Bladen County, North Carolina Strategic Plan: 2022-2032 - Presented by: Board Docs
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Presented by: 1 | Bladen County, North Carolina Strategic Plan: 2022-2032
2 | Bladen County, North Carolina Strategic Plan: 2022-2032
Strategic Plan At-A-Glance
Vision
Bladen County will be a safe, welcoming community known for our outdoor amenities and growing,
rural atmosphere. We promote a vibrant economy, healthy and active lifestyles, and nurture a love
of lifelong learning for all our diverse residents.
Mission
Bladen County is dedicated to providing customer focused county services efficiently and
responsibly.
Values
• Safety: Being proactive in our efforts to insure safe work environments.
• Integrity: Being honest, trustworthy, and forthright.
• Respect: Valuing people and treating them in a professional manner.
• Communication: Providing useful information in an effort to encourage and foster
community involvement.
• Punctuality and Timeliness: Being prompt in daily activities and service to customers.
• Reliability: Consistently providing high quality services.
• Accountability: Being responsible stewards of public resources.
Focus Areas and Vision Statements
Bladen County’s Strategic Plan contains six focus areas with vision statements and top priorities for
each area.
Focus Area and Goal Statements
Environment and Agriculture
Bladen will be a vibrant agriculture, forestry, and outdoor recreation
community for all by educating our residents, encouraging greater
economic development, and promoting sustainable practices.
Healthy Community
Bladen County will become a healthy community through
empowering citizens to lead life-long, healthy, active lifestyles by
providing access to comprehensive, quality health care, and related
resources.
3 | Bladen County, North Carolina Strategic Plan: 2022-2032
Quality Education
Bladen County will commit to using all resources and stakeholders to
engage all of our residents in order to foster the love of learning,
encourage the exploration of different pathways toward college
and/or career, and include personal development as life-long learners
and productive citizens through our educational agencies.
Prosperous Economy
Bladen County will become a growing community with a diverse
economy and workforce that attracts and grows businesses and
industries while promoting a welcoming environment for all people to
live, work, and play.
Safe and Prepared Community
Bladen County will continue to grow, adapt, and evolve Fire, EMS, and
Law Enforcement services to provide the highest level of service and
protection to citizens by working in cooperation with communities to
proactively identify and address areas of need.
Community Infrastructure, Housing, and Transit
Bladen County will be a small but vibrant diverse rural community
that utilizes innovative techniques along with collaborative
partnerships and boasts the infrastructure required to sustain
Industrial, Commercial and Residential growth.
4 | Bladen County, North Carolina Strategic Plan: 2022-2032
Creating the Strategic Plan The Bladen County Board of Commissioners and staff jointly developed the strategic plan from May 2021—February 2022. The following timeline depicts the strategic planning process: • May and June 2021: Board of Commissioners and Staff Kick-Off Sessions • July 2021: Board of Commissioners Planning Retreat • August 2021: Workgroup Kick-Off Session • September-November 2021: Workgroup Planning Meetings • October 2021: Citizen Café Engagement Sessions • October-November 2021: Citizen Engagement Survey • December 2021: Board of Commissioners Planning Retreat and Workgroup Presentations • December 2021-January 2022: Draft the Strategic Plan • January 2022: Board of Commissioners Strategic Plan Review Session • February 2022: Finalize and Adopt the Strategic Plan Why Think Strategically? The Bladen County Strategic Plan is the County’s overall guiding framework for activities and operations moving forward. Strategic planning provides clarity, direction, and focus, with a forward-looking emphasis. This plan clearly communicates the message of “who we are and what we want our County to be in the future.” The strategic plan identifies organizational priorities and subsequent objectives to successfully meet these goals. The purpose of the Strategic Plan is to: 1. Set the focus for the County (establish priorities) 2. Define the County’s actions and investments; and 3. Direct the achievement of short-term and long-term goals The Strategic Plan will be used to: 1. Focus the County’s organizational efforts and resources 2. Set priorities for annual retreats and staff work plans 3. Evaluate progress toward achieving its vision 4. Assess/adjust the County’s direction in response to our changing environment 5. Serve as a decision-making filter for the consideration of legislative actions To develop this plan, County leadership consulted employees, citizens, and business leaders for guidance into the future direction of Bladen County. Robust input was received from a myriad of community stakeholders. Feedback was received through various avenues including, workgroups, community forums, online survey responses, as well as meeting with the elected officials. The executive summary of the stakeholder input efforts in included as Appendix Item Three. The current plan reflects the cumulative ambitions and expectations of these stakeholders. The resulting Bladen County Strategic Plan outlines six primary focus areas. These areas represent the foundational elements that all stakeholders identified as crucial for our community’s successful development. Each focus area was further defined to include primary priorities. These priorities are activities to ensure successful achievement of the broader focus areas. 5 | Bladen County, North Carolina Strategic Plan: 2022-2032
Implementation
The Board of Commissioners will endeavor to successfully implement the Bladen County
Strategic Plan. The Board will use the plan to guide its decision-making to ensure that their
decisions are aligned with the priorities laid out in the plan. The County Manager has the overall
responsibility for implementing the plan and will work in conjunction with the county staff to
achieve results envisioned by Board and the community. The success of the strategic plan requires
the collaboration and support of the entire community, including other governments, educational,
health, and safety institutions, private businesses, non-profits, residents, and employees. The Board
and the Manager will develop and nurture partnerships with the community to successfully
implement the plan.
