaction with County employee interactions for problems HCBOC 042925 ws Pg. 77 14 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Meet with staff 7/1/24 1/31/2025 County Manager office Plan to meet with staff with completion of performance management plan. Complete. 2 Develop Scope of Work and RFP, Out to bid 7/1/24 3/31/25 County Manager office In process 3 Select Vendor 4/1/25 4/30/25 County Manager office In process 4 Conduct Survey and review findings, present to Commissioners 6/1/25 9/30/25 County Manager office In process Project Leader: Brent Trout, Mike Morrow, Desiree Patrick Project Team, Stakeholders and Collaborators: Department Heads, Department Leadership Key Strategic Action 2.5.1 Implement process for obtaining citizen feedback on County service provision HCBOC 042925 ws Pg. 78 Key Strategic Action: 3.1.1 Prioritize parks and greenway projects for development through CIP. 1 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 3: Safe & Healthy Community Objective 3.1: Preserve and enhance County residents’ quality of life through open space, parks, recreation resources, and greenways. Staff Assigned: Parks and Recreation, Development Services Board KSA In process for CY 25: PR prioritizes projects through CIP and update each year through CIP process. Project Description (Scope Statement): Parks and Recreation will update requested funding for various park projects for the Capital Improvement Program which are all in different stages. These projects are located throughout the County and range from small projects to full park development. Parks and Amenities are planned based on community input, staff knowledge, and recreational trends. Greenways planning is following the recommendations of the 2021 Bicycle, Pedestrian, and Greenway Plan with dedicated funding in the Capital Improvement Program. Community Outcomes (Performance Results): •Additional facilities and park land for Harnett County citizens •Planned amenities to meet benchmarking data from the Statewide Comprehensive Outdoor Recreation Plan (SCORP) •Additional Segments of Greenways and Trails connecting schools, municipalities, parks, and points of interest. HCBOC 042925 ws Pg. 79 2 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Submit projects for CIP.8/23/23 9/29/23 Parks and Rec Director Projects have been submitted and updated to County Admin and Board 2 Plan for implementation of approved/ recommended projects. 12/1/23 6/30/24 Parks and Rec Director Planning has begun with several projects working on design and construction contract approvals. 3 Begin next fiscal year projects: Plan, Design, Construction. Plan for future CIP Process. 7/1/24 6/30/25 Parks and Rec Director Following action item completion, prioritizing projects for CIP will be operational. 2024-2031 CIP had seven new recommended projects, two under contract, and 3 slated for future funding. Project Leader/Manager: Carl Davis Project Team, Stakeholders and Collaborators: Parks and Recreation, Development Services, County Administration Key Strategic Action: 3.1.1 Prioritize parks and greenway projects for development through CIP. HCBOC 042925 ws Pg. 80 Key Strategic Action 3.1.2: Increase provision of County programs and initiatives aimed at encouraging healthy lifestyles and outdoor activity to include a focus on senior citizens and other special populations Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 3: Safe & Healthy Community Objective 3.1: Preserve and enhance County residents’ quality of life through open space, parks, recreation resources, and greenways.Objective 3.3: Ensure effective and efficient delivery of services to County residents to promote health, safety and well being for all. Budget: Undetermined Staff Assigned: Parks & Recreation, Cooperative Extension, Soil & Water, Health, Emergency Management Board KSA This project is in process. Project Description (Scope Statement): This proposed project will see what programs are currently being offered across the different departments. Based on current successful programs the project task force will look for ways to replicate current program in communities across the county by identify potential infrastructure needs. This proposed project will also identify programming deficiencies and gaps to develop a wide variety of programming and community outreach to offer County citizens an environment for safe and educational opportunities. The task force will also assess current staffing and volunteer capacity. This will allow for us to determine the need for additional resources and potential trainings. The proposed programming will include active and passive programs providing nutrition education, physical activity, nature education, wellness benefits, and community engagement. Community Outcomes (Performance Results): •Expand reach of current programming through creation and utilization of county buildings as well as potential partnerships with local municipalities and their facilities •Identify citizen wants and needs through citizen engagement •Increase participation and citizen awareness with stronger marketing strategies. •Develop of standard evaluation to be used across all healthy lifestyle and outdoor activity program to measure impacts of our efforts. •Program expansion for senior citizens and special populations which will include review of the current programs promoting healthy lifestyles, etc. •Develop or enhance health and wellness initiatives focused on physical activity, mental health, and nutritional education for seniors and special populations.HCBOC 042925 ws Pg. 81 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31,2025 1 Coordinate stakeholder meeting to access current program offerings Jan 2023 Feb 2023 Project Leaders Complete 2 Gather programming wants and needs through the most recent community and health needs assessments Feb 2023 Feb 2023 Project Leaders Complete 3 Analyze Engagement results and plan for future programming. Mar 2023 Mar 2023 Project Team Complete 4 Implement Programming Plan and prioritize replication of highest need and impact programs Apr 2023 January 2025 Individual Departmental Staff and Trained Volunteers through supervision of Department Leaders In process. Requested position in FY25 for this work. Project Leader: Jackie Helton / TBD Project Team, Stakeholders and Collaborators: Cooperative Extension, Soil & Water, Health, Emergency Services, Parks and Recreation, Manager’s Office Key Strategic Action 3.1.2: Increase provision of County programs and initiatives aimed at encouraging healthy lifestyles and outdoor activity to include a focus on senior citizens and other special populations Project Sponsor: Tim Mathews HCBOC 042925 ws Pg. 82 Key Strategic Action 3.2.1: Acquire Johnson Farm for future generations 5 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31,2025 Goal 3: Safe & Healthy Community Objective 3.1: Preserve and enhance County residents’ quality of life through open space,parks, recreation resources, and greenways. Budget: Undetermined Staff Assigned:Parks and Recreation, Development Services, County Administration Board KSA High In Process Project Description (Scope Statement): The proposed project will attempt to acquire Johnson Farm for future generations Community Outcomes (Performance Results): •Program will negotiate with property owners to obtain park land •Park land will become County park land and be utilized accordingly HCBOC 042925 ws Pg. 83 6 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Negotiate with landowners 7/1/2024 6/30/2025 Parks and Rec Director, County admin In Process 2 Review with Board of Commissioners 6/30/2025 Parks and Rec Dire ctor,County admin In Process 3 Purchase land at best, fair market price 6/30/2025 Parks and Rec Dire ctor,County admin In Process Project Leader/Manager: Parks and Rec Director, Deputy County Manager Project Team, Stakeholders and Collaborators: Parks and Recreation, Development Services, County Administration Key Strategic Action 3.2.1: Acquire Johnson Farm for future generations HCBOC 042925 ws Pg. 84 Key Strategic Action 3.3.1: Medicaid expansion 7 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31,2025 Goal 3: Safe & Healthy Community Objective 3.3: Ensure effective and efficient delivery of services to County residents to promote health, safety and well being for all. Budget: Undetermined Staff Assigned:Social Services Board KSA High In process Project Description (Scope Statement): The proposed project will expand Medicaid in accordance with the State of North Carolina statutory mandates. Community Outcomes (Performance Results): •Program will expand Medicaid as required •Provide services as required HCBOC 042925 ws Pg. 85 8 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Review state requirements 7/1/24 12/1/24 Social Services Director Complete 2 Informational event and training 1/1/25 3/31/25 Social Services Director Completed event and training. 3 Findings added to FY26 budget for position to support Medicaid expansion 2/1/25 6/30/2025 Social Services Director 39,699 (28.9% of population) of Harnett County citizens receiving Medicaid. In process. Project Leader/Manager: Social Services Director Project Team, Stakeholders and Collaborators: Social Services, County Administration Key Strategic Action 3.3.1: Medicaid Expansion HCBOC 042925 ws Pg. 86 Key Strategic Action: 3.3.2 Provide support for local farmer’s markets and community gardens at County locations to support healthy food options for residents. 9 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31,2025 Goal 3: Safe & Healthy Community Objective 3.3: Ensure effective and efficient delivery of services to County residents to promote health, safety and well being for all. Budget: Undetermined Staff Assigned: Cooperative Extension, Soil and Water Conservation Board KSA High In process and ongoing. Project Description (Scope Statement): The proposed project will determine need and a County level comprehensive plan for support of a local foods system. By supporting local farmer’s needs for accessibility to the public for sales in addition to resources for the production of value added goods, we will provide a path to a strong local foods system. This will in turn promote economic prosperity for small farmers, encourage healthy eating, and support long term food security for our citizens. Community Outcomes (Performance Results): •Number of small farmers and community gardens •Number of local vendors conducting on farm and market stand sales. •Number of local food pantries supported by locally grown food. •Percent increase in vendor sales from local market stands. •Attendance at special events hosted at market facilities. •Number of value-added products produced for sale or individual family consumption.HCBOC 042925 ws Pg. 87 10 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Compile a workgroup of local market organizers, local farmers and County staff. 1/2023 3/31/2023 Selena McKoy & Greg Huneycutt List of local farmers and municipal market organizers started 2 Develop assessment plan, analyze budget needs, and request funding. 3/2023 4/30/2023 Tim Mathews Lynn Lambert Briefed County Board on…. And received direction. Action plan adjusted per their direction. Research to see whether or not there is support. Reaching out to local farmers and vendors and planning a citizen survey. 3 Research local market and producer needs for local foods system sustainability. 7/2023 12/31/2023 Tim Mathews Lynn Lambert Survey results collected (500+ responses). Positive community and farmers response for farmer's market. 4 Analyze data, develop program, delivery strategy, and budget needs 9/2023 2/28/2024 Tim Mathews Lynn Lambert Complete. 5 Present feedback, program and budget to the Board. 4/2024 12/31/2024 Tim Mathews Lynn Lambert Grant awarded for funding. Board of Commissioners funding approved. Complete and ongoing. Project Sponsor: Tim Mathews Project Team, Stakeholders and Collaborators: Soil and Water Conservation, Cooperative Extension, Parks and Recreation, Agricultural Advisory Board, Farm Service Agency, Master Gardeners, Livestock Association, Sandhills Antique Farm Equipment Club, Harnett County Schools, Farm Bureau, Farm Credit Key Strategic Action:3.3.2 Provide support for local farmer’s markets and community gardens at County locations to support healthy food options for residents. Project Manager: Tim Mathews Lynn Lambert HCBOC 042925 ws Pg. 88 11 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 6 Conduct engineering/survey/site/design work for market location 4/1/2025 12/1/2025 Tim Mathews Lynn Lambert In process 7 Create scope of work and bid documents 10/1/2025 2/1/2026 Tim Mathews Lynn Lambert Pending 8 Project Kickoff Tim Mathews Lynn Lambert Pending 9 Project Construction Tim Mathews Lynn Lambert Pending 10 Project Completion Tim Mathews Lynn Lambert Pending Project Sponsor: Tim Mathews Project Team, Stakeholders and Collaborators: Soil and Water Conservation, Cooperative Extension, Parks and Recreation, Agricultural Advisory Board, Farm Service Agency, Master Gardeners, Livestock Association, Sandhills Antique Farm Equipment Club, Harnett County Schools, Farm Bureau, Farm Credit Key Strategic Action:3.3.2 Provide support for local farmer’s markets and community gardens at County locations to support healthy food options for residents (continued) Project Manager: Tim Mathews Lynn Lambert HCBOC 042925 ws Pg. 89 Key Strategic Action: 3.3.3 Research and discuss strategy to address mental health concerns for County residents and bring back to Board for consideration 12 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 3: Safe & Healthy Community Objective 3.3: Ensure effective and efficient delivery of services to County residents to promote health,safety and well being for all. Budget: Undetermined Staff Assigned: County Manager’s Office, Health, Aliance Health partners, Social Services Board KSA High In process Project Description (Scope Statement): The objective of this project is to research, analyze, and develop a comprehensive strategy to address mental health concerns among County residents. The strategy will focus on improving access to mental health services, raising awareness, and addressing gaps in care, with the final goal of presenting actionable recommendations to the Board for consideration and potential implementation . Community Outcomes (Performance Results): •Assessment of current mental health landscape •Analyze data on mental health trends in the County, including prevalence of mental health disorders, service utilization, and unmet needs. •Identify potential partnerships with local hospitals, clinics, mental health organizations, schools, and non-profits. •Engage with state and federal agencies to explore funding opportunities and support for mental health programs. HCBOC 042925 ws Pg. 90 13 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Review concerns and create a Community Health Assessment for Harnett County residents 1/1/25 12/1/2025 Health Department Director In process 2 Meet with project team, stakeholders, partners to create assessment 4/1/2025 7/1/2025 Health Department Director In process 3 Report findings of assessment 9/1/2025 12/1/2025 Health Department Director Pending Project Leader/Manager: Health Department Director Project Team, Stakeholders and Collaborators: County Administration, Health, Aliance Health partners, Social Services Key Strategic Action: 3.3.3 Research and discuss strategy to address mental health concerns for County residents and bring back to Board for consideration HCBOC 042925 ws Pg. 91 Key Strategic Action: 3.4.1 Assess most pressing issues surrounding substance abuse and engage stakeholders to develop plan to curb problems. 