Pages: 2013
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2013

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2013 Board Goals

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Chris H. Smith

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Information Technology Services

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Strengthening and Building Partnerships

  1. Education

    1. Work with the Wake County Public School System on a capital program which will be supported by the citizens and voters of Wake County for a scheduled bond referendum in the Fall of 2013.

  2. The Economy and Jobs and Investment
  3.  
    1. Develop and approve a budget for fiscal year 2013-2014 that maintains the property tax rate at 53.4 cents.

    2. Continue to work with Wake Technical Community College, the Wake Economic Development Program, North Carolina State University and existing businesses to attract new jobs, to retain jobs and to provide training to individuals in transition.

    3. Evaluate regulations, fees and/or practices to encourage business investment/re-investment (without sacrificing other public policy objectives).

  4. Public Safety
  5.  
    1. Work with the City of Raleigh, the Sheriff's Office and other municipalities to develop a plan to upgrade the existing computer-aided dispatch system and 800 MHz public safety radio communication system.

    2. Continue discussions with contracted service providers to identify consolidation opportunities in fire/ rescue services and EMS delivery, and identify other strategies that will yield more effective and efficient fire/rescue, emergency medical services and emergency communications.

    3. Support the work of the Sheriff's Office, the Task Force for Safe Schools in Wake County and other community stakeholders to identify and implement public safety and behavioral health strategies for safe schools in Wake County.

  6. Behavioral Health
  7.  
    1. Work with Alliance Behavioral Healthcare and complete the transition of County-operated behavioral health services to UNC Health Care and other community providers.

    2. Continue to develop the partnerships with UNC Health Care and Alliance Behavioral Healthcare to maximize the County's funding to yield enhanced services within the mental health continuum of care.

  8. New "Infrastructure" Partnerships
  9.  
    1. Develop and implement a "competitive community-wide" process to maximize return on investment for the tourism industry and to allocate up to $6 million in hotel/motel and prepared food and beverage tax revenues.

    2. Develop and implement a "competitive community-wide" process to allocate Community Capital one-time funds to assist non-profits address community issues.

  10. Transit
  11.  
    1. Evaluate Draft Wake County Transit Plan and initiate community discussion on plan elements, alternatives to the plan and assess support for a voter referendum.

  12. Continuing Goals from Prior Years
  13.  
    1. Animal Welfare: Develop and implement cost-effective, life-saving programs and practices, in partnership with public and private organization in the community, to increase the live-release rate of healthy and adoptable animals receiving at the Wake County Animal Shelter.

    2. Human Capital:
      1. Implement plans to deliver Human Services that will enable citizens to achieve and/or maintain middle class status, ultimately reducing dependence on government support.
      2. Continue collaboration with partners and stakeholders and implementation of strategies to bolster positive youth development.
      3. Work in collaboration with community partners and stakeholders to develop the 2013 Community Assessment.

    3. Open Space/Farm Preservation
      1. Implement the County's priority to environmental stewardship by protecting open space and through partnerships increase access to natural areas through the expansion of greenways in Wake County.
      2. Work with Wake County's farm and agribusiness community to facilitate their efforts for farmland preservation and economic viability.

    4. Continue to maintain the County's AAA credit rating with all three rating agencies.

    5. Annexation and ETJ Criteria: Work with the Planning Board and municipalities to evaluate the impact of recent legislative changes on annexation and the County's policies and criteria for the extension of municipal ETJs.

    6. Urban County Leadership: Continue to take a leadership role among the largest urbanizing counties to discuss and promote common issues in the State Legislature, NCACC and NACo.

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Content Type: Article Page
Version: 3.0
Created at 3/14/2014 1:59 PM by Chris H. Smith
Last modified at 3/14/2014 2:04 PM by Chris H. Smith
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