Oversight and monitoring of the plan will be essential in order to maintain momentum and focus.
The Board will consider the following activities to oversee the plan:
• The Board may assign individual Commissioners as a liaison to support the implementation
of specific initiatives.
• Creation of one or more strategic plan advisory boards. The workgroups have demonstrated
the success and importance of community involvement in the strategic plan.
• An annual strategic planning retreat for the Board to review progress and work in
conjunction with the County Manager and staff to recommend projects, programs, or
initiatives that advance the strategic plan.
• Regular progress reports to apprise the Board on the status of strategic plan efforts.
• Regular performance measure updates to help the Board understand how the impacts of
their decisions influence the results they are trying to achieve.
• Individuals will be assigned accountability and timelines for specific activities. Performance
appraisals for those individuals will consider annual progress made.
Handling Emerging Issues
As the strategic plan is intended to be a living document, the Board will be prepared to adhere to
established priorities while being prepared for emergent issues at the same time. The staff and
Board will add new priorities to the plan and adjust timelines of existing work to accommodate the
additional workload. The Board and staff will apply the following criteria to reevaluate priorities
that should be considered outside of the strategic plan and/or annual budget process. While it is
unlikely that any issue will meet all of the criteria, the decision filters will help Board and staff
evaluate emerging opportunities. The criteria include:
• Alignment with Strategic Plan (or other adopted plans)
• Cost / Available Funding
• Opportunity; Urgency / Timing
• Level of Community Support or Demand
• Return on Investment
• Capitalizing on Strengths and Addressing our Weaknesses
6 | Bladen County, North Carolina Strategic Plan: 2022-2032Bladen County’s Strategic Plan Vision, Mission, and Values The Bladen County Board of Commissioners developed a new vision statement to accompany the county’s values. Additionally, the Board decided to move the previous vision statement as a county’s mission statement. The vision statement is a “big picture” statement of what Bladen County would like the community to be in the future. The mission statement describes why Bladen County exists and how the county will achieve its vision. The values are the core principles that define Bladen County’s management style and guide staff, leadership, and Board behavior. The vision and mission statements will guide the work of Bladen County, ensuring that all activities it undertakes will help achieve the vision. Vision: Bladen County is a safe, welcoming community known for our outdoor amenities and growing, rural atmosphere. We promote a vibrant economy, healthy and active lifestyles, and nurture a love of lifelong learning for all our diverse residents. Mission: Bladen County is dedicated to providing customer focused county services efficiently and responsibly. Values: • Safety: Being proactive in our efforts to insure safe work environments. • Integrity: Being honest, trustworthy, and forthright. 7 | Bladen County, North Carolina Strategic Plan: 2022-2032
• Respect: Valuing people and treating them in a professional manner.
• Communication: Providing useful information in an effort to encourage and foster
community involvement.
• Punctuality and Timeliness: Being prompt in daily activities and service to customers.
• Reliability: Consistently providing high quality services.
• Accountability: Being responsible stewards of public resources.
Focus Areas, Priorities, and Performance Measures
The strategic plan includes six focus areas—environment and agriculture, healthy community,
quality education, prosperous economy, safe and prepared community, and community
infrastructure, housing, and transit. The following information describes the goal statement of each
focus area, the priorities, and performance measures.
Appendix Item One includes sample tactics Bladen County can purse to achieve the outlined focus
area goals.
Environment and Agriculture
Bladen County will be a vibrant agriculture, forestry, and outdoor
recreation community for all by educating our residents,
encouraging greater economic development, and promoting
sustainable practices.
Priorities
• Educate and encourage young people about the employment opportunities in agriculture,
forestry and the environment.
• Promote, educate, and connect minority and Veteran farmers to programs and resources.
• Focus on practices that make agriculture and forestry industries profitable and
economically and environmentally sustainable.
• Research and encourage practices to build the infrastructure to support and recruit
businesses for agriculture, forestry and the environment (i.e. ag and forestry supplies and
equipment).
• Expand marketing and outreach to citizens and farmers so they are aware of the importance
of agriculture and forestry to the Bladen County economy.
Performance Measures
• High, national rankings in environment and agriculture compared to other similarly sized
counties
• Decreased average age of farmers
8 | Bladen County, North Carolina Strategic Plan: 2022-2032Healthy Community
Bladen County will become a healthy community through
empowering citizens to lead life-long, healthy, active lifestyles by
providing access to comprehensive, quality health care, and
related resources.
Priorities
• Utilize a mobile unit with health department nurses, student nurses, and community
paramedics to provide clinics, community events, outreach, and prevention to county
residents; additionally, utilize the mobile unit for disaster response.
• Plan for a multigenerational community center to include adult daycare; provide routine,
scheduled transportation from and to the community center to reach all areas of the county.
• Plan for a comprehensive health campus—for all insured and uninsured—to include mental
and behavioral health, public health, Department of Aging and Social Services, and
recreational services.
• Plan for a new county hospital with improved access to care and expanded health care
specialties.
• Expand recreational areas, parks, and walking trails throughout the county.
• Assure all residents have access to health insurance.