14 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 3: Safe & Healthy Community Objective 3.4: Decrease alcohol and drug abuse. Budget: Undetermined Staff Assigned: County Manager’s Office, Legal, Health, Sheriff’s Office, Harnett County Schools, Campbell University, Good Hope Hospital Board KSA High In Process Project Description (Scope Statement): The proposed project will provide a fully-developed, comprehensive County-wide program to address substance abuse in Harnett County. By expanding our current programs and pooling the resources of County departments and community partners, we will provide access to a “one-stop shopping” source of information, resources, and support to the residents of Harnett County. This will in turn promote healthy behaviors and lifestyles allowing our residents to live high quality and productive lives. Community Outcomes (Performance Results): •Decrease the substance abuse problem in Harnett County. •Number of residents suffering from substance abuse who received information from the program. •Number of substance abuse education opportunities conducted. •Percentage of residents who participated in the program versus residents with repeat drug issues. HCBOC 042925 ws Pg. 92 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Develop a taskforce of pertinent Harnett County staff and community stakeholders. 07/2021 09/12/22 Coley Price/Chris Appel Opioid Settlement Funding taskforce created and began meetings. 2 Create a charter and research current substance abuse issues in Harnett County. 09/12/22 07/31/23 Coley Price Taskforce meetings are underway to discuss strategic plan and research avenues. 3 Compile and analyze data to identify most pressing issues and determine where program should focus. 07/01/2023 01/26/2024 Coley Price Needs have been identified, and three subcommittees have been made to address them. 4 Develop program to curb substance abuse and present to County Manager for approval with needed resources and budget. 01/26/2024 07/31/24 Coley Price Goals have been established for each subcommittee. They will begin program development and working towards implementation. 5 Implement approved program and begin tracking KPIs. Est 07/24 09/11/25 Coley Price Not yet started. Project Sponsor: Coley Price Project Team, Stakeholders and Collaborators: County Manager’s Office, Legal, Health, Sheriff’s Office, Harnett County Schools, Campbell University, Good Hope Hospital Key Strategic Action: 3.4.1 Assess most pressing issues surrounding substance abuse and engage stakeholders to develop plan to curb problems. Project Manager: Coley Price HCBOC 042925 ws Pg. 93 Key Strategic Action: 3.4.2 Collaborate with Sheriff's Office to eradicate drugs in schools (opioid offense) ensuring clean and safe schools. 16 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 3: Safe & Healthy Community Objective 3.4: Decrease alcohol and drug abuse. Budget: Undetermined Staff Assigned: County Manager’s Office, Legal, Health, Sheriff’s Office, Harnett County Schools, Board KSA High Pending Project Description (Scope Statement): The objective of this project is to collaborate with the Sheriff's Office to develop and implement a comprehensive strategy aimed at eradicating drug-related offenses, particularly opioid use and distribution, in County schools. The goal is to ensure safe and drug-free environments for students, staff, and the community by preventing, identifying, and addressing opioid- related incidents in schools. Community Outcomes (Performance Results): •Collaboration with the Sheriff's Office and School Officials •Drug prevention and education programs for students, teachers and parents •Provide an opioid awareness campaign targeting students and parents •Work with the Sheriff's Office to enhance the presence of law enforcement officers, such as School Resource Officers (SROs), in schools to monitor for drug-related activity, provide support, and foster positive relationships between students and law enforcement. •Reduce drug related incidents in schools •Improve sense of safety and well being in schools HCBOC 042925 ws Pg. 94 17 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Review concerns Pending 2 Meet with stakeholders Pending 3 Report findings Pending Project Leader/Manager:Project Team, Stakeholders and Collaborators: County Administration, Health, Aliance Health partners, Social Services Key Strategic Action: 3.4.2 Collaborate with Sheriff's Office to eradicate drugs in schools (opioid offense) ensuring clean and safe schools. HCBOC 042925 ws Pg. 95 Key Strategic Action 3.6.1: Meet regularly with local arts organizations to generate and implement ideas for celebrating arts and culture. 18 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 3: Safe & Healthy Community Objective 3.6: Support, promote, and celebrate arts and culture. Budget: NC Arts Grassroots Grant Funding Staff Assigned: County Admin & Finance Board KSA County Administration currently serves as Fiscal Agent and grantee for State Arts Council allocations. Completed. Project Description (Scope Statement): Harnett County Administration will collaborate and coordinate with local arts organizations to secure, manage, and allocate funding to Harnett County organizations, institutions, municipalities, schools, and local artists to strengthen the arts in Harnett County communities and to provide opportunities for community members to experience the arts, both local cultural and artistic assets as well as new arts experiences from outside their home regions. Community Outcomes (Performance Results): •Increase the number of arts related programs and activities offered in Harnett County. •Increase the number of Harnett County citizens attending or participating in arts related programs and activities. HCBOC 042925 ws Pg. 96 19 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Identify local arts organizations, artists, and other partners.January 2022 February 28, 2022 County Admin Identified 9 organizations to provide funding to. 2 Meet with project team, stakeholders, and collaborators to identify funding sources and develop programming ideas. February 2022 March 31, 2022 County Admin Completed. 3 Submit State Arts Grant application February 2023 February 28, 2023 County Admin Grant submitted. 4 Award Sub-Grant applicants January, 2023 January, 2023 County Admin Awards were provided: Received $46,556.00 from State and $63,997.00 from ARPA 3 Implement arts programs and activities and begin tracking KPIs. July 1, 2022 June 30, 2023 County Admin Data has been reviewed and added to the scorecard. Project Leader /Manager: Community Relations Director Project Team, Stakeholders and Collaborators: County Admin, Municipal Administration, Parks & Rec, Library, Cooperative Extension, NC Arts Council, Harnett County Arts Council, Harnett County Schools Administration. Key Strategic Action 3.6.1: Meet regularly with local arts organizations to generate and implement ideas for celebrating arts and culture. HCBOC 042925 ws Pg. 97 Key Strategic Action: 3.8.1 Create a northwest convenience site for public use 20 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 3: Safe & Healthy Community Objective 3.8: Provide effective solid waste services for County residents Budget: Undetermined Staff Assigned: Solid Waste staff, Board KSA High In Process Project Description (Scope Statement): The objective of this project is to design, develop, and construct a solid waste convenience site in northwest Harnett County for public use. The site will provide County residents with a convenient, safe, and accessible location to dispose of household waste, recyclable materials, and other accepted refuse. The goal is to improve waste management services, reduce illegal dumping, and promote recycling and environmental sustainability in the community. Community Outcomes (Performance Results): •Site selection and design •Environmental, access, and safety considerations •Public access and user experience •Regulatory compliance •Staffing plan and operational guidelines HCBOC 042925 ws Pg. 98 21 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Site clearing Solid Waste Director In process 2 Construction activities Solid Waste Director Pending 3 Complete work Solid Waste Director Pending Project Leader/Manager: Solid Waste Director Project Team, Stakeholders and Collaborators: County Administration, Solid Waste staff Key Strategic Action: 3.8.1 Create a northwest convenience site for public use HCBOC 042925 ws Pg. 99 Other Strategic Action: Assess landfill airspace capacity along with assuring appropriate, adequate coverage and availability of convenient sites for disposal services to meet the needs of the citizens. 22 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 3: Safe & Healthy Community Objective 3.7: Maintain a balanced solid waste management system of efficient and economical refuse collection, recycling and disposal services which benefits the citizens while following regulatory requirements. Budget: 1) $500,000 North West Conv. Site Staff Assigned: HDR Engineering, Landfill Equipment Operators and necessary sub - contractors for electrical, etc… 2) Landfill Equipment Operators and landfill engineering services (work to be done “in house” under current operations budget. Board KSA High Staff has constructed cell for additional Landfill capacity and will begin on NW Conv. Site as soon as staffing issues are resolved. Project is in process. Project Description (Scope Statement): The proposed projects will provide the following: 1)North West Convenient Site construction will offer a safer and more user friendly alternative for waste disposal services for the citizens in that area 2)Cell expansion projects at the landfill assures continued efficient operations of the landfill so as not to interrupt any waste collection from our users Community Outcomes (Performance Results): •Provide a safer, more efficient and user friendly convenient site for the citizens of the North West area •Continued operations at landfill by provided additional area for disposal and uninterrupted waste collection. HCBOC 042925 ws Pg. 100 23 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Continue construction of cell expansion project at Dunn Erwin landfill 10/01/22 2/1/23 Chad Beane Erosion & Sedimentation Control Plan permit has been obtained and cell expansion is completed - Done 2 Plans submitted to NCDEQ for final approval on cell construction at Dunn Erwin landfill 2/1/23 3/20/23 North Carolina Department of Environmental Quality: approval process Permit has been obtained from NCDEQ. Few punch list items need to be addressed before we utilize the new cell for Construction and Demolition debris. 3 North West Convenient Site plans in hand and permit request has been sent to NCDEQ for ESC permit 11/15/22 3/1/23 North Carolina Department of Environmental Quality Erosion & Sedimentation Control Plan permit has been obtained. Done 4 North West Convenient Site: landfill equipment operators can clear the site as we wait on permit. Equipment operators will work as availability of personnel will allow. 1/9/23 12/1/24 Chad Beane Clearing has not yet begun due to availability of personnel shortage. In process. Other Strategic Action: Assess landfill airspace capacity along with assuring appropriate, adequate coverage and availability of convenient sites for disposal services to meet the needs of the citizens. Project Sponsor: Chad Beane Project Manager: Chad Beane Project Team, Stakeholders and Collaborators: Landfill Equipment Operators, HDR Engineering, NC State inspectors, Sub -contractors HCBOC 042925 ws Pg. 101 Other Strategic Action: Provide education and resources to citizens to promote conservation of working farmland and stewardship of natural resources. 24 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 3: Safe & Healthy Community Objective 3.2: Protect open spaces and natural resources Budget: Undetermined Staff Assigned: Soil and Water Conservation, Parks and Recreation, Cooperative Extension Board KSA High The Agricultural Advisory Board has strengthened VAD enrollment and conservation program funds are currently being assigned to Harnett farmland owners. In process. Project Description (Scope Statement): Farmland preservation programming will encourage the conservation of working farmland while promoting stewardship of natural resources and diverse agricultural practices. Strengthening agricultural and natural resource program efforts will in turn secure productive farmland and empower citizens to implement natural resource best management and innovative agricultural practices. This will promote stewardship to ensure productive farmland resulting in reinforcement of our strong agricultural economic impact, provide long term food security, and protect natural resources which contribute to active lifestyles and a high quality of life for citizens. Community Outcomes (Performance Results): •Number of acres in conservation easements and farmland preservation programs. •Number of acres as working agricultural lands (food and fiber). •Best Management Practice Impact Data. •Number of agriculture and natural resources conservation educational opportunities conducted. •Number of residential landowners impacted by installation of best management practices (special projects) HCBOC 042925 ws Pg. 102 25 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Set Ag Team meeting dates for 2023. 1/2023 1/31/2023 Lynn Lambert Ag Team meeting set for January 26, 2023 2 Research citizen needs for educational opportunities and resources in agriculture and natural resources. 2/2023 3/31/2023 Lynn Lambert Tim Mathews and Extension Agents Client list and methods of data collection identified. 3 Analyze data, develop program, delivery strategy, and budget needs 3/2023 3/31/2023 Lynn Lambert Tim Mathews Will build on current programming and new education and resource needs will be identified. 4 Secure budget needs County and potential stakeholders 4/2023 6/30/2024 Lynn Lambert Tim Mathews Not yet started. 5 Implement program and track KPI’s 7/2023 6/30/2024 Soil & Water Staff Coop Extension Staff Not yet started. Project Sponsor: Barry Blevins Project Team, Stakeholders and Collaborators: Soil and Water Conservation, Cooperative Extension, Parks and Recreation, Agricultural Advisory Board, Master Gardeners, Farm Service Agency, Livestock Association, Sandhills Antique Farm Equipment Club, Harnett County Schools, Farm Bureau, Farm Credi t Other Strategic Action: Provide education and resources to citizens to promote conservation of working farmland and stewardship of natural resources. Project Manager: Barry Blevins Tim Mathews HCBOC 042925 ws Pg. 103 Other Strategic Action: Build new modern Animal Shelter to replace existing small capacity shelter to meet growing demand for increased services Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 3: Safe and Healthy Community Objective 3.5: Provide high quality emergency response and public safety Budget: TBD Project submitted to FY25- 31 CIP; BOC approved project for funding Staff Assigned: General Services Director, Animal Services staff Board KSA High Priority - Yes Completed needs and Conceptual Design Study in October 2022; Staff submitted project to CIP process. HCBOC 042925 ws Pg. 104 Other Strategic Action: Build new modern Animal Shelter to replace existing small capacity shelter to meet growing demand for increased services Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Presented potential sites to BOC - received direction to initiate RFQ for site selection March 18, 2024 March 18, 2024 Barry Blevins & Larry Smith (Animal Svcs Mgr) Completed 2 RFQ Architect/Engineer Advertising for site selection Spring 2024 Purchasing, Barry Blevins In process 3 Seek BOC approval for Site selection and RFQ for design Summer 2024 Purchasing, Barry Blevins In process 4 Seek BOC approval for potential land acquisition Fall 2024 Barry Blevins Not started yet Project Sponsor: Barry Blevins Project Manager: Larry Smith Project Team, Stakeholders and Collaborators: Animal Shelter staff, County residents, Board of Commissioners, HCBOC 042925 ws Pg. 105 Other Strategic Action: Initiate a study to determine feasibility of additional public transportation alternatives, fixed route connections - Angier-Fuquay, deviated fixed routes within the county. Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 3: Safe and Healthy Community 3.7: Support and promote transit system that allows citizen access to health, food and employment Budget:Funded through CAMPO annual fees Staff Assigned:General Services Director & Harnett Area Rural Transit System Transportation Manager Board KSA High Priority - Yes Capital Area MPO funded two- year study, consultant contracted with CAMPO. Study underway. In Process Project Description (Scope Statement): Initial project identified in the 2017 Community Transportation Plan (CTP); a fixed route to connect to GoRaleigh via Angier area for Harnett citizens was considered a future growth project. CAMPO expanded area within the county; project study area increased to include,Angier, Coats & Lillington. Project will assess population needs through outreach and statical analysis. Consultant will build recommended model for potential changes for Board of Commissioner consideration. Community Outcomes (Performance Results): •Addition of fixed or deviated-fixed routes within the study area or connections with GoRaleigh via Fuquay -Varina or Cary. •Alternatives for reducing traffic and number of vehicles within the study area. •Study may lead to additional federal and state funding opportunities. Project Sponsor: Barry Blevins Project Manager: Barry Blevins Project Team, Stakeholders and Collaborators: General Services staff, Board of Commissioners, CAMPO HCBOC 042925 ws Pg. 106 Other Strategic Action: Initiate a study to determine feasibility of additional public transportation alternatives, i.e., fixed route connections via Angier to Fuquay -Varina or deviated fixed routes within the county improving access to health & food Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Initiate contact with Capital Area MPO for possible transit study project January 2023 April 2023 Barry Blevins Completed 2 Requested Board of Commissioners approve application/coordination with Capital Area MPO April 2023 April 2023 Barry Blevins Completed 3 Consultant hired and study underway October 2023 June 2025 CAMPO In process 4 HCBOC 042925 ws Pg. 107 Key Strategic Action 4.1.1 Revise development and incentive policies to support thriving business and job creation 1 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 4: Economic Strength Objective 4.1: Provide an effective economic development program Staff Assigned: Economic Development/ Administration Board KSA In process. Project Description (Scope Statement): This project involves an examination of our existing economic development incentive guidelines to ensure to legal compliance with the general statues that govern economic development expenditures, and levels of investment and jobs created. Community Outcomes (Performance Results): An up-to-date and effective incentive policy ensures that business attraction is prioritized, providing a competitive environment for the attraction of jobs and investment. HCBOC 042925 ws Pg. 108 2 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Review and update existing economic development incentive guidelines Fall 2023 Spring 2025 Economic Development Di rector In process. 2 Outline and streamline development process Spring 2024 Fall 2025 Development Services Director Not started yet 3 4 Project Leader: Economic Development Director & Development Services Director Project Team, Stakeholders and Collaborators: Economic Development & Development Services Key Strategic Action 4.1.1:Revise development and incentive policies to support thriving business and job creation HCBOC 042925 ws Pg. 109 Key Strategic Action 4.1.2 Educate County departments about economic development priorities and their role in advancing those priorities 3 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 4: Economic Strength Objective 4.1: Provide an effective economic development program Staff Assigned: Economic Development/ Administration Board KSA This project is complete. Website launch February 2023. Quarterly report started in July 2023. Project Description (Scope Statement): Creating a new economic development website offers a clear and concise look at our strategies and focus areas to understand priorities of the County. The creation of a quarterly newsletter allows the Partnership (department) to share company successes stories, grant opportunities, and other initiatives and resources that allow audiences to learn about economic development priorities. Community Outcomes (Performance Results): The new website and quarterly newsletter identifies our community’s economic development program, focus areas, target sectors, and resources for better collaboration and economic outcomes. HCBOC 042925 ws Pg. 110 4 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Create a new economic development website July 2022 February 2023 ED Director & Staff Website launch complete and underway. Complete. 2 Create a new quarterly economic development newsletter December 2022 July 2023 Economic Development team New Quarterly newsletter launched. Complete and newsletter is ongoing. 3 4 Project Leader: Economic Development Director Project Team, Stakeholders and Collaborators: Economic Development Key Strategic Action 4.1.2 Educate County departments about economic development priorities and their role in advancing those priorities HCBOC 042925 ws Pg. 111 Key Strategic Action 4.2.1 Implementation and completion of comprehensive growth plan for the County Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 4: Economic Strength Objective 4.2: Provide well planned communities with smart and sustainable growth strategies Objective 4.3: Attract and retain a diverse and viable tax base with increased industrial commercial and retail $funding Staff Assigned: Development Services, Administration Board KSA Project High Priority - Yes This project is in process. Project Description (Scope Statement): The objective of this project is to implement and complete a comprehensive growth plan for the County. The plan will address current and future growth in the areas of land use, infrastructure, housing, economic development, transportation, environmental sustainability, and public services. The goal is to create a long-term, sustainable framework that balances development with the preservation of community values and natural resources while preparing the County for population and economic growth. Community Outcomes (Performance Results): •Establish clear guidelines for land use, including residential, commercial, industrial, agricultural, and recreational zoning, based on current and projected growth patterns. •Define areas for sustainable development while preserving key environmental and agricultural resources. •Plan for the expansion of critical infrastructure, such as water, sewage, electricity, and broadband internet services, to meet the needs of growing communities. HCBOC 042925 ws Pg. 112 6 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Meet with stakeholders Development Services Director Complete 2 Revise draft plan Development Services Director Complete 3 Submit final plan Development Services Director Complete 4 Board of Commissioners approval Development Services Director In process Project Leader: Development Services Director Project Team, Stakeholders and Collaborators: Development Service, Economic Development, Citizens, Stakeholders Key Strategic Action 4.2.1 Implementation and completion of comprehensive growth plan for the County HCBOC 042925 ws Pg. 113 Key Strategic Action 4.3.1: Expand and diversify tax base with strategic and major retail and commercial development in key corridors, especially those with high population centers with sales tax leakage in concert with the comprehensive growth plan for the County Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 4: Economic Strength Objective 4.3: Attract and retain a diverse and viable tax base with increased industrial commercial and retail Objective 4.4: Provide strategically placed infrastructure for business and industry growth and attraction Funded through Land Use Plan Staff Assigned: Economic Development Director, Development Services Director Board KSA Project High Priority - Yes In Process Project Description (Scope Statement): The objective of this project is to expand and diversify the County's tax base by facilitating strategic retail and commercial development in key corridors, particularly those with high population centers experiencing sales tax leakage. This initiative aligns with the County’s comprehensive growth plan and aims to attract major retailers, local businesses, and commercial investments that will boost economic activity, create jobs, and capture lost sales tax revenue. Community Outcomes (Performance Results): •Identify and prioritize key commercial corridors and high-growth population centers that are currently experiencing significant sales tax leakage. •Develop a plan to attract major retailers, restaurants, and entertainment venues that align with consumer demand. •Engage with real estate developers, commercial investors, and industry stakeholders to explore opportunities for large-scale commercial projects. •Provide resources and support for local businesses to grow, scale, and participate in the revitalization of key corridors. •Conduct an analysis of current sales tax leakage to understand where residents are spending money outside the County and identify opportunities to recapture this revenue by providing equivalent or better options within the County.HCBOC 042925 ws Pg. 114 8 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Engaged Retail Strategies Fall 2023 Fall 2026 Development Services Director In process 2 Make connections with property owners, developers, and retailers Winter 2024 On-going Development Services, Economic Development In process 3 Master plan key corridors for major retail and commercial development Fall 2023 Summer 2025 Development Services Director In process 4 Key Strategic Action 4.3.1: Expand and diversify tax base with strategic and major retail and commercial development in key corridors, especially those with high population centers with sales tax leakage in concert with the comprehensive growth plan for the County Project Leader: Economic Development Director & Development Services Director Project Team, Stakeholders and Collaborators: Economic Development, Development Services, Retail Strategies, Property owners HCBOC 042925 ws Pg. 115 Key Strategic Action 4.3.2: Diversify the tax base by attracting business and industry to bring higher paying jobs to the County with key businesses that make substantial development investments in the County Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 4: Economic Strength Objective 4.4: Provide strategically placed infrastructure for business and industry growth and attraction $funding Staff Assigned: Economic Development Director, Development Services Director Board KSA Project High Priority - Yes This project is in process. Project Description (Scope Statement): This project will attempt to diversify the County’s tax base by attracting businesses and industries that will bring higher-paying jobs and make substantial development investments. The focus will be on recruiting key industries that align with the County’s economic strengths, enhance long-term growth, and contribute to the local economy through job creation, capital investment, and tax revenue. Community Outcomes (Performance Results): •Identify industries that focus on advanced manufacturing, AgTech, and other sectors that provide higher wages and long-term stability. •Develop competitive incentive packages tailored to attract high-value businesses and industries to the County. Incentives may include performance-based grants, workforce development and training programs, infrastructure improvements, and expedited permitting processes. •Identify and prepare key sites and industrial parks that are equipped to accommodate large-scale business investments. This may involve upgrading infrastructure (e.g., roads, utilities, broadband) to support new industrial and commercial activities. HCBOC 042925 ws Pg. 116 10 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Apply for Golden Leaf Site Development Grant for site prep at industrial park. 2/2024 9/2025 Economic Development Dir Awarded $547,885 to clear, grade, and grub 25-acre site. Complete. 2 Partner with Town of Lillington to complete due diligence of 200-ac industrial site. 7/2024 Fall 2024 Economic Development Director In process. 3 County to purchase land for industrial park. 9/2024 Economic Development Director Purchase 65-acre site for industrial development. Complete. 4 Develop and market 65 -acre Harnett 95 industrial park. 9/2024 Economic Development Director In process. Project Leader: Economic Development Director, Development Services Director Project Team, Stakeholders and Collaborators: Economic Development, Public Utilities, Development Services, Admin,Industrial Development Partners, EDPNC, CCCC, various ED grant partners Key Strategic Action 4.3.2: Diversify the tax base by attracting business and industry to bring higher paying jobs to the County with key businesses that make substantial development investments in the County HCBOC 042925 ws Pg. 117 Key Strategic Action 4.4.1:Increase availability of highspeed broadband throughout County Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 2: Economic Strength Objective 4.2: Provide strategically-placed infrastructure for business and industry growth and attraction $6.5M Direct funding Staff Assigned: CIO Board KSA Project High Priority - Yes This project is in process. Project Description (Scope Statement): Expand access to broadband across the county. % access Improve broadband and accessibility for residents and businesses within the county. Community Outcomes (Performance Results): Improve broadband and accessibility for residents and businesses within the county. HCBOC 042925 ws Pg. 118 12 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 RFP 7/1/2020 10/1/2020 CIO Complete 2 Phase 1 Fixed Wireless Implementation 1/1/2021 9/30/2023 CIO Complete 3 Great Grant Award 2023 9/30/2023 1/1/2025 CIO Complete – Awarded to Brightspeed 4 Phase 2 Implementation 1/1/2024 1/1/2025 CIO Entered into Phase 2 agreement with CloudWyze – In process Project Leader: CIO Project Team, Stakeholders and Collaborators: IT Dept., Admin, CloudWyze Key Strategic Action 4.4.1:Increase availability of highspeed Broadband throughout County HCBOC 042925 ws Pg. 119 13 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 5 GREAT grant 2024 3/1/2024 Spring 2026 IT Director In process – Awarded to Brightspeed, Spectrum & Cloudwyze 6 CAB grant – state funded 7/1/2024 Spring 2026 IT Director In process - Brightspeed 7 CAB Grant stop gap 7/1/2024 Spring 2026 IT Director In process - TBD 8 Project Leader: CIO Project Team, Stakeholders and Collaborators: IT Dept., Admin, Cloudwise Key Strategic Action 4.4.1:Increase availability of highspeed Broadband throughout County HCBOC 042925 ws Pg. 120 Key Strategic Action 4.4.2:Seek to extend natural gas availability along strategic corridors identified for commercial growth Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 1: Economic Strength Objective 4.4: Provide strategically-placed infrastructure for business and industry growth and attraction Not Funded Staff Assigned: Administration / Economic Development Board KSA High Priority? This project is in process. Discussions with Dominion Gas and Piedmont Natural Gas. Project Description (Scope Statement): This is to enhance the economic development opportunities for commercial/industrial growth and spark more activity on the 87 corridor and WHIP Community Outcomes (Performance Results): The hope is to increase the number of new businesses or existing businesses who can expand, due to the availability of natural gas to the corridor. HCBOC 042925 ws Pg. 121 15 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Meet with Gas Company to determine location & availability. Spring 2023 On going Admin Staff & ED Director Discussed with Dominion and Piedmont gas. In process. 