Gaston County FY 2024-2028 Strategic Plan

GASTON COUNTY

STRATEGIC PLAN

FY 2024-2028

Under the leadership of Dr. Kim Eagle, Gaston County has initiated work in organizational strategic planning with the approach that a high-performing county government will achieve even better results for county residents when adopting a Dr. Kim S. Eagle County Manager

culture of strategic thinking. County employees can do their best

work when they can put their considerable talent, expertise, experience, and creativity behind a well-defined strategy. Beginning in October 2020, two work teams and representatives across county departments worked in conjunction to develop the Gaston County Strategic Plan for Fiscal Years 2021-2023.

The newly drafted strategic plan updated the County’s previous mission statement and established a new vision statement, core values, and strategic focus areas intended to guide budget submissions, encourage inter-departmental collaboration, and assist with greater coordination of communication. The Strategic Plan builds upon the County Manager’s three Priority Areas, the |2013 Board of County Commissioners Adopted Priority Areas, and the Board’s Guiding Philosophies from their 2019 Board Retreat. By resolution dated April 27, 2021, the Gaston County Board of Commissioners adopted the Mission, Vision, Core Values, and Strategic Focus Areas and directed the County Manager to operationalize these through the implementation of the Gaston County Strategic Plan for Fiscal Years 2021-2023.

2 FY 2024-2028 GASTON COUNTY STRATEGIC PLAN

To maintain momentum and build upon the success of work aligned to the FY21-23 Strategic Plan, staff from across the county collaborated to develop a new five-year strategy.

To maintain momentum and build upon the success of work aligned to the FY 2021-2023 Strategic Plan, staff initiated the development of a Strategic Plan for Fiscal Years 2024-2028. Beginning in January 2023, department directors and key staff engaged energetically in extensive strategy sessions over three months leading

FY24-28 Strategic Plan • Refine Core Values

• Identify Key Issues jectives • Develop Measurable Ob • Define Priority Actions

to the development of the latest plan. Departmental representatives collaborated within the three Strategic Focus Areas to refine the organizational core values, identify key issues, develop measurable objectives, and define priorityactions intended to guide future tactical planning, budgeting, and operational performance.

In concert with the priorities and interests of the Board of Commissioners and the five focus areas outlined in the One Gaston 2040 vision document, this plan serves as an internal roadmap for employees and the organization as we strive to ensure communities are healthy and safe, maintain Gaston County’s position as a leader in economic development, provide residents and visitors opportunities for recreation and personal enrichment, and work toward achieving the community’s vision as

“A place where everyone thrives.” Development of a strategic plan is not the end but merely the beginning.

The FY24-28 Strategic Plan is intended to be a dynamic document and may include additions and revisions over time necessary to meet the ever-evolving needs of Gaston County. As the organization transitions into the implementation of this plan, staff will measure performance and provide regular reports to highlight the County’s accomplishments and track its progress toward the identified County goals for the next five years.

FY 2024-2028 GASTON COUNTY STRATEGIC PLAN 3

Mission Statement

“Providing excellent public service every day”

Core Values

We Value People and Relationships Compassion, Inclusivity, and Respect for All

We Value County Employees

Equity, Staff Development, and Well-Being

We Value Accountability Integrity, Transparency, and Trust

We Value Quality and Creativity Innovation and Continuous Improvement

We Value Our Resources and Resiliency Stewardship and Sustainability

4 FY 2024-2028 GASTON COUNTY STRATEGIC PLAN

Vision Gaston County Government will be a model of excellence in public service leadership, innovation, collaboration, and inclusion, ensuring the safety and well-being of residents, preserving natural resources,and providing recreational, cultural, and economic opportunities that lead to global success and set the stage for future generations.

FY 2024-2028 GASTON COUNTY STRATEGIC PLAN 5

Connecting FY24-28 Strategic Plan and One Gaston 2040 ONE GASTON SHINES

ONE GASTON GROWS

ONE GASTON WORKS

ONE GASTON CONNECTS • Project initiated in 2020 as a public/private partnership to create an updated vision for Gaston County

ONE GASTON CARES

6 FY 2024-2028 GASTON COUNTY STRATEGIC PLAN

• Over the past 2.5 years, 70+ workshops and 2 online surveys were conducted, engaging with 2,000+ residents • In December 2022 One Gaston 2040 Vision Framework was completed and is intended to be a foundation for community collaboration, action, and data-informed decision making

“A Community Vision” In 2020, Gaston County partnered with Gaston Together to initiate the development of an updated community vision for Gaston County. Over the previous 2.5 years, leadership from across the public and private sectors in Gaston County have been instrumental in the development of this updated vision document.