• Improve the coordination and leadership on all health-related issues for the county.
Performance Measures
• Improved statewide rankings in health outcomes and health factors
• Decreased heart-related deaths
• Improvements in top five causes of morbidity and mortality
Quality Education
Bladen County will commit to using all resources and
stakeholders to engage all of our residents in order to foster the
love of learning, encourage the exploration of different pathways
toward college and/or career, and include personal development
as life-long learners and productive citizens through our
educational agencies.
Priorities
• Recruit and keep highly qualified teachers.
• Provide universal pre-K for all 3–4-year-olds in the county.
• Upgrade educational facilities.
• Provide parenting resources through seminars and workshops.
• Celebrate teacher and student success.
• Provide diagnostic assessments for students.
9 | Bladen County, North Carolina Strategic Plan: 2022-2032• Develop a strategic marketing plan to reflect the quality of Bladen County’s educational
offerings.
Performance Measures
• Increased standardized testing scores
• Increased high school graduation rates
• Increased teacher effectiveness, as shown through end of year evaluation ratings
Prosperous Economy
Bladen County will become a growing community with a diverse
economy and workforce that attracts and grows businesses and
industries while promoting a welcoming environment for all
people to live, work, and play.
Priorities
• Boost a business environment where businesses—small, large, veteran, and minority-owned—
can start up and grow.
• Market the county’s educational opportunities and affordable housing.
• Invest in business and attractions which generate revenue to fund the critical services for
residents.
• Identify service and retail gaps in the economy and actively promote opportunities for new
businesses.
• Support K-14 education to seamlessly aid students in developing business skills, workforce
training, and/or college preparedness.
• Attract visitors from outside the area to use the variety of recreational, entertainment, and
shopping experiences.
• Continue to offer a variety of outdoor experiences and invest in the maintenance/continual
building of these infrastructures.
Performance Measures
• Increased tourism
• Increased business start-ups
10 | Bladen County, North Carolina Strategic Plan: 2022-2032Safe and Prepared Community
Bladen County will partner with the community and develop
proactive solutions toward making the county a safe and
enjoyable place to live, work, play, and visit. Bladen County will
also continue to grow, adapt, and evolve Fire, EMS, and Law
Enforcement services to provide the highest level of service and
protection to our citizens by working in cooperation with the
communities of Bladen County to proactively identify and address
areas of need.
Priorities
• Reduce response time for Fire, EMS, and Law Enforcement
• Explore options to enhance the level of service delivery, including increased paid staff for
Bladen County’s Non-Municipal Fire Departments and EMS staff.
• Update the physical and technological capabilities of the Emergency Operations Center (EOC) in
order to provide the highest level of service and protection to Bladen County in response to
natural or manmade disasters, disease outbreaks, and other public health emergencies.
• Improve communication and use of technology to enhance coordination amongst agencies and
improve dispatch throughout the county.
• Implement Public Safety Department First Responder Youth Recruitment/Involvement
programs to increase volunteer and professional interest in Bladen County Fire, EMS, and Law
Enforcement.
Performance Measures
• Reduce response time for Fire, EMS, and Law Enforcement
Community Infrastructure, Housing, and Transit
Bladen County will be a small but vibrant diverse rural community
that utilizes innovative techniques along with collaborative
partnerships and boasts the infrastructure required to sustain
Industrial, Commercial and Residential growth.
Priorities
• Invest in market driven housing options that have the needed infrastructure to support growth.
• Facilitate the expansion of Day Care facilities within the county.
• Establish a sewer system that connects surrounding areas/towns to Elizabethtown.
• Establish broadband access for residents throughout the entire county, including rural areas.
• Leverage the local airport as an asset to support future growth of the county.
11 | Bladen County, North Carolina Strategic Plan: 2022-2032• Support infrastructure expansion in industrial parks (water, sewer, roads, broadband, natural
gas, and buildings).
• Market the benefits of Bladen County as an attractive place to live, work, and play.
Performance Measures
• Increased population
• Increased tax value
• Increased number of developable lots
12 | Bladen County, North Carolina Strategic Plan: 2022-2032Appendix Item One
Sample Tactical Actions for Each Focus Area
During the strategic planning process, the Board of Commissioners and community workgroups
brainstormed the types of tactical actions they would like to see pursued to help achieve Bladen
County’s mission. As a number of factors—ranging from funding and staff time to available land or
commitment from other community partners—will impact the timing of the implementation of
these tactics, they are shared here as sample actions to consider.
The tables below identify sample tactical items, the responsible Bladen County agency(s), and
proposed timelines for each focus area’s strategic priorities. In the “timeline” column, near-term
refers to 1-2 years; mid-term refers to 3-5 years; long-term refers to 5 or more years; and ongoing
refers to continuous work on the priority.