2 Perform feasibility Study to determine cost & location Following Completion of task 1 N/A Admin Staff & ED Director Pending 3 4 Project Leader: County Manager Project Team, Stakeholders and Collaborators: Gas Company, ED, Development Services, & Ft. Liberty Key Strategic Action 4.4.2 Seek to extend natural gas availability along strategic corridors identified for commercial growth HCBOC 042925 ws Pg. 122 Key Strategic Action 4.4.3: Advocate and coordinate with NCDOT and transportation organizations and pursue enhanced transportation infrastructure to reduce congestion and increase access throughout the County Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 1: Economic Strength Objective 4.4: Pursue enhanced transportation infrastructure to reduce congestion and increase access throughout the county Funded 100% by CAMPO Staff Assigned: Development Service Department. MNG Project High Priority? In process. Project Description (Scope Statement): The County will undertake a strategic initiative to advocate and coordinate with the North Carolina Department of Transportation (NCDOT) and the Capital Area Metropolitan Planning Organization (CAMPO) to pursue improvements in transportation infrastructure. The goal is to reduce congestion, enhance accessibility, and ensure that transportation solutions support the County’s growth and development. This project will focus on identifying key transportation corridors, securing funding, and prioritizing infrastructure improvements that will benefit residents, businesses, and commuters. Community Outcomes (Performance Results): •Advocate for the inclusion of County transportation projects in state and regional plans (NCDOT and CAMPO). •Enhance transportation infrastructure, such as roadways, public transit, and alternative transportation (e.g., pedestrian, bicycle). •Reduce traffic congestion in high-density areas and key corridors. •Improve access to key business, residential, and commercial centers to support economic development. •Secure funding and resources to implement critical transportation projects. •Ensure long-term planning aligns with the County’s comprehensive growth plan and future needs. HCBOC 042925 ws Pg. 123 17 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Phase 1 Existing Conditions Analysis 1/1/2025 12/1/2025 Development Services Director In process 2 Phase 2 Develop Solutions Development Services Director Pending 3 Phase 3 Develop Preferred Alternatives Development Services Director Pending 4 Phase 4 Project Adoption Development Services Director Pending Project Leader: Development Services Director Project Team, Stakeholders and Collaborators: CAMPO, NCDOT, Development Services Director & Planning Manager, Key Strategic Action 4.4.3: Advocate and coordinate with NCDOT and transportation organizations and pursue enhanced transportation infrastructure to reduce congestion and increase access throughout the County HCBOC 042925 ws Pg. 124 Key Strategic Action 4.4.4:Plan water and wastewater infrastructure to direct and attract residential, commercial and industrial growth toward targeted areas Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 1: Economic Strength Objective 4.4: Provide strategically-placed infrastructure for business and industry growth and attraction $10,500,000 estimate d cost; HRW Reserved $10,500,000 Board KSA Pump station portion of project has been bid twice but will more than likely be re-bid in conjunction with the force main work. Estimated time of completion of Dec 2025. Project Description (Scope Statement): Consists of construction of approx. 5 miles of 20” force main along HWY 87 and the renovation of sewer lift station #57 in Spout Springs. Community Outcomes (Performance Results): To provide more wastewater capacity to accommodate residential, commercial, and industrial growth in the South West & South Central areas of Harnett County. KPI=3 of active utility customers. HCBOC 042925 ws Pg. 125 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Submit plans for NCDEQ Sept 2022 April 30. 2023 HRW Director MBD Consulting Complete 2 Rcv. Authorization to Construct (ATC) permit Sept 2022 May 3, 2024 HRW Director MBD Consulting Complete 3 Advertise & Bid Project May 2024 August 27, 2024 HRW Director MBD Consulting Pump station portion only bid not advising award as of this date: probable re-bid of both construction portions projected FY QTR 3 2025 4 Construction January 2025 June 30, 2026 Project Leader: HRW Director Project Team, Stakeholders and Collaborators: HRW Mngt, County Admin/Support Staff, HC Board of Commissioners Key Strategic Action 4.4.4:Plan water and wastewater infrastructure to direct and attract residential, commercial and industrial growth toward targeted areas HCBOC 042925 ws Pg. 126 Key Strategic Action 4.5.1: Complete the Jetport Runway Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 2: Economic Strength Objective 4.5: Enhance Harnett Regional Jetport's function as economic engine for the County Direct funding Staff Assigned: Jetport Director Board KSA Project High Priority - Yes This project is in process. Project Description (Scope Statement): The Jetport Runway Project is focused on the expansion and modernization of the County's jetport runway to meet current and future aviation needs. This project involves extending the existing runway, upgrading lighting and navigational systems, and enhancing the overall capacity and safety of the facility. The completion of this project will support increased air traffic, accommodate larger aircraft, and contribute to regional economic development by improving the County’s logistics and transportation infrastructure. Community Outcomes (Performance Results): •Extend the jetport runway to accommodate larger aircraft and increase operational capacity. •Enhance safety by upgrading runway lighting, navigational aids, and other safety systems. •Improve the jetport’s ability to serve business, commercial, and general aviation needs. •Position the jetport as a critical transportation hub to attract businesses, industries, and tourism to the County. •Support economic growth by enhancing connectivity for freight, cargo, and passenger services . HCBOC 042925 ws Pg. 127 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Phase 1 – Land acquisition HRJ Director In process – awaiting approval from NCDOT 2 Phase 2 HRJ Director Pending 3 Phase 3 HRJ Director Pending 4 Project Leader: HRJ Director Project Team, Stakeholders and Collaborators: Key Strategic Action 4.5.1: Complete the Jetport Runway HCBOC 042925 ws Pg. 128 Key Strategic Action 4.5.2: Create strategic growth plan for the Harnett Regional Jetport Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 2: Economic Strength Objective 4.5: Enhance Harnett Regional Jetport's function as economic engine for the County Direct funding Staff Assigned: Jetport Director Board KSA Project High Priority - Yes This project is pending and not yet started. Project Description (Scope Statement): The Harnett Regional Jetport Strategic Growth Plan will serve as a comprehensive roadmap for the long-term development and expansion of the jetport. The plan will outline key strategies to maximize the jetport’s potential as a regional aviation hub, attract business and commercial investments, increase aviation traffic, and support economic development in the County. The initiative will focus on addressing current infrastructure needs, future growth opportunities, and the role of the jetport in fostering regional economic connectivity. Community Outcomes (Performance Results): •Develop a comprehensive strategic growth plan that guides the expansion and modernization of the Harnett Regional Jetport over the next 10-20 years. •Identify opportunities to attract business, commercial, and industrial aviation activity to the jetport. •Enhance the jetport’s infrastructure to accommodate increased air traffic, larger aircraft, and future aviation technologies. •Position the jetport as a catalyst for regional economic development by improving logistics, attracting businesses, and supporting tourism . •Ensure the jetport’s development aligns with County, regional, and state transportation and economic growth plans.HCBOC 042925 ws Pg. 129 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Phase 1 Pending 2 Phase 2 Pending 3 Phase 3 Pending 4 Project Leader:Project Team, Stakeholders and Collaborators: Key Strategic Action 4.5.2: Create a strategic growth plan for the Harnett Regional Jetport HCBOC 042925 ws Pg. 130 Key Strategic Action 5.2.1: Develop an effective resident engagement strategy focused on creating a positive image for the County and promoting excellent customer service Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 5: Informed & Engaged Citizens Objective 5.1: Provide effective communication to citizens and businesses Objective 5.2: Provide opportunities for citizens to engage meaningfully with County government Direct Funding: $0 Staff Assigned: Public Information, with support from various departments Board KSA This item is an ongoing process. Project Description (Scope Statement): This project aims to create an effective resident engagement strategy that fosters a positive image for the County and promotes a culture of excellent customer service within County departments and services. The strategy will focus on enhancing communication channels, increasing transparency, improving responsiveness, and building trust with County residents. Through proactive outreach, community involvement, and service improvement initiatives, the County will strengthen its relationship with residents and showcase its commitment to meeting their needs. Community Outcomes (Performance Results): •Develop a comprehensive resident engagement strategy to foster a positive image for the County. •Enhance communication and outreach efforts to keep residents informed about County services, initiatives, and programs. •Promote a culture of excellent customer service within County departments to ensure timely, professional, and efficient service delivery. •Build trust and transparency through clear, consistent, and open communication between the County and its residents. HCBOC 042925 ws Pg. 131 2 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Phase 1 – Social Media engagement 7/1/24 6/30/2025 PIO In process 2 Phase 2 – Resident Opinion Survey 3/1/2025 9/1/2025 Project Team In process 3 4 Project Leader: PIO Project Team, Stakeholders and Collaborators: PIO, County Manager's Office Key Strategic Action 5.2.1: Develop an effective resident engagement strategy focused on creating a positive image for the County and promoting excellent customer service HCBOC 042925 ws Pg. 132 Key Strategic Action 5.4.1: Create and implement a new program which tracks participation and engagement levels of the Citizen Advisory Boards Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 5: Informed & Engaged Citizens Objective 5.4: Strengthen Citizen Advisory Boards and Committees program Direct Funding: $0 Staff Assigned: Public Information, Board Clerk Board KSA In process Project Description (Scope Statement): This project aims to design and implement a comprehensive program to track and evaluate the participation and engagement levels of members in the County’s Citizen Advisory Boards. The program will collect and analyze data on attendance, contributions, feedback, and overall involvement, providing insights into the effectiveness and impact of these boards. The initiative will help ensure that the boards are functioning optimally, that members are actively engaged, and that their contributions are aligned with the County's strategic goals. It will also identify areas for improvement in board operations and member engagement. Community Outcomes (Performance Results): •Develop a system for tracking participation and engagement levels of members in Citizen Advisory Boards. •Ensure accurate and timely data collection regarding board member attendance, contributions, and participation in decision-making processes. •Evaluate the effectiveness and impact of Citizen Advisory Boards on County governance and community engagement. •Identify areas for improving board member involvement and overall board performance. •Provide County leadership with actionable insights for enhancing board engagement and achieving strategic goals.HCBOC 042925 ws Pg. 133 4 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Task 1 – Determine application website automation 7/1/24 1/1/2025 Clerk to the Board, IT In process 2 Task 2 – Review agenda management software for participation and engagement 1/1/2025 3/31/2025 Clerk to the Board, IT In process 3 Task 3 – Implementation of software for FY 26 budget 3/1/2025 6/30/2025 Clerk to the Board, IT In process Project Leader: PIO Project Team, Stakeholders and Collaborators: Clerk to the Board, IT Key Strategic Action 5.4.1: Create and implement a new program which tracks participation and engagement levels of the Citizen Advisory Boards HCBOC 042925 ws Pg. 134 Other Strategic Action : Create and distribute bimonthly County newsletter in Harnett Regional Water bills 5 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 5: Informed & Engaged Citizens Objective 5.1: Provide effective communication to citizens and businesses Objective 5.2: Provide opportunities for citizens to engage meaningfully with County government Direct Funding: $16,800- PIO budget Staff Assigned: Public Information, Harnett Regional Water Board KSA Project is an ongoing process. Completed for current fiscal year. Project Description (Scope Statement): The project seeks to expand and improve external communications to citizens. The Public Information Office launched the “County Roots” Newsletter in May 2022. This bi-monthly 1 page newsletter is included in the Harnett Regional water printed water bills and is sent to nearly 40,000 customers. Information from several county departments is included in the newsletter. Community Outcomes (Performance Results): This project is in process and effectiveness will be measured ongoing by the following KPI: % of citizens satisfied with County communication efforts Will help County engage with and provide important information to more citizens. HCBOC 042925 ws Pg. 135 6 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of March 31, 2025 1 Provide bimonthly inserts to HRW Water bills July 2023 June 2024 County Managers office/ PIO 5 inserts over last reporting period: Completed for current fiscal year. 2 July 2024, September 2024, November 2024, January 2025, March 2025 3 4 Project Leader: PIO Project Team, Stakeholders and Collaborators: PIO, Harnett Regional Water Other Strategic Action :Create and distribute bimonthly County newsletter in Harnett Regional Water bills HCBOC 042925 ws Pg. 136 Other Strategic Action: Implement use of video and storyboards to promote County events and educate citizens on County services and initiatives 7 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 5: Informed & Engaged Citizens Objective 5.1: Provide effective communication to citizens and businesses Direct Funding: $0 Staff Assigned: Public Information, IT, Cooperative Extension, various departments Board KSA Moderate Complete and operational Project Description (Scope Statement): This project seeks to provide resources and direction for the use of video and storyboards to promote County services. Currently, the County utilizes videos via its various social media channels to engage and encourage participation in County services. Various departments, such as cooperative extension, county manager’s office, and library, create storyboards for specific initiatives. Live streams of the Board of Commissioners regular meetings and work session are also posted weekly to the County’s YouTube channel. Community Outcomes (Performance Results): This project is complete, and effectiveness will be measured ongoing by the following KPIs: Total number of social media engagement for the Harnett County Government social media platforms % of citizens satisfied with County communication efforts Keeps citizens engaged in real time and demonstrates transparency and integrity resulting in increased trust of government processes. HCBOC 042925 ws Pg. 137 Other Strategic Action : Launch new engagement initiative to inform citizens and County employees through quarterly update meetings 8 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of March 31, 2025 Goal 5: Informed & Engaged Citizens Objective 5.2: Provide opportunities for citizens to engage meaningfully with County government Objective 5.3: Provide effective internal communications and engagement with employees Direct Funding: $0 Staff Assigned: Public Information, with support from various Department staff Board KSA Complete and operational Project Description (Scope Statement): This project seeks to expand and improve internal and external communications. The Public Information Office coordinated quarterly information sessions for citizens and employees beginning in July 2022. Each quarter, an in-person session and a virtual session has been offered to employees and citizens to learn more about County initiatives, services, and programs. Each session has allowed for Q&A session at the end and has included a different Department Director(s) and/or representative from the County Manager’s office to provide information. Community Outcomes (Performance Results): This project is complete and effectiveness will be measured ongoing by the following KPIs: Total attendance for quarterly citizen information sessions Total attendance for quarterly employee information sessions Gives citizens the opportunity to learn more about specific topics or issues.HCBOC 042925 ws Pg. 138 Project Type (KSA or Other)Goal Team Person Responsible Due Date for Completion Action Item Update QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 County Administration and Harnett County Schools 6/30/2025 Quarterly collaborative meetings with County Manager and Superintendent Number of Meetings as of 3/31/25 County Manager/Superintendent– 3 Harnett County Schools Finance/County Finance & Budget- 6 Public Information Officer 6/30/2025 Elected officials and administration staff survey Developing a customer survey in process Budget Director 6/30/2025 Engage Central Carolina Community College budget requests for Harnett Promise for FY25 Information received from CCCC, completed Davenport 12/10/2024 Consultant updating education debt affordability plan Complete Davenport 12/10/2024 Present current education debt affordability plan to Board of Commissioners Complete Harnett County Schools 8/23/2023 Quotes submitted by Harnett County Schools to County Administration Complete Board of Commissioners 6/30/2025 Board approved Project Ordinance Funding approved - complete Harnett County Schools 6/30/2025 Funding of Projects Project closing on April 17, 2025 1.3.1: Address teacher supplements to increase competitiveness Key Strategic Action 1 Budget Director 6/30/2025 Increase funding for teacher supplement Funding request will be considered in FY2026 budget County Manager 1/23/2024 Adopted Legislative Priorities for 2025 Complete County Manager 1/23/2024 Develop Legislative Priorities for 2025 Complete Human Resources Director 11/28/2022 RFP issued Complete Human Resources Director 4/30/2023 Consultant to complete the study Complete Human Resources Director 6/30/2025 HR to study follow up items from report Complete Human Resources Director 6/30/2025 Present information during budget cycle In process Human Resources Director/Department Heads Review Strategy plan for succession planning and leadership development Pending and not yet started Human Resources Director/Department Heads Meet with Stakeholders for review of plan Pending and not yet started Human Resources Director/Department Heads Revise draft plan Pending and not yet started Human Resources Director/Department Heads Submit strategy to County adminstration for approval Pending and not yet started County Manager's office 11/1/2021 Plan elements Complete County Manager's office 2/1/2022 Strategic Plan Complete County Manager's office 6/30/2023 Performance Management Plan Complete 1 2.2.1: Develop, and implement a holistic performance management program Key Strategic Action 2 TEAM Harnett RAIL Status Update FY 2023 1.1.1: Engage school administration proactively to discuss and coordinate budget priorities and funding for FY2025 1.2.1: Maintain County involvement in capital planning and architectural committee for ongoing and upcoming projects Key Strategic Action Key Strategic Action 1 1 1.1.2: Adopt long-term plan for funding new schools based on education priorities Key Strategic Action 1 Status Update FY 2025 2.1.1: Complete and implement Compensation Study to assess competitiveness of employee pay and salary compression for existing County employees Key Strategic Action 2 2Key Strategic Action 2.1.2: Review and develop a strategy for replacing future retiring key leadership positions in the organizations 1.4.1: Adopt Legislative Priorities for FY2025 that includes advocacy for increased funding for schools Key Strategic Action Status Update FY 2024 HCBOC 042925 ws Pg. 139 County Manager's office 6/30/2024 Business Plan for Departments 4 sessions with UNC School of Government for business plan creation for County Departments held. Business plan creation complete. County Manager's office/ Department Heads Meet with Stakeholders and review fee schedules Pending and not yet started County Manager's office/ Department Heads Draft report for efficiencies Pending and not yet started County Manager's office/ Department Heads Meet with Stakeholders for final documentation Pending and not yet started County Manager's office/ Department Heads Present findings to Board of Commissioners Pending and not yet started Human Resources Director/Department Heads 12/30/2023 Meet with Department Heads to discuss proposed changes Make proposed changes to the evaluation process. Human Resources Director/Department Heads 12/1/2024 Communicate changes to employees Meet with each department and employees via training. Human Resources Director/Department Heads 3/1/2025 Implementation Implement new performance evaluation process. Ongoing. County Manager's office 12/31/2024 Meet with Staff Confirm performance plan and RPI project scope. Form RPI team. County Manager's office 7/1/2025 Develop scope of work RPI Finalize scope and RFP process County Manager's office 3/31/2025 Select Vendor Include for FY2026 budget County Manager's office 7/1/2025 Conduct Survey and Incorporate Results into Performance and RPI Implement program and staff training County Manager's office 1/31/2025 Meet with staff Plan to meet with staff with completion of performance management plan. Complete. County Manager's office 3/31/2025 Develop scope of work and RFP, out to bid In process County Manager's office 4/30/2025 Select Vendor In process County Manager's office 9/30/2025 Conduct Survey and review findings, present to Commissioners In process Parks and Recreation Director 9/29/2023 Submit projects for CIP Projects have been submitted to County administration and Board of Commisssioners. Parks and Recreation Director 6/30/2024 Plan for implementation of approved/recommended projects Planning has begun with several projects working on design and construction contract approvals. Parks and Recreation Director 6/30/2025 Begin next fiscal year projects: Plan, Design, Construction, and plan for future CIP process Following action item completion, prioritizing projects for CIP will be operational. 2024-2031 CIP has seven new recommended projects, two under contract, and three slated for future funding. Project Leaders 2/28/2023 Coordinate stakeholder meetings to access current program offerings Completed.3.1.2: Increase provision of County programs and initiatives aimed at encouraging healthy lifestyles and outdoor activity to include a focus on seniors and other special populations 2.3.1: Review and revise employee performance evaluation and training programs to encourage culture of empowerment and accountability, to foster employee development and to provide enrichment opportunities Key Strategic Action 2 2.2.1: Develop, and implement a holistic performance management program Key Strategic Action 2 2.2.2: Reduce government redundancy with process improvement to find efficiencies and fee schedule improvements to reduce overall government, where possible and reduce the financial burden on taxpayers Key Strategic Action 2 Key Strategic Action 3 Key Strategic Action 3 2.4.1: Engage County Employees in improving internal processes and provide regular education on adherence Key Strategic Action 2 3.1.1 Prioritize parks and greenway projects for development through CIP 2.5.1: Implement process for obtaining citizen feedback on County service provision Key Strategic Action 2 HCBOC 042925 ws Pg. 140 Project Leaders 2/28/2023 Gather programming wants and needs through the most recent community and health needs assessments Complete Project Team 3/31/2023 Analyze engagement results and plan for future programming Completed. Individual departmental staff and trained volunteers thorugh supervision of department leaders Apr-24 Implement programming plan and prioritize replication of highest need and impact programs In process. Requested position in FY25 for this work. Parks and Recreation Director/ County Manager's Office 6/30/2025 Negotiate with landowners In process. Parks and Recreation Director/ County Manager's Office 6/30/2025 Review with Board of Commissioners In process. Parks and Recreation Director/ County Manager's Office 6/30/2025 Purchase land at best, fair market price In process. Social Services Director 12/1/2024 Review state requirements Complete Social Services Director 3/31/2025 Informational event and training Completed event and training Social Services Director 6/30/2025 Report findings to Administration and Board of Commissioners 39,699 (28.9% of population) of Harnett County citizens receiving Medicaid. In process. Selena McKoy & Greg Huneycutt 3/31/2023 Compile a workgroup of local market organizers, local farmers and County staff List of local farmers and municipal market organizers started. Tim Mathews/ Lynn Lambert 4/30/2023 Develop assessment plan, analyze budget needs, and request funding Briefed Board of Commissioners and received direction. Action plan adjusted per their direction. Research to see whether or not there is support. Reaching out to local farmers and vendors and planning a citizen survey. Tim Mathews/ Lynn Lambert 12/31/2023 Research local market and producer needs for local foods system sustainability Survey results collected (500+ responses). Positive community and farmers response for farmer's market. Tim Mathews/ Lynn Lambert 5/1/2024 Analyze data, develop program, delivery strategy, and budget needs Complete Tim Mathews/ Lynn Lambert 12/31/2024 Present feedback, program and budget to the Board of Commissioners Grant awarded for funding. Board of Commissioners funding approved. Complete and ongoing. Tim Mathews/ Lynn Lambert 12/1/2025 Conduct engineering/survey/site/design work for market location In process Tim Mathews/ Lynn Lambert 2/1/2026 Create scope of work and bid documents Pending Tim Mathews/ Lynn Lambert Project kickoff Pending Tim Mathews/ Lynn Lambert Project construction Pending Tim Mathews/ Lynn Lambert Project completion Pending 3.1.2: Increase provision of County programs and initiatives aimed at encouraging healthy lifestyles and outdoor activity to include a focus on seniors and other special populations 3.2.1: Acquire Johnson Farm for future generations Key Strategic Action 2 3.3.1: Medicaid Expansion Key Strategic Action 2 Key Strategic Action 3 3.3.2 Provide support for local farmer's markets and community gardens at County locations to support healthy food options for residents Key Strategic Action 3 HCBOC 042925 ws Pg. 141 Heatlh Department Director 12/1/2025 Review concerns and create a Community Health Assessment for Harnett County residents In process Heatlh Department Director 7/1/2025 Meet with project team, stakeholders, partners, to create assessment In process Heatlh Department Director 12/1/2025 Report findings of assessment Pending Coley Price/Chris Appel 9/12/2022 Develop a task force of pertinent Harnett County staff and community stakeholders Opioid Settlement Funding taskforce created and began meetings. Coley Price 7/31/2023 Create a charter and research current substance abuse issues in Harnett County Taskforce meetings are underway to discuss strategic plan and research avenues. Coley Price 4/30/2024 Compile and analyze data to identify most pressing issues and determine where program should focus. Needs have been identified, and three subcommittees have been created to address them. Coley Price 7/31/2024 Develop program to curb substance abuse and present to County Manager for approval with needed resources and budget Goals have been established for each subcommittee. They will begin program development and working towards implementation. Health Department 9/30/2025 Implement approved program and begin tracking KPIs Not yet started. Social Services Director/ County Manager's Office/Sheriff's Office Review concerns Pending Social Services Director/ County Manager's Office/Sheriff's Office Meet with Stakeholders Pending Social Services Director/ County Manager's Office/Sheriff's Office Report findings Pending County Administration 2/28/2022 Identify local arts organzations, artists, and other partners Identified nine (9) organizations to provide funding. County Administration 3/31/2022 Meet with project team, stakeholders, and collaborators to identify funding sources and develop programming ideas. Completed. County Administration 2/28/2023 Submit State Arts Grant application Grant application submitted on 2/14/2023. County Administration 1/1/2023 Award Sub-Grant applicants Awards were provided: Received $46,556.00 from State and $63,997.00 from ARPA County Administration 6/30/2023 Implement arts programs and activities and begin tracking KPIs Data has been reviewed and added to the scorecard. 