Environment and Agriculture
Strategic Priorities Sample Tactical Actions Lead Timeline
Agency(s)
Educate and encourage • Promote 4H and FFA in • Cooperative • Near-
young people about the schools Extension Term
employment opportunities • Partner with Bladen • Bladen • Ongoing
in agriculture, forestry, and County Schools and County
the environment. Bladen Community Schools
College to promote • Bladen
agricultural careers Community
College
Promote, educate, and • Identify and develop • Cooperative • Near-
connect minority and resource lists of state, Extension Term
Veteran farmers to federal, and private
programs and resources. programs for minority
and veteran farmers
• Develop partnerships
with veteran and
minority groups to
promote agriculture
Focus on practices that • Identify grant • Extension, • Mid-Term
make agriculture and opportunities to Soil and
forestry industries support the local Water, Forest
profitable and agriculture and forestry Service, and
economically and industries Tax Office
environmentally • Promote Present Use
sustainable. Value program to defer
property taxes for
13 | Bladen County, North Carolina Strategic Plan: 2022-2032Strategic Priorities Sample Tactical Actions Lead Timeline
Agency(s)
agriculture and forest
land
• Promote land
designations to
preserve rural land
• Provide training and
education on
environmentally
sustainable agriculture
practices
• Encourage farming on
unused lands
Research and encourage • Research best practices • Economic • Mid-Term
practices to build the to build infrastructure Development,
infrastructure to support to support and recruit Extension,
and recruit businesses for businesses Soil and
agriculture, forestry and • Partner with economic Water, and
the environment (i.e. ag development business Forest
and forestry supplies and recruitment efforts to Service
equipment). bring retail and
wholesale businesses to
the county that support
agriculture and forestry
Expand marketing and • Expand role of the • Economic • Near-
outreach to citizens and Voluntary Agriculture Development, Term
farmers, so they are aware district Extension, • Ongoing
of the importance of • Promote and highlight and Forest
agriculture and forestry to the importance of Service
the Bladen County agriculture in the
economy. communities and the
entire county
• Research and educate
farmers and
landowners about new
agriculture and forestry
markets
• Research agriculture
and forestry leadership
programs
14 | Bladen County, North Carolina Strategic Plan: 2022-2032Healthy Community
Strategic Priorities Sample Tactical Lead Agency(s) Timeline
Actions
Utilize a mobile unit with • Work with private • Health • Mid-Term
health department partners (e.g. Trillium) Department
nurses, student nurses, to utilize a mobile unit • Trillium Health
and community • Research and assess
paramedics to provide unique health needs of
clinics, community
different parts of the
events, outreach, and
county
prevention to county
residents; additionally, • Develop plan for
utilize the mobile unit for mobile health access
disaster response. throughout the county
• Develop staffing plan
• Explore a county-
owned mobile unit to
be used more broadly
for disaster response,
community events, etc.
Plan for a • Develop proposed uses • Aging • Long-Term
multigenerational and programming for a • Parks and
community center to community center Recreation
include adult daycare; • Develop financing plan • Health
provide routine, • Develop partnerships • BARTS
scheduled transportation with private sector
from and to the
community center to
reach all areas of the
county.
Plan for a comprehensive • Identify gaps in service • Health • Long-Term
health campus—for all at current campus • Operations
insured and uninsured— • Develop proposed uses • Cape Fear
to include mental and and programming for a Valley Hospital
behavior health, public health campus • Trillium
health, Department of • Develop financing plan
Aging and Social Services, and explore outside
and recreational resources
services. • Develop partnerships
with private sector
Plan for a new county • Explore options for • Health • Long-Term
hospital with improved new hospital with Department
access to care and private sector partners • Cape Fear
expanded health care • Create planning Valley Hospital
specialties. committee to provide
15 | Bladen County, North Carolina Strategic Plan: 2022-2032Strategic Priorities Sample Tactical Lead Agency(s) Timeline
Actions
ongoing focus to new
or expanded hospital
• Explore satellite health
facilities
• Explore expanded
primary care
Expand recreational • Identify existing • Parks and • Near-Term
areas, parks, walking county/school Recreation • Long-Term
trails throughout the system/municipality • Bladen County
county owned property that Schools
may be used to add • Municipalities
amenities at low cost
• Inventory and publicize
the various public and
private parks and trails
in the county
• Partner with other
towns, schools, local
employers, etc. to
identify property that
may be used to add
amenities at low cost
• Develop a parks, trails,
open space master plan
for the county
• Purchase new land to
build new amenities
Assure all residents have • Identify lack of • County • Near-Term
access to health insurance gaps in Commissioners
insurance. Bladen County’s • Economic
population Development
• Support legislation that • Health
increases access to
insurance
• Provide outreach and
marketing to help
eligible residents
access health insurance
• Recruit employers that
provide health
insurance as part of
their employee benefits
• Increase community
awareness of medical
16 | Bladen County, North Carolina Strategic Plan: 2022-2032Strategic Priorities Sample Tactical Lead Agency(s) Timeline
Actions
facilities that exist in
the County
Improve the • Improve • County • Ongoing
coordination and communication and Commissioners
leadership on all health- coordination of • Health
related issues for the strategies among Department
county health care providers • Healthy Bladen
through Healthy Bladen Committee
Committee • Cape Fear
• Improve Valley Hospital
communication to all
residents—how to get
information to
everyone; improve
imaging of Bladen
health care to promote
citizens to use health
care services located in
our county
• Assure consistent
leadership at Health
Department and
Hospital
17 | Bladen County, North Carolina Strategic Plan: 2022-2032Quality Education
Strategic Priorities Sample Tactical Lead Agency(s) Timeline
Actions
Recruit and keep highly • Partner with NC • Bladen County • Ongoing
qualified teachers. colleges to attract new Schools
graduates
• Develop promotional
materials that highlight
the successes in our
education system and
the benefits of living in
the county
• Regularly assess the
pay and benefits of
teachers, particularly
compared to local peer
districts
• Partner with programs
like Teach for America
or AmeriCorps that
bring bright teachers to
rural districts
• Demonstrate
community support for
teachers
Provide universal pre-K • Promote existing pre-K • Bladen County • Mid-Term
for all 3–4-year-olds in programs to eligible Schools
the county. families
• Identify impediments
for currently eligible
children for accessing
pre-k (e.g. cost,
schedule,
transportation)
• Support state and
federal legislation to
expand pre-K to 3-4
years olds
• Access state and
federal funds
• Encourage employers
to provide childcare
benefits to employees
Upgrade educational • Document the full • Bladen County • Ongoing
facilities. facility and Schools
18 | Bladen County, North Carolina Strategic Plan: 2022-2032Strategic Priorities Sample Tactical Lead Agency(s) Timeline
Actions
maintenance needs for • County
the school system Commissioners
• Develop a financing
plan for educational
facilities
Provide parenting • Document and promote • Human • Ongoing
resources through existing public and Services
seminars and private parenting • Bladen County
workshops. workshops in the Schools
County • JCPC
• Identify gaps in needs
• Develop partnerships
between schools, social
services, healthcare
providers, etc. to reach
a variety of
constituents
Celebrate teacher and • Develop a • Bladen County • Near-Term
student success. communication plan to Schools
share teacher and
student success
• Develop a plan to
implement teacher
incentives
• Develop a yearly
student award
ceremony to celebrate
student success across
grade levels and
subject areas
Provide diagnostic • Research the pros and • Bladen County • Mid-Term
assessments for cons of diagnostic Schools
students. assessment options
• Hire and/or locate
diagnostic assessment
coordinators
Develop a strategic • Locate funding to be • Bladen County • Mid-Term
marketing plan to reflect specifically used for Schools • Ongoing
the quality of Bladen marketing • Bladen
County’s educational • Utilize social media Community
offerings. channels to College
communicate Bladen
County’s educational
offerings
19 | Bladen County, North Carolina Strategic Plan: 2022-2032Strategic Priorities Sample Tactical Lead Agency(s) Timeline
Actions
• Strengthen working
relationship between
the Board of
Commissioners and
educational partners
20 | Bladen County, North Carolina Strategic Plan: 2022-2032Prosperous Economy
Strategic Priorities Sample Tactical Lead Agency(s) Timeline
Actions
Boost a business • Market Bladen County • Chamber of • Ongoing
environment where as a good place for Commerce
businesses—small, large, business • Economic
veteran, and minority- • Develop promotion Development
owned—can start up and materials that
grow. highlight business
successes
• Share opportunities
with businesses to
access state and
federal grant or loan
programs
• Provide training on
how to start a business
Market the county’s • Develop a partnership • Chamber of • Ongoing
educational of Towns and county Commerce
opportunities and working together for • Economic
affordable housing. the greater good of the Development
community
• Develop promotion
materials that
highlight business
successes
Invest in business and • Develop an economic • Economic • Mid-Term
attractions which development strategy Development • Ongoing
generate revenue to fund • Ensure the CIP • County
the critical services for includes investment in Commissioners
residents. critical infrastructure
to attract business
Identify service and retail • Research service and • Chamber of • Mid-Term
gaps in the economy and retail gaps in the Commerce • Ongoing
actively promote county • Economic
opportunities for new • Develop a business Development
businesses. recruitment plan
Support K-14 education • Promote educational • Workforce • Mid-Term
to seamlessly aid opportunities for Development
students in developing students desiring to Board
business skills, workforce enter various paths • Board of
training, and/or college • Engage high school Education
preparedness. students at early ages
21 | Bladen County, North Carolina Strategic Plan: 2022-2032Strategic Priorities Sample Tactical Lead Agency(s) Timeline
Actions
in vocational training • Bladen
opportunities Community
College
Attract visitors from • Develop marketing • Chamber of • Mid-Term
outside the area to use campaign for Commerce
the variety of recreational,
recreational, entertainment, and
entertainment, and shopping experiences
shopping experiences.
Continue to offer a • Inventory existing • Parks and • Long-Term
variety of outdoor public and private Recreation • Ongoing
experiences and invest in outdoor experiences in • Municipalities
the Bladen County
maintenance/continual • Develop a financing
building of these strategy for ongoing
infrastructures. maintenance
• Develop a long-range
plan for expansion of
facilities and related
infrastructure
improvements
22 | Bladen County, North Carolina Strategic Plan: 2022-2032Safe and Prepared Community
Strategic Priorities Sample Tactical Lead Agency(s) Timeline
Actions
Reduce response time for • Evaluate • Sherriff’s Office • Ongoing
Fire, EMS, and Law locations of • EMS
Enforcement public safety • Emergency Services
resources • Municipal Law
throughout the Enforcement
county Agencies
• Identify areas
with the greatest
need for
improvement in
response times
• Explore hiring a
grant writer
Explore options to enhance • Conduct a • Human Resources • Near-Term
the level of service staffing study to • Emergency Services
delivery, including understand the
increased paid fire staff for staffing needs for
Bladen County’s Non- public safety
Municipal Fire • Benchmark paid
Departments and EMS and unpaid
staff. staffing with
neighboring
communities
• Conduct a salary
study to
understand
market rate pay
• Continue to
recruit
volunteers and
promote
community pride
Continuously adapt and • Identify current • Emergency Services • Near-Term
evolve the physical space physical space • Mid-Term
and technological needs for the EOC
capabilities of the • Evaluate new
Emergency Operations technology
Center (EOC) in order to • Continue to
provide the highest level of promote
service and protection to education of the
Bladen County in response public on their
to natural or manmade role in
disasters, disease emergency
response
23 | Bladen County, North Carolina Strategic Plan: 2022-2032Strategic Priorities Sample Tactical Lead Agency(s) Timeline
Actions
outbreaks, and other
public health emergencies.