3.8.1 : Create a northwest convenience site for public use Key Strategic Action 3 Budget Director/Solid Waste Director Site Clearing In process 3.3.3: Research and discuss strategy to address mental health concerns for County residents and bring back to Board for consideration Key Strategic Action 2 3.4.2: Collaborate with Sheriff's Office to eradicate drugs in schools (opioid offense) ensuring clean and safe schools Key Strategic Action 2 3.4.1: Assess most pressing issues surrounding substance abuse and engage stakeholders to develop plan to curb problems Key Strategic Action 3 3.6.1 Meet regularly with local arts organizations to generate and implement ideas for celebrating arts and culture Key Strategic Action 3 HCBOC 042925 ws Pg. 142 Budget Director/Solid Waste Director Construction activities Pending Budget Director/Solid Waste Director Complete work Pending Chad Beane 2/1/2023 Continue construction of cell expansion project at Dunn Erwin landfill Erosion & Sedimentation Control Plan permit has been obtained and cell expansion is completed. North Carolina Department of Environmental Quality: approval process 4/1/2023 Plans submitted to NCDEQ for final approval on cell construction at Dunn Erwin landfill Permit has been obtained from NCDEQ. Few punch list items need to be addressed before we utilize the new cell for Construction and Demolition debris. North Carolina Department of Environmental Quality 3/1/2023 North West Convenient Site plans in hand and permit request has been sent to NCDEQ for ESC permit Erosion & Sedimentation Control Plan permit paperwork was submitted to North Carolina Department of Environmental Quality. Complete. Chad Beane 12/1/2024 Northwest Convenient Site: landfill equipment operators can clear the site as we wait on the permit. Equipment operators will work as availability of personnel will allow. Clearing has not yet begun due to availability of personnel and schedules. Lynn Lambert 1/31/2023 Set Ag Team meeting dates for 2023 Ag Team meeting set for January 26, 2023. Lynn Lambert/Tim Mathews/Extention Agents 3/31/2023 Research citizen needs for educational opportunities and resources in the area of agriculture and natural resources Client list and methods of data collection identified. Lynn Lambert/Tim Mathews 3/31/2023 Analyze data, develop program, delivery strategy, and budget needs Will build on current programming and new education and resource needs will be identified. Lynn Lambert/Tim Mathews 6/30/2024 Secure budget needs County and potential stakeholders Not yet started. Soil & Water Staff/Coop Extension Staff 6/30/2024 Implement program and track KPI’s Not yet started. 4.1.1: Revise development and incentive policies to support thriving business and job creation Key Strategic Action 4 Economic Development Director Spring 2025 Review and update existing economic development incentive guidelines In process. Development Services Director Fall 2025 Outline and streamline process.Not yet started. Economic Development Director/ County Manager's Office 2/28/2023 Create a new economic development website Complete Economic Development Director/ County Manager's Office 7/1/2023 Create a new quarterly economic development newsletter Complete Development Services Director Meet with Stakeholders Complete Development Services Director Revise draft plan Complete Development Services Director Submit final plan In process. Assess landfill airspace capacity along with assuring appropriate, adequate coverage and availability of convenient sites for disposal services to meet the needs of the citizens Other Strategic Action 3 Provide education and resources to citizens to promote conservation of working farmland and stewardship of natural resources Other Strategic Action 3 4.1.2: Educate County departments about economic development priorities and their role in advancing those priorities Key Strategic Action 2 4.2.1: Implementation and completion of comprehensive growth plan for the County Key Strategic Action 3 HCBOC 042925 ws Pg. 143 Development Services Director Board of Commissioners approval In process. Development Services Director Fall 2026 Engaged Retail Strategies In process. Development Services Director/Economic Development On-going Make connections with property owners, developers, and retailers In process. Development Services Director Summer 2025 Master plan key corridors for major retail and commercial development In process. Economic Development Director 6/1/2024 Apply for Golden Leaf site development grant for site prep at industrial park Complete Economic Development Director Fall 2024 Partner with Town of Lillington to complete due diligence of 200 ac. industrial site In process. Economic Development Director 9/1/2024 County to purchase land for industrial park Complete. Purchase 65 acre site for industrial development. Economic Development Director Spring 2025 Develop and market 65 acre Harnett 95 industrial park In process. CIO RFP Complete CIO 9/30/2023 Fixed Wireless Implementation Complete CIO 1/1/2025 Great Grant Award Complete. Awarded to Brightspeed. CIO 1/1/2025 Phase 2 Implementation Entered into Phase 2 agreement with Cloudwyze CIO Spring 2026 Great Grant Award 2024 In process - Awarded to Brightspeed, Spectrum, & Cloudwyze CIO Spring 2026 CAB grant - state funded In process - Brightspeed CIO Spring 2026 CAB Grant stop gap In process - TBD County Administration and Economic Development Director TBD Meet with Gas Company to determine location & availability Discussed with Dominion and Piedmont Gas. In process. County Administration and Economic Development Director TBD Perform feasibility Study to determine cost & location Pending. Development Services Director/ County Manager's Office 12/1/2025 Phase 1 Existing Conditions Analysis In process. Development Services Director/ County Manager's Office Phase 2 Develop Solutions Pending. 4.3.1: Expand and diversify tax base with strategic and major retail and commercial development in key corridors, especially those with high population center with sales tax leakage in concert with the comprehensive growth plan for the County. 4.4.1: Increase availability of high speed Broadband throughout County Key Strategic Action 4 4.4.2: Seek to extend natural gas availability along strategic corridors identified for commercial growth Key Strategic Action 4 Key Strategic Action 3 4.3.2: Diversify tax base by attracting business and industry to bring higher paying jobs to the County with key businesses that make substantial development investments in the County Key Strategic Action 3 4.2.1: Implementation and completion of comprehensive growth plan for the County Key Strategic Action 3 4.4.3: Advocate and coordinate with NCDOT and transportation organizations and pursue enhanced transportation infrastructure to reduce congestion and increase access throughout the County Key Strategic Action 3 HCBOC 042925 ws Pg. 144 Development Services Director/ County Manager's Office Phase 3 Develop Preferred Alternatives Pending. Development Services Director/ County Manager's Office Phase 4 Project Adoption Pending. Steve Ward/MBD Consulting 4/30/2023 Submit plans for NCDEQ In process Steve Ward/MBD Consulting 5/3/2024 Receive authorization to Construct (ATC) permit In process Steve Ward/MBD Consulting 8/27/2024 Advertise and Bid Project Pump station portion only bid; not advising award as of this date; probably re-bid of both construction portions projected FY 2025 QTR3 6/30/2026 Construction Jetport Director Phase 1 - Land acquisition In process - awaiting approval from NCDOT Jetport Director Phase 2 Pending. Jetport Director Phase 3 Pending. Jetport Director Phase 1 Pending. Jetport Director Phase 2 Pending. Jetport Director Phase 3 Pending. PIO 6/30/2025 Phase 1 In process. Project Team 9/1/2025 Phase 2 - Resident Opinion Survey In process. Clerk to the Board/Information Technology 1/1/2025 Task 1: Determine application website automation In process. Clerk to the Board/Information Technology 3/31/2025 Task 2: Review agenda management software for participation and engagement In process. Clerk to the Board/Information Technology 6/30/2025 Task 3 - Implementation of software In process. 5.2.1: Develop an effective resident engagement strategy focused on creating a positive image for the County and promoting excellent customer service Key Strategic Action 4 5.4.1: Create and implement a new program which tracks participation and engagement levels of the Citizen Advisory Boards Key Strategic Action 4 4.4.3: Advocate and coordinate with NCDOT and transportation organizations and pursue enhanced transportation infrastructure to reduce congestion and increase access throughout the County Key Strategic Action 3 4.5.2: Create strategic growth plan for the Harnett Regional Jetport Key Strategic Action 4 4.5.1: Complete the Jetport Runway Key Strategic Action 4 4.4.4 Plan water and wastewater infrastructure to direct and attract residential, commercial and industrial growth toward targeted areas Key Strategic Action 4 HCBOC 042925 ws Pg. 145 Create and distribute bimonthly County newsletter in Harnett Regional Water bills Other Strategic Action 5 County Manager's Office/PIO/HRW 6/30/2024 Provide bimonthly inserts to HRW water bills 5 inserts provided over last reporting period, completed for current fiscal year. Implement use of video and storyboards to promote County events and educate citizens on County services and initiatives COMPLETE Other Strategic Action 5 Public Information, IT, Cooperative Extension, various departments 5/1/2022 This project is complete and effectiveness will be measured ongoing by the following KPIs: Total number of social media engagement for the Harnett County Government social media platforms % of citizens satisfied with County communication efforts Keeps citizens engaged in real time and demonstrates transparency and integrity resulting in increased trust of government processes. Complete Launch new engagement initiative to inform citizens and County employees through quarterly update meetings COMPLETE Other Strategic Action 5 Public Information and various other departments 7/1/2022 This project is complete and effectiveness will be measured ongoing by the following KPIs: Total attendance for quarterly citizen information sessions Total attendance for quarterly employee information sessions Gives citizens the opportunity to learn more about specific topics or issues. Complete Blue = Pending/ Not Yet Started Green = In-Process and On Target Yellow = Ongoing and Behind Target Red = Stopped/ Barrier to Completion Purple = Complete HCBOC 042925 ws Pg. 146 Goal Obj. #Strategic Objective KPI ID #Strategic Level KPIs Why is this KPI Important?KPI Type KPI Researcher Data Source Data Definition/Calculation KPI Approver When will KPI be measurable? FY20 Actuals FY21 Actuals FY22 Actuals FY23 Actuals FY24 Actuals FY25 Actuals Target for FY 2025 1.1 Maintain effective collaboration with Harnett County Schools to coordinate budget process, capital projects, and other initiatives 1.1.1 # of meetings conducted To maintain communication Workload Executive Assistant Calendar County Manager 30-Jun-23 1.1.2 % of BOC and BOE that are satisfied with the level of coordination To maintain communication Effective Executive Assistant Survey 95% satisfaction rating 1.1.3 # enrolled under the Harnett Promise Program Collaboration with the County, the Schools and the College Insures that an educated and qualified workforce is available for industry looking to locate in Harnett County. Encourages graduates to remain and invest in the County rather than moving to other areas. Workload Budget Director Central Carolina Community College County Manager 118 122 98 1.1.4 Graduation rate of the Harnett Promise program Collaboration with the County, the Schools and the College Insures that an educated and qualified workforce is available for industry looking to locate in Harnett County. Encourages graduates to remain and invest in the County rather than moving to other areas. Effective Budget Director Central Carolina Community College County Manager 80% graduation rate 1.2 Maintain a long-term funding plan for capital needs 1.2.1 # of capital projects funded for HCS Allows County/School to maintain a planned funding schedule of projects; keeps strategic plan on track for both Boards and eliminates diversions. Finance Officer and Budget Director Debt Affordability Analysis/Project Ledger - Munis Finance Officer and Budget Director 1 0 1 4 4 1.2.2 # of schools constructed for HCS To maintain proper school student ratio in the system; To address overcrowding as the population in the County grows Finance Officer Debt Affordability Analysis County Manager 0 0 1 Construct one school every 4 years 1.3 Attract, support, and retain highly qualified and experienced public school teachers and staff 1.3.1 Turnover rate for instructional staff Provides indication of staffing levels and if funding meets or has positive impact on teacher retention Budget Director Department of Public Instruction website County Manager 10.00%11.20%No greater than the state average rate (8.2%) 1.3.2 % vacancies on first day of school for instructional staff Provides indication of staffing levels and if funding meets or has positive impact on teacher retention Budget Director Department of Public Instruction website County Manager 2.50%2.40%No greater than the state average rate (4.0%) 1.3.3 % of instructional staff that transfers to another county Provides indication of staffing levels and if funding meets or has positive impact on teacher retention Budget Director Department of Public Instruction website County Manager 6.70%4.50%No greater than the state average rate (2.96%) 1.3.4 Student/teacher ratio for Harnett County Schools Met (Yes or No) Provides indication of staffing levels and if funding meets or has positive impact on teacher retention. Budget Director School Human Resources Department/NC School Report Cards Website County Manager Unknown - Pandemic Y Y 1:18-K; 1:16-1; 1:17 2- 3 (Y or N); 1:24 - 4-12 (Y or N) 1.4 Advocate for appropriate allocation of school funding from federal and state sources 1.4.1 % increase in state funding for Harnett County Schools (Operating) Need to ensure proper state funding for education purposes to relieve burden on HC tax payers. Harnett County Schools Finance Officer Harnett County Schools Finance Officer Calculate the percent change annually County Manager 3% increase in state funding 1.4.2 Adoption of state advocacy agenda To have proper policies and regulation to govern the school district's operations County Manager, Dept Heads County Manager, Dept Heads County Manager YesGoal 1: Superior EducationFY 2025 Harnett County Strategic Performance Scorecard HCBOC 042925 ws Pg. 147 Goal Obj. #Strategic Objective KPI ID #Strategic Level KPIs Why is this KPI Important?KPI Type KPI Researcher Data Source Data Definition/Calculation KPI Approver When will KPI be measurable? FY20 Actuals FY21 Actuals FY22 Actuals FY23 Actuals FY24 Actuals FY25 Actuals Target for FY 2025 FY 2025 Harnett County Strategic Performance Scorecard 2.1 Attract, retain and grow high performing employees 2.1.1 # of days to fill a vacant position Working to reduce the time it takes to fill a position will assist in tracking the efficiency of the hiring process and how our hiring resources are being used in the situations of unforeseen vacancies. Efficiency Recruiting Specialist/ HR Director Neogov Calculate the staff time for hiring process HR Director 12/31/2023 2.1.2 Countywide overall turnover rate Loss of employees is a revenue loss to the County (resources, training, time) Effective HR Director Tyler ERP Resignations/Terminations against total employee population HR Director Ongoing 11.35%17.58%15.37% Overall employee satisfaction Improve employee retention, morale, and to know the climate of the employee population Effective HR Director Employee Survey last conducted 2019 Repeat previous questions to gauge employee feedback and interest HR Director 12/31/2023 2.1.3 % of supervisors trained Employees moving up to a supervisory role from a peer role needs the tools and KSAs to be successful in the role. Investment in Effective HR Director Neogov