Improve communication • Implement a • Emergency Services • Near-Term
and use of technology to Mobile Data • EMS • Long-
enhance coordination Terminal System • Sherriff’s Office Term
amongst agencies and on Fire, Law
improve dispatch Enforcement, and
throughout the county. EMS mobile
devices to
communicate
with a
centralized
control system to
provide maps
and information
systems
regarding
geographic
locations and
other
information
relevant to the
tasks and actions
performed by the
devices they are
mounted on
• Conduct a
research study
and collaborate
with other
counties
Implement Public Safety • Develop youth • Emergency Services • Near-Term
Department First and cadet public • EMS
Responder Youth safety programs • Sherriff’s Office
Recruitment/Involvement • Partner with the • Bladen Community
programs to increase schools to College
volunteer and professional develop interest • Bladen County
interest in Bladen County Schools
Fire, EMS, and Law
Enforcement.
24 | Bladen County, North Carolina Strategic Plan: 2022-2032Community Infrastructure, Housing, and Transit
Strategic Priorities Sample Tactical Lead Timeline
Actions Agency(s)
Invest in market driven • Explore how to build • Bladen’s • Mid-Term
housing options that have more multi-family Bloomin’
the needed infrastructure to housing options Agri-
support growth. • Ensure land use plan Industrial
addresses affordable
housing
• Encourage private
competition to bring
more affordable
housing to the County
Facilitate the expansion of • Explore grant • Social • Mid-Term
Day Care facilities within opportunities or Services
the county. state/federal funding • Private
for day care facilities Business
• Identify and alleviate Owners
local barriers to the • Economic
expansion of day care Development
facilities (rules, • Health
regulations, and
financing)
• Encourage large
employers to provide
child care benefits to
employees
Establish a sewer system • Identify parts of the • Municipalities • Ongoing
that connects surrounding county with the • Broadband
areas/towns to greatest need for Providers
Elizabethtown. sewer system • Economic
• Pursue state and Development
federal funding
sources to support
expansion of sewer
Establish broadband access • Identify parts of the • Municipalities • Ongoing
for all residents throughout county with the • Broadband
the entire county, including greatest need for Providers
rural areas. broadband • Economic
• Pursue state and Development
federal funding
sources to support
expansion of
broadband
25 | Bladen County, North Carolina Strategic Plan: 2022-2032Strategic Priorities Sample Tactical Lead Timeline
Actions Agency(s)
Leverage the local airport • Market the airport as • Airport Board • Mid-Term
as an asset to support a community asset • Economic
future growth of the county. • Explore financing Development
plans to self-fund
investments in the
airport
Support the infrastructure • Develop a plan for • Municipalities • Ongoing
expansion in the industrial infrastructure • Economic
parks (water, sewer, roads, investment in the Development
broadband, natural gas, and industrial park
buildings). • Explore financing
mechanisms for
infrastructure
• Explore hiring a grant
writer
Market the benefits of • Develop a marketing • Chamber of • Ongoing
Bladen County as an plan for the County to Commerce
attractive place to live, promote the good • Boost the
work, and play. work that is being ‘Boro
done
• Create a regular
reporting mechanism
for the community to
hear updates about
the strategic plan
progress
26 | Bladen County, North Carolina Strategic Plan: 2022-2032Appendix Item Two Focus Area Workgroup Members Based on planning session outputs, the Bladen County Commissioners and staff identified six focus areas and nominated community members to be a part of the workgroups. Each workgroup was chaired by a community member and a county staff member served as the liaison. Workgroup chairs and liaisons convened for a kick-off session in August 2021; following, they led their workgroups through a series of meetings from September-November 2021. Environment and Agriculture Lynn Marshburn, Chair Becky Spearman, Liaison Dan Ward Dean Thomas Garrtis McLean Joyce Walters Kaleb Sargent Ken Shugart Kenny Thornton Luther Wright Mike Hinson Ralph Carter Healthy Community Dr. Mollie Glenn, Chair Dr. Terri Duncan, Liaison Crystal Rogers Kelly Robeson Marsha DeAndrade Morgan King Sabrina Melvin Stephen Fife Robert Mazur Dr. Robert Rich Quality Education Dr. Amanda Lee, Chair Cathy Gantz, Liaison Aaron Cox Ashley Dowless Beverly Bridgers Charlotte Smith 27 | Bladen County, North Carolina Strategic Plan: 2022-2032