Learn/CCCC/Consultant Supervisors trained against total supervisors HR Director 12/31/2023 2.2 Lead the organization with best finance and budget practices 2.2.1 Harnett County received a clean audit To meet fiduciary responsibilities to citizens Finance Officer, Budget Officer, HR Manager GFOA, ICMA County Manager 2.2.2 % of Undesignated Fund Balance Board policy. Bond Ratings Finance Officer, Budget Officer, HR Manager GFOA, ICMA County Manager 2.2.3 County Bond Rating Finance Officer, Budget Officer, HR Manager GFOA, ICMA County Manager 2.2.4 % variance actual annual expenditure to budget To meet fiduciary responsibilities to citizens Finance Officer, Budget Officer, HR Manager GFOA, ICMA County Manager 2.3 Foster culture of accountability through performance management and adherence to internal processes 2.3.1 % of Key Performance Indicators meeting established targets Validate the performance metrics of depts in coordination with the strategic plan Efficiency County Manager, Dept Heads Harnett County Annual Scorecard KPIs in development. Targets will be established in FY 25. County Manager 6/30/2024 2.3.2 % of Key Strategic Actions completed on time Validate schedules of projects and task associated with milestones Efficiency County Manager, Dept Heads Harnett County Key Strategic Action Report KPIs in development. Targets will be established in FY 25. County Manager 6/30/2024 2.3.3 % departments with Policies/ Standard Operating Procedures reviewed annually Internal review of processes affords accountability to the organization Efficiency County Manager, Dept Heads Individual departments conduct annual reviews. KPIs in development. Targets will be established in FY 25. County Manager 6/30/2024 2.3.4 % of Harnett employees acknowledging updated Policies/ Standard Operating Procedures Internal information on expectations for County staff Efficiency County Manager, Dept Heads Individual departments conduct annual reviews. KPIs in development. Targets will be established in FY 25. County Manager 6/30/2024 2.3.5 % of employees meeting or exceeding performance standards Management practices and HR assistance to lead and coach staff on work performance in organization Efficiency County Manager, Dept Heads Individual departments conduct annual reviews. KPIs in development. Targets will be established in FY 25. County Manager 6/30/2024 2.4 Seek new and best practice technology to improve processes in all operational areas 2.4.1 % of technology requests completed within a 4 day period. Provide excellent services to the internal and external customers Efficiency CIO Request Tracking software CIO 1/1/2024 90% within assigned SLA based on priority rating of requests2.4.2 % of uptime for Core technology systems Application and technology must be available to provide efficient and timely services to our customers Effective CIO Network monitoring software CIO 1/1/2024 99% uptime of systems outside of normal maintenance windows2.5 Improve resident and customer experiences through efficient, high quality service delivery and continuous improvement 2.5.1 # of continuous improvement projects implemented by the County Improvement Effective County Assistant Manager Rapid Process Improvement project charters Total number of projects closed in the FY. Assistant County Manager 6/30/2025 2.5.2 # of cyber security incidents Determine our core data and network security stance year over year IT Dept SEIM/SOC system along with actual incidents CIO 2.5.3 % of customers or citizens satisfied with overall county services Measures and provides a process for resident feedback for County services and provide levels of satisfaction and opinions. Community Relations Annual Citizens Survey County Manager, Department HeadsGoal 2: Organizational ExcellenceHCBOC 042925 ws Pg. 148 Goal Obj. #Strategic Objective KPI ID #Strategic Level KPIs Why is this KPI Important?KPI Type KPI Researcher Data Source Data Definition/Calculation KPI Approver When will KPI be measurable? FY20 Actuals FY21 Actuals FY22 Actuals FY23 Actuals FY24 Actuals FY25 Actuals Target for FY 2025 FY 2025 Harnett County Strategic Performance Scorecard 3.1 Preserve and enhance County residents' quality of life through open space, parks, recreation resources and greenways 3.1.1 # of acreage of Park Land To provide quality of life, health, and recreation of all citizens in all areas of the county. Workload Parks and Recreation Admin GIS Data in a excel spreadsheet Totals the acreage of all parcels Parks and Recreation Director 6/30/2023 1222 1426 1426 1426 1426 3.1.2 # of annual visitors to Harnett County Parks To provide accurate data in park usage rates to assist in determining park traffic and future planning. Workload Parks and Recreation Admin trafffic counters at each park- Departmental Reports- excel spreadsheet Adds total per park (with multipliers per park) Parks and Recreation Director 6/30/2023 193517 235016 240767 267869 316705 3.1.3 % of satisfied Parks and Recreation customers Effective citizen survey 3.1.4 # of miles of Greenway/Connector Trails To provide quality of life, health, and recreation for all citizens connecting all areas of the county and beyond. Workload Parks and Recreation Admin GIS Data Parks and Recreation Director 6/30/2024 9.65 17.02 17.02 17.62 18.02 3.2 Protect open space and natural resources 3.2.1 # of tons of soil saved from erosion Indicator of protection of water quality and soil health. Effective Natural Resource Conservationist CS2 Report out of system Soil and Water Director 6/30/2024 809 1858 1331 2139 29,970 3.2.2 # of acreage of conservation easement Indicator of conservation of natural resources and bolstering of agricultural economy and impacts on food supply and health and human safety. Effective Soil and Water Director VAD Enrollment/GIS Data/Deeds/ Farm Service Agency Field Maps Spreadsheet report and GIS Soil and Water Director 6/30/2024 23930 - VAD 333 - Cost Share 24219 - VAD 789 - Cost Share 25094 - VAD 702 - Cost Share 25311- VAD 1413 - Cost Share 26,400 - VAD 1,826 - Cost Share 3.3 Improve access to healthy food # of families utilizing the Women's Infants and Children program Providing access to food and nutrition. Workload Public Health Administrator: Debra Hawkins Case loads Health Director 32,007 participants, total $2,578,303 annually 40,224 participants, total $2,426,928 annually 41,537 participants, total $2,770,377 annually 42,937 participants, total $3,087.540 annually 38,131 participants, total $3,093,726 annually Base case load projected at 3,327 monthly # of Health and Nutrition programs taught to adults Providing education on how to increase access to healthy food and nutrition. Workload Family and Consumer Sciences Agent: Greg Huneycutt Extension Reporting System Cooperative Extension Director # of Health and Nutrition programs taught to youth Providing education on how to increase access to healthy food and nutrition. Workload 4-H Agent: Jackie Helton Extension Reporting System/4-H Online Cooperative Extension Director # of new beginning farmers Indicator of growing local food resources + economic viability of farming Workload Horticulture Agent: Selena McKoy; Agriculture Agent: Brian Parrish Extension Reporting System Cooperative Extension Director # of individuals who begin home food production by utilizing Cooperative Extension resources Providing education on growing your own food Workload Horticulture Agent: Selena McKoy Extension Reporting System Cooperative Extension Director # of individuals gaining knowledge of fruit and vegetable gardening Providing education on growing your own food Workload Horticulture Agent: Selena McKoy Extension Reporting System Cooperative Extension Director # of pounds of locally grown food donated to the local food pantries Access to healthy local foods is important to underserved audiences Workload Family and Consumer Sciences Agent, Agriculture Agent, 4-H Agent Extension Reporting System Cooperative Extension Director # of seniors utilizing the Elderly Nutrition Program Providing access to food and nutrition. Workload Public Health Administrator: Aging State reports Health Director 183 426 481 433 405 445 # of electronic Food and Nutrition Service applications Provide easy access to apply for the Food and Nutrition Service Program through E- pass. Workload DSS Program Administrator NC FAST system DSS Director 3.4 Decrease alcohol and drug abuse # of residents suffering from opiod abuse who receive service created from the Opiod Taskforce programs The more substance abuse patients we are able to provide support and resources to, the higher likelihood these patients will seek help and decrease abuse across the County. Workload Program Coordinator Future Program Records County Opioid/Substance Abuse Committee 30-Jun-24 # of opiod abuse education opportunities conducted Increased substance abuse education in the community will help residents not suffering from abuse assist their friends and loved ones who are, in turn decreased abuse Workload Program Coordinator Future Program Records County Opioid/Substance Abuse Committee 30-Jun-24 % of opiod recidivism (repeat calls to Opiod Taskfoce) This percentage will tell the effectiveness of the program and allow program operations to assess and revise as needed to provide the most beneficial service. Effective Program Coordinator Future Program Records County Opioid/Substance Abuse Committee n/a n/a n/a Number of in-home Narcan kits provided to patients treated for overdose symptoms. The more Narcan distributed to the population will help reduce the overall overdose mortality rate in Harnett County. Workload Community Paramedics Community Paramedic Program EMS Chief 7/31/2023 n/a n/a n/a Goal 3: Safe & Healthy CommunityHCBOC 042925 ws Pg. 149 Goal Obj. #Strategic Objective KPI ID #Strategic Level KPIs Why is this KPI Important?KPI Type KPI Researcher Data Source Data Definition/Calculation KPI Approver When will KPI be measurable? FY20 Actuals FY21 Actuals FY22 Actuals FY23 Actuals FY24 Actuals FY25 Actuals Target for FY 2025 FY 2025 Harnett County Strategic Performance Scorecard 3.5 Provide high quality emergency response and public safety % of emergency and public safety vehicles in preventive maintenance compliance Fiscal responsibility and safety of employees and citizens. Emergency vehicles need to be operational for instant response. All fleet vehicles, emergency and non-emergency, need to be serviced every 5,000 miles. Effective Fleet Mtnc. Supervisor TEAM Software System Reporting- EMS, Emergency Services, Sheriff, Animal Services Fleet Manager 30-Jun-23 Data Unavailable (old software) Data Unavailable (old software) Data Unavailable (migrating vehicles to Tyler EAM) 100% - 233 vehicles from 4 divisions in compliance. Number of rabies shots conducted per calendar year Rabies control is a pillar function of Animal Services - bite animals are a primary vector for potential rabies exposure Animal Services Manager PetPoint Software - Percentage of 'bite animals' compared to total # of calls Total # of rabies shots conducted per calendar year. Shorts are tracked on calendar year based tags General Services Director 853 709 1057 1432 2600 Number of Animal Adoptions Public shelters measure scuccess by lower number of euthanasia rates Animal Services Manager PetPoint Software - Percentage of LE request & reported aggressive/dangerous dog call to total calls General Services Director N/A N/A N/a N//a 30% Average EMS reponse time to calls from dispatch to on scene. The quicker EMS units and providers can arrive to the scene of calls, the quicker life- saving care can be administered to patients. Reducing these times by mere seconds can mean the difference between life and death for the residents of Harnett County. EMS Compliance Division ESO Sum of all response times / total number of calls EMS Chief Ongoing 11:10 11:42 11:08 10:24Goal 3: Safe & Healthy CommunityHCBOC 042925 ws Pg. 150 Goal Obj. #Strategic Objective KPI ID #Strategic Level KPIs Why is this KPI Important?KPI Type KPI Researcher Data Source Data Definition/Calculation KPI Approver When will KPI be measurable? FY20 Actuals FY21 Actuals FY22 Actuals FY23 Actuals FY24 Actuals FY25 Actuals Target for FY 2025 FY 2025 Harnett County Strategic Performance Scorecard Percentage of "alive at discharge" rescuccitation patients. "Alive at dishcarge" percentages allow us to know if our protocols and procudures are effective. This allows us to track trends and assess and adjust our training as needed to EMS Compliance Division ESO EMS Chief Ongoing 6.11% % of successful completion of Teen Court to total referred youth offenders To ensure Teen Court program provides an alternative sentencing method for misdemeandor youth offenders ages 10-18 to reduce the number of juvenile justice Program Manager NC Dept of PUblic Safety - NC ALLIES Clent Tracking software Successful termination = 'Clients will complete restitution or community service within the timeframe permitted by JCPC General Services Director Ongoing n/a n/a n/a N/A N/A 95% % of successful completion to total referred youth offenders Youth offender crime unchecked has a propensity to lead to adult crimes at higher increasing levels. Holding offenders accountable earlier, providing mentorship & counseling helps mitigate potential negative future impact. Effectiveness Youth Restitution / Community Service / Teen Court Program Manager NC Dept of Public Safety - NC ALLIES Client Tracking software Successful termination = "Clients will complete restitution or community services within the timeframe permitted by JCPC policy". - goals set annually General Services Director- Program Manager 98.53%100%100% 89.6% 95% 3.6 Support, promote and celebrate arts and culture # of art programs offered by or in partnership with Harnett County Government These activities enhance the quality of life, bring about personal enjoyment, enriching perspectives, intellectual stimulation, and opportunities for public involvement. Program Providers in County Departments Community Relations Director 4 27 49 53 # of participants attending or participating in arts related programs offered by or in partnership with Harnett County Government These activities enhance the quality of life, bring about personal enjoyment, enriching perspectives, intellectual stimulation, and opportunities for public involvement. Program Providers in County Departments Departmental Reports Community Relations Coordinator 2294 16981 11318 25,005 3.7 Support and promote transit system that allows citizen access to health, food and employment Average cost per mile Transit systems rely upon sufficient number of driver/operators to ensure demand does not overtake responsiveness. Reducing turnover rate is a primary concern. Efficency HARTS Transportation Manager Munis % of retained operators vs % of operator resignations General Services Director Dec-24 N/A N/A N/A N/A N/A 0.05$ % of trip denials Trip denials are largely due to resource shortage. Our target is to fulfill all customer requests for service on a timely basis. Workload HARTS Transportation Manager CTS software / Required NCDOT Reporting Operation Stats & Manager Monthly Tracking General Services Director N/A N/A N/A 1818 2303 150 % of satisfied customers Satisfied customers percentile indicates how well staff are meeting passenger expectations and the 'pulse' of the system Effectiveness HARTS Transportation Manager SURVEY General Services Director Dec-23 N/A N/A N/A 92.2% 95% 3.8 Maintain a balanced solid waste management system of efficient and economical refuse collection, recycling and disposal services # of tonnage received To track future needs of solid waste site and available landfill space and to meet regulation requirements. Admin Asst (Solid Waste)Material Analysis Report and inspections, annual landfill capacity study reports Solid Waste Director 36407 tons C&D 47942 tons C&D 46458 tons C&D 46313 tons C&D # of landfill users identifying # of users is critical in making sure we can continue to accomodate and provide adequate space and resources to make sure citizens can utilize the facility Traffic counters were ordered & received but haven't been installed at all sites Solid Waste Director # of pounds of pesticide containers recycled Agriculture Agent Extension Reporting System Cooperative Extension Director # of pounds of pesticide collected Farmers and agricultural businesses need a place to safely dispose of materials Agriculture Agent Extension Reporting System Cooperative Extension DirectorGoal 3: Safe & Healthy CommunityHCBOC 042925 ws Pg. 151 Goal Obj. #Strategic Objective KPI ID #Strategic Level KPIs Why is this KPI Important?KPI Type KPI Researcher Data Source Data Definition/Calculation KPI Approver When will KPI be measurable? FY20 Actuals FY21 Actuals FY22 Actuals FY23 Actuals FY24 Actuals FY25 Actuals Target for FY 2025 FY 2025 Harnett County Strategic Performance Scorecard 4.1 Provide an effective economic development program 4.1.1 # of Business Retention and Expansion touches Identifies opportunities in which to support existing businesses and industries Workload Business Retention and Expansion Director ED Staff tracking ED Director 6/30/2024 8 24 12 4.1.2 # and type of company Requests for Information Provides insight into market demand and product needs Workload ED Director & Business Retention and Expansion Director ED Staff tracking ED Director 06/30/24 118 4.2 Provide well-planned communities with smart and sustainable growth strategies # of permits issued for residential development Shows community is growing Workload Manager of Building Services Trakit Software Development Services Director 667 1,181 1,267 3,652 1,473 # of new preliminary major subdivisions shows number of planned developments Workload Manager of Planning Services Trakit Software Development Services Director 24 25 35 19 28 4.3 Attract and retain a diverse and viable tax base with increased commercial and retail # of commercial permits issued Shows number of businesses coming to the area Workload Manager of Building Services TBD Development Services Director 346 77 # of introductory and repeat product familiarization visits to include information requests Quantify potential business or commercial interest in Harnett County Workload ED Team ED Team staff tracking ED Director 29 4.4 Provide strategically-placed infrastructure for business and industry growth and attraction Amount of money allocated for CIP Shows commitment towards new infrastructure Effective HRW Admin/Staff HRWCIP HRW Director June 30, 2023 $7,948,752 $13,925,108.00 $16,254,205.00 $17,078,580.00 $41,724,918.00 # of active commercial water and sewer (utility accounts) Show business and industry growth Workload HRW Customer Svc Mgr.AUS Monthly Report HRW Director 621 618 633 674 730 4.5 Enhance Harnett Regional Jetport's function as an economic engine for the county # of take offs and landings Show usage of airfield which also helps with grant requests from the Division of Aviation Workload HRJ Director 1200 Aero HRJ Director 19,424 25,166 32,167 Track number of based aircraft at HRJ More aircraft equal more tax revenue and fuel sales Workload HRJ Director National Based Aircraft Registry HRJ Director 38 40 4.6 Foster upward mobility and reduce poverty Measure the amount of affordable housing Helps community members achieve affordable homes. Effective General Services TBD General Svcs Director Track average home value vs. median income Shows if community members economic status is improving Effective HUD TBD HUD 4.7 Leverage partners and stakeholders to enhance economic development capacity # partner engagement activities Connects employers and support organizations ED Team ED staff tracking ED Director 55 # of grants sought for funding opportunities Increase funding opportunities for Harnett County ED Team ` 1Goal 4: Economic StrengthHCBOC 042925 ws Pg. 152 Goal Obj. #Strategic Objective KPI ID #Strategic Level KPIs Why is this KPI Important?KPI Type KPI Researcher Data Source Data Definition/Calculation KPI Approver When will KPI be measurable? FY20 Actuals FY21 Actuals FY22 Actuals FY23 Actuals FY24 Actuals FY25 Actuals Target for FY 2025 FY 2025 Harnett County Strategic Performance Scorecard 5.1 Provide effective communication to citizens and businesses 5.1.1 # of opens for monthly citizen newsletter Informed citizens will be more engaged in community events and programs. Demonstrates how many citizens are engaged with County Government. Workload Community Relations Director with help from departments Mailchimp Analytics On June 30 (Yr. End) ALL open rates for each email sent to get the total for the FY. June 30, 2023 9646 7471 6622 6512 7996 5.1.2 Open Rate for citizen newsletter Informed citizens will be more engaged in community events and programs. Demonstrates how many citizens are engaged with County Government. Effective Community Relations Director Mailchimp Analytics On June 30 (Yr. End) Calculate the total # of opens divided by total recipeients X 100 37.22%30.17%27.27% 41.70%497.57% 5.1.3 Total number of social media engagements for the Harnett County Government social media platforms Keeps citizens updated on emergent and time sensitive information. Shows real-time engagement. Helps conveny information in a controlled and encourages public participation. Effective Community Relations Director Hootsuite Analytics- data pulls from the Harnett County Government Facebook, Twitter, and Instagram social media platforms Twitter: 3.85% Instagram: 4.3k & 0.81% Facebook: 5.03% & 109k Twitter: 2.72% Instagram: 2.2k & 1.36% Facebook: 3.30% and 57k Twitter: 6.04% Instagra: 1.7k & 1.65% Facebook: 10.54% & 32k Twitter: 3.55% Instagram: 1.7k & 1.28% Facebook: 4.75% & 33k Instagram: 2k & 2.98% Facebook: 3.74% & 80k 5.1.4 Total number of unique website views Keeps citizens updated on emergent and time sensitive information. Shows real-time engagement. Workload IT Department Google Analytics Hootsuite Analytics- data pulls metric from the Harnett County Government Facebook, Twitter, and Instagram social media platforms 948,743 945,740 1,098,575 746,779 696,949 5.1.5 % of citizens satisfied with County communication efforts (Ratings 3-5) Keeps citizens updated on emergent and time sensitive information. Shows real-time engagement. Helps County know Workload Community Relations Director with help from departments (working on pulling actuals f Citzen Communication Survey on Google Forms How many users visited a specific page where as pageviews display the total number of times any pages were visited, including multiple views from the same user. 73.8 5.1.6 % of eligible veterans receiving benefits This measure helps us to understand the effectiveness of our outreach efforts Effective Director of Veteran Services Dept. of Veteran Affairs % taken from a state report Director of Veteran Services June 30, 2023 5.1.7 % of citizens satisfied with County communication efforts (Ratings 3-5) Keeps citizens updated on emergent and time sensitive information. Shows real-time engagement. Helps County know Workload Community Relations Director with help from departments (working on pulling actuals f Citizen Communication Survey on Google Forms Citizens are asked to rate on a scale of 1 to 5 (1 being bad and 5 being excellent) the County's communication with its citizens. Google forms then runs analytics to give a percentage on each scale rating based on all survey responses 3= 74, 4=45, 5=5: 3= 44%, 4= 27%, 5= 3%= total: 74% N/A N/A N/A N/A 5.2 Provide opportunities for citizens to engage meaningfully with County government 5.2.1 # of county events publicized on the community calendar and social media platforms Allows citizens to interact face-to-face or virtually with county staff in smaller group settings to discuss specific county initiatives. Allows departments to target specific program participants. Workload Community Relations Director Harnett County Event tracker maintained by Community Relations. Survey Monkey--- Hootsuite tracks this information as well 'how many post' Total the number of events tracked annually. Community Relations Director 30-Jun-23 N/A N/A N/A 669 436 5.2.2 # of participants in citizen information sessions Shows the number of citizens that want to engage and learn more about County government. Workload Community Relations Director Harnett County Event tracker maintained by Community Relations. Survey Monkey System will calculate the total # of individuals that attended both the in person session and virtual session. Community Relations Director Beginning FY 2024 N/A N/A N/A 27 registered: 22 in-person, 3 online October event: 24 Registered: 6 attended in person || February event: 18 registered: 5.2.3 % of Harnett County population that are registered voters Measures civic engagement Effective Board of Elections staff State Board of Elections Website, US Census Registered voters from State Board Data divided by HC Population from Census. Board of Elections Director 30-Jun-23 57%58%59% 59%61% 5.2.4 % of voter turnout for Harnett County registered voters Measures civic engagement Effective Board of Elections staff State Board of Elections Website, US Census # of voter turnout divided by # of registered voters for that election - calculate percentage for the FY. Board of Elections Director 30-Jun-23 24.61%71.02%15.45% 44.16%20.81% 5.2.5 % of Harnett County citizens with active Library cards Citizens participating and engaging with library resources Effective Library Director Evergreen Software # of active library accounts divided by # of citizens from Census Library Director 30-Jun-23 67.91%71.27%75.14% 79.84%86.62% 5.2.6 % of citizens satisfied with County engagement efforts The County distributes a communication survey which tracks satisfaction with communication efforts. Allows citizens to provide feedback so the County can make changes to increase citizen satisfaction. Effective Community Relations Director Google Analytics- Google Form Survey. Citizens are asked to rate on a scale of 1 to 5 (1 being bad and 5 being excellent) the County's level of engagement with its citizens. Google forms runs analytics to give a percentage on each scale rating based on all survey responses. "Satisfied"= 3 or above Community Relations Director 30-Jun-23 3= 41, 4=20, 5=8. 3=42%, 4=12%, 5=4.7%= TOTAL 64.7% N/A N/A N/A N/A 5.3 Provide effective internal communications and engagement with employees 5.3.1 # of opens for monthly employee newsletter. Shows the number of employees who are engaged with and knowledgably about County Government. Workload IT Department Microsoft Outlook Total number of opens Community Relations DirectorGoal 5: Informed & Engaged CitizensHCBOC 042925 ws Pg. 153 Goal Obj. #Strategic Objective KPI ID #Strategic Level KPIs Why is this KPI Important?KPI Type KPI Researcher Data Source Data Definition/Calculation KPI Approver When will KPI be measurable? FY20 Actuals FY21 Actuals FY22 Actuals FY23 Actuals FY24 Actuals FY25 Actuals Target for FY 2025 FY 2025 Harnett County Strategic Performance Scorecard 5.3.2 Open Rate for employee newsletter Effective IT Department Microsoft Outlook Community Relations Director 5.3.3 % of employees satisfied with internal county communications efforts with employees Shows the number of employees who are satisfied with county community efforts Allows employees to provide anonymous feedback and input for added programs and services. Allows County to make needed changes to increase employee satisfaction. Effective Community Relations Director with help from departments Microsoft Outlook Google Forms. Employees are asked to rate on a scale of 1 to 5 (1 being bad and 5 being excellent) the County's internal communication with its employees. Google forms runs analytics to give a % on each scale rating based on survey responses. Add 3 or greater together Community Relations Director with help from departments 30-Jun-23 87.50% Will recevie data after August 9 survey ends for employees 5.3.4 # of participants in employee information sessions Shows the number of employees that want to engage and learn more about County Government and policies Workload Community Relations Director with help from departments Employee Communications Survey via Google forms Number of individuals that attended both the in person session and virtual session for each quarter. Calculated by adding up total number of attendees throughout the year. N/A N/A N/A No event was held No event was held 5.4 Strengthen Citizen Advisory Boards and Committees program 5.4.1 # of Citizens serving on Appointed Boards and Committees Annually Shows citizens commitment to public service and support for operational decision making Workload Legal Department Master tracking list Add total Clerk to the Board 30-Jun-23 57.00 162 5.4.2 # of Applications to serve on County Boards or committee received. Shows the level of interest among the public. Workload Legal Department Excel tracker / Review of BOC Agenda form for Previous Actuals Add total Clerk to the Board 30-Jun-23 45 5.4.3 # of citizens appointed to County Boards or committees. Shows citizens commitment to public service and support for operational decision making Workload Legal Department Excel Tracker Add total Clerk to the Board 30-Jun-23 14 73 75 38 56Goal 5: Informed & Engaged CitizensHCBOC 042925 ws Pg. 154 TEAM Harnett Performance Management -KSA/OSA At A Glance Information TEAM QTR 3 2023 QTR 4 2023 QTR 1 2024 QTR 2 2024 QTR 3 2024 QTR 4 2024 QTR 1 2025 QTR 2 2025 QTR 3 2025 QTR 1 2025 TEAM 1 Pending 0 0 0 0 0 0 0 0 0 In-Process 2 1 4 4 2 0 5 3 2 Completed 4 5 1 1 3 5 0 2 3 TOTALS 6 6 5 5 5 5 5 5 5 TEAM 2 Pending 4 4 2 2 2 2 3 3 2 In-Process 4 2 6 6 5 4 3 3 4 Completed 4 6 0 0 1 2 1 1 1 TOTALS 12 12 8 8 8 8 7 7 7 TEAM 3 Pending 6 5 1 1 1 0 3 3 1 In-Process 1 1 5 5 5 6 10 10 12 Completed 1 2 1 1 1 1 1 1 1 TOTALS 8 8 7 7 7 7 14 14 14 TEAM 4 Pending 5 4 2 1 1 0 3 3 1 In-Process 1 2 4 5 4 4 7 7 9 Completed 0 0 0 0 1 2 1 1 1 TOTALS 6 6 6 6 6 6 11 11 11 TEAM 5 Pending 0 0 0 0 0 0 1 0 0 In-Process 1 1 2 2 2 0 2 3 3 Completed 4 4 3 3 3 5 2 2 2 TOTALS 5 5 5 5 5 5 5 5 TEAM TOTALS Pending 15 13 5 4 4 2 10 9 4 In-Process 9 7 21 22 18 14 27 26 30 Completed 13 17 5 5 9 15 5 7 8 TOTALS 37 37 31 31 31 31 42 42 42 PERCENTAGES Pending 41%35%16%13%13%6%24%21%10% In-Process 24%19%68%71%58%46%64%62%71% Completed 35%46%16%16%29%48%12%17%19% TOTALS 100%100%100%100%100%100%100%100%100% HCBOC 042925 ws Pg. 155 FY2025 QUARTER 3 TEAM HARNETT PERFORMANCE MANAGEMENT PLAN UPDATE April 29, 2025 HCBOC 042925 ws Pg. 156 Status of Key Strategic Actions and Critical Projects for 3rd Quarter FY 2025 •For FY2025, 42 Key Strategic Actions (11 new as of July 1, 2024) and Other Strategic Actions directly related to Harnett County Strategic Plan will be reviewed •Status as of December 31, 2024, Quarter 2: 21% are pending action 62% are In-Process 17% are Completed •Status as of March 31, 2025, Quarter 3: 10% are pending action 71% are In-Process 19% are Completed HCBOC 042925 ws Pg. 157 Progress and Initiatives TEAM Harnett maintained its focus on implementing the newly adopted Key Strategic Actions and specific efforts during this 3rd quarter included: •Preparing action plans to identify items in the Strategic Plan •Finalized necessary information to include software subscription costs in upcoming budget to maintain a streamlined and transparent performance management process •This software will provide data automation and make it easier for staff and residents to access information HCBOC 042925 ws Pg. 158 Questions? HCBOC 042925 ws Pg. 159