D’Vora Shaw Elizabeth Cole Hope Campbell Dr. Jason Atkinson Megan Knight Dr. Renee Steele Shelia Newkirk Tyshell Jones Victoria Corbett Prosperous Economy Terri Dennison, Chair Sondra Guyton, Vice Chair Chuck Heustess, Liaison Daine Smith David DeAndrade Fred Nowling Jenna Hilton Reverend Corey Lyons Safe and Prepared Community Danny Priest, Chair Nathan Dowless, Liaison Billie Hall Brandon Norris David Howell Diane Peterson James Greene Jamie Rivera Jerome Myers Jim Crayton Jim McVicker Josh Wilson Mary Carter Williams Community Infrastructure, Housing, and Transit Brian Campbell, Chair Chuck Heustess, Liaison Chad Devane Dane Rideout Dean Hilton Eddie Nye Gloria McLean Jean Lloyd Lane Greene Leon Cromartie 28 | Bladen County, North Carolina Strategic Plan: 2022-2032
Community Infrastructure, Housing, and Transit (continued) Oryan Lowery Rachel Mitchell Sam Allen Sean Martin Vickie Smith 29 | Bladen County, North Carolina Strategic Plan: 2022-2032
Appendix Item Three
Citizen Engagement Efforts Executive Summary
Bladen County is undergoing a strategic plan development process set for implementation in early
2022. The Board of Commissioners sought input from residents to understand their priorities as
related to the future of the County. During October and November 2021, Fountainworks, a
management and facilitation consulting firm, conducted a survey and two Citizen Cafés, receiving
input from 227 participants.
• Survey, online and paper—203 participants
• Citizen Café One (Virtual via Zoom)—14 participants
• Citizen Café Two (at Bladen Community College)—10 participants
Through citizen engagement efforts, the public expressed their input on the current state of Bladen
County, as well as specific hopes and aspirations for the future. Additionally, participants gave
feedback around the following six focus areas, which the Bladen County Board of Commissioners
will use to help shape the strategic plan.
• Environment and Agriculture
• Healthy Community
• Quality Education
• Prosperous Economy
• Safe and Prepared Community
• Community Infrastructure, Housing, and Transit
A summary of the findings is detailed in this document. More comprehensive results from the
survey and Citizen Cafés are included as appendix items A and B, respectively.
Overarching Results Summary
“Bladen County has always been my home. When I am out in our
community, I know most of the people I see and I feel at home.”
-Survey Response
When asked “What makes Bladen County special to you?” the above quote stood out. The word
cloud, on page 3, summarizes the most frequent participant results. The top five results include:
• It is my home
• I love the small-town feel
• The people
• My family is here
• The community
30 | Bladen County, North Carolina Strategic Plan: 2022-2032What makes Bladen County special to you?
Related to the six focus areas—environment and agriculture, health, education, economy, safety
and preparedness, and community infrastructure, housing, and transit—survey participants were
asked to rate the focus areas in terms of overall satisfaction and importance.
Satisfaction Across All Six Focus Areas
Environment and Agriculture 44% 46% 9% 1%
Health 19% 50% 24% 7%
Education 29% 42% 15% 13%
Economy 9% 45% 32% 14%
Safety and Preparedness 21% 61% 15% 4%
Community Infrastructure, Housing, and Transit 12% 43% 30% 15%
Very Satisfied Somewhat Satisfied Somewhat Dissatisfied Very Dissatisfied
31 | Bladen County, North Carolina Strategic Plan: 2022-2032Level of Importance Across All Six Focus Areas
Environment and Agriculture 74% 23% 3%
Health 87% 12% 2%
Education 87% 12% 2%
Economy 85% 14% 1%
Safety and Preparedness 86% 13% 2%
Community Infrastructure, Housing, and Transit 67% 30% 4%
Very Important Important Not Very Important or Unimportant
The following charts indicate findings from the survey around services citizens would like to see
expand and reasons why citizens travel outside of Bladen County. These results were used to help
shape the next section of the executive summary: Top Citizen Priorities for the Future of Bladen
County.
Expanded Services
Ensuring all students graduate meeting basic standards 131
More attractions 131
Stronger community preparedness for natural disasters 101
More after school or homework support for K-12 students 96
Jobs skills training close to home 95
More support for working parents 88
Housing 78
Public transportation 75
Support for students suspended from school 54
Parenting classes 53
Telemedicine 52
Multilingual programs 31
More stores that sell local agriculture products 4
More adult agriculture education 4
0 20 40 60 80 100 120 140
Number of Participants
32 | Bladen County, North Carolina Strategic Plan: 2022-2032Reasons to Travel Outside of Bladen County
Retail shopping 158
Dining/resturants 158
Entertainment 123
Food/grocery stores 118
Health care 109
Tourism activities 99
Recreational activities 88
Work 50
Financial/banking services 33
0 20 40 60 80 100 120 140 160 180
Number of Participants
Top Citizen Priorities for the Future of Bladen County
An overarching theme amongst participants was that services and benefits should equitably reach
all geographic areas of the county. Based on all citizen engagement efforts—survey and Citizen Café
data—the following six, top priorities emerged. The table includes the priorities and additional
details surrounding each; the priorities are not listed in a particular order.
Equitably prioritized across all areas of the Bladen County, citizens would like the Board of
Commissioners to address the following in the immediate future:
Community Priority Attributes of the Priority
Safe, Clean, and • Higher prevalence of EMS and law enforcement across the
Aesthetic Community county, such as in schools, to decrease crime
• More resources for EMS and law enforcement
• Better hurricane preparedness
• Better water quality
• Less litter and trash
• Maintain the current infrastructure by doing preventative
maintenance
• Businesses need to be held accountable to provide healthy and
safe environments
A Connected • Smoother, better roads across the entire county
Community • Increased road maintenance
• County-wide public transportation that includes more options,
increased accessibility, and greater variance of transportation
schedules
• Increased broadband availability (equal access everywhere)
33 | Bladen County, North Carolina Strategic Plan: 2022-2032Robust, High-Quality • Increased workforce development to recruit, train, and build
Job Offerings better job opportunities across the entire county
• More jobs across the county
• Higher paying jobs
• More job training
• Merit-based pay
Stronger Education for • Better education in public schools to prepare students for
Pre-K through 12th college and/or the workforce
Grade • Universal Pre-K for all parts of the county
• High quality teachers
• More after school or homework support for K-12 students
• More support for working parents
• Schools need to teach life skills to students
Improved Health Care • Increased telemedicine options
Services • A new hospital
• Expanded health care services in all communities, including
mental health care
• Better health care for the senior population
• More recreational activities across the county, especially for
youth
• Decreased prevalence of drugs and one-on-one support for
drug users
More Entertainment • A more robust big retail, such as a Super Walmart and home
and Retail improvement store
Opportunities • More tourist opportunities
• More entertainment activities, such as a movie theater
• More food-diverse restaurants
Key Findings Regarding the Six Focus Areas
In the summer of 2021, the Board of Commissioners selected six focus areas to include in the
strategic plan. In the fall of 2021 community-based workgroups met to create vision statements and
top priorities for the focus areas. Additionally, through the Citizen Cafés and surveys, residents
rated the current status of the focus areas in Bladen County. The table includes the key findings
regarding each focus area from the citizen engagement efforts; the key findings are not listed in a
particular order of importance.
Equitably prioritized across all areas of the Bladen County, citizens would like the Board of
Commissioners to address the following key findings as they create the strategic plan:
Focus Area Priority Key Findings
Environment and • 90% of participants are very satisfied or somewhat satisfied
Agriculture with the state of the environment and agriculture in Bladen
County
• Overall, participants did not have negative feedback about the
environment and agriculture
• The comments for improvement in this focus area include:
34 | Bladen County, North Carolina Strategic Plan: 2022-2032o More citizen education about agriculture
o More sustainable agriculture practices
o Continued upkeep of the natural resources
o Become more small-farm friendly
o More Farmer’s Markets across the county
o Improved water quality
Healthy Community • 69% of participants are very satisfied or somewhat satisfied
with the state of health in Bladen County
• Healthy living is a top focus for participants in the future of
Bladen County
• The top comments for improvement in this focus area include:
o Better health care at the county hospital
o Better health care for seniors
o Increased telemedicine options
o More health care services in all areas of the county,
including a new hospital
o More recreational activities across the county,
especially for youth
o Decreased prevalence of drugs
Quality Education • 71% of participants are very satisfied or somewhat satisfied
with the state of education in Bladen County
• Education is top focus for participants in the future of Bladen
County
• The top comments for improvement in this focus area include:
o Better education in public schools to prepare students
for college and/or the workforce
o Universal Pre-K for all parts of the County
o High quality teachers
o More after school or homework support for K-12
students
o More support for working parents
o Life skills lessons for students
Prosperous Economy • 54% of participants are very satisfied or somewhat satisfied
with the state of the economy in Bladen County
• The economy is the #1, overall focus area participants would
like the County to focus on
• The top comments for improvement in this area include:
o Increased workforce development to recruit, train, and
build better job opportunities across the entire County
o More jobs across the County
o Higher paying jobs
o More job training
o Merit-based pay
o A more robust big box store, such as a Super Walmart
and home improvement store
o More tourist opportunities
o More entertainment activities, such as a movie theater
o More food-diverse restaurants
35 | Bladen County, North Carolina Strategic Plan: 2022-2032Safe and Prepared • 82% of participants are very satisfied or somewhat satisfied
Community with the state of the safe and preparedness in Bladen County
• While participants rated safety and preparedness highly, when
asked to describe the future of Bladen County, safety remained
a top priority
• The top comments for improvement in this area include:
o Higher prevalence of EMS and law enforcement across
the County, such as in schools, to decrease crime
o More resources for EMS and law enforcement
o Increased EMS volunteers
o More hurricane preparedness
Community • 55% of participants are very satisfied or somewhat satisfied
Infrastructure, Housing, with the state of the community infrastructure, housing, and
and Transit transit in Bladen County
• While participants did not rate community infrastructure,
housing, and transit particularly high, not a lot of comments
were brought up in feedback
• The top comments for improvement in this area include:
o Increased public transportation options
o More affordable housing, especially for the younger
populations
o Better road maintenance
o Better upkeep on buildings
o Increased broadband availability
36 | Bladen County, North Carolina Strategic Plan: 2022-2032You can also read