A diverse Steering Committee have facilitated purposeful community engagement sessions to listen and better understand the community’s “vision” for Gaston County. Over several months, more than 70 workshops were conducted, two online surveys were made available, and more than 2000 residents had the opportunity to share their vision for Gaston County with members of the Steering Committee. The hopes and intentions of residents for Gaston County in 2040 for can summed up by this vision statement: One Gaston: A place where everyone thrives.

ONE GASTON CARES

• Collaborate and build coalitions • Welcome and value diversity • Promote health and wellness • Improve mobility, connectivity, and accessibility

ONE GASTON CONNECTS • Enable broadband internet access ONE GASTON WORKS

• Strengthen childcare and early childhood education • Ready students for college and careers • Strengthen targeted economic development • Maximize housing options

adequate infrastructure ONE GASTON GROWS •• Provide Retain character and natural amenities pride and positive perceptions ONE GASTON SHINES •• Generate Leverage arts and culture

The One Gaston 2040 Vision Framework was completed through community-wide collaboration, coordination, intensive engagement, and a determination to succeed. Completion of the Vision Framework represents the “end of the beginning” for the process of moving Gaston County toward an even more successful, equitable, and sustainable future. The real work begins when the plan’s objectives and strategies are put into action. Implementation will require leadership, accountability, and collaboration among a broad array of organizations, entities, and individuals. Key to success will include building consensus around the plan’s goals and objectives, developing the capacity necessary to advance priority efforts, and collect, analyze and share data to measure progress toward achievement of the plan’s vision.

The One Gaston 2040 vision document is intended to be a foundation for community collaboration, action and data-informed decision making. The One Gaston 2040 Vision Framework establishes five Focus Areas around which partners will come together to coordinate, plan, and carry out the strategic action to implement the Vision. The graphic above displays One Gaston 2040’s five Focus Areas and underlying objectives.

FY 2024-2028 GASTON COUNTY STRATEGIC PLAN 7

Strategic Focus Areas Overview

8 FY 2024-2028 GASTON COUNTY STRATEGIC PLAN

Community Health, Safety, and Well-Being Gaston County residents rely on services provided by the county to keep them safe, ensure access to emergency medical services, support their health, and connect them to other services.

Economic Development and Planned Growth As part of a fast-growing and economically vibrant metropolitan region, Gaston County has an opportunity to anticipate and plan for change in ways that maximize benefits of growth for the County’s residents and businesses. “Local Strengths. Global Success.”

Recreational, Cultural, and Life-Long Learning Opportunities Gaston County boasts a wealth of opportunities for outdoor recreation in parks, along trails, and in the water, for sites of historic and artistic interest, and for personal enrichment, growth, and continuous learning. Preservation and enhancement of these assets create quality of life for residents and maintain the appeal of Gaston County as a great place for people of all ages and for businesses making investment decisions.

Organization-Wide Focus Through the development of the FY24-28 Strategic Plan, common issues were identified that impact departments across all three strategic focus areas. Because of this, the Importance of a holistic approach was realized to address issues not limited to any single department and further promote organizational collaboration.

FY 2024-2028 GASTON COUNTY STRATEGIC PLAN 9

Community Health, Safety, and Well-Being Gaston County residents rely on services provided by the county to keep them safe, ensure access to emergency medical services, support their health, and connect them to other services.

10 FY 2024-2028 GASTON COUNTY STRATEGIC PLAN

COMMUNITY HEALTH, SAFETY, AND WELL-BEING

GOAL 1

Reduce substance misuse and its impacts In Gaston County.

Gaston County’s growing substance misuse problem cannot be solved by any single department or organization. Through collaborative efforts with internal and external partners, Gaston County is committed to fighting substance misuse and its impacts throughout our communities.

Strategic Objectives • Gaston County Police will process referrals from officers and admit 20 participants into the Law Enforcement Assisted Diversion (LEAD) program annually through FY 2028.

• Gaston County Police will partner with attorneys to process referrals and admit 20 participants into the Recovery Court program annually through FY 2028.

• Gaston County Public Health Division will work with partners to reduce the incidence rate of neonatal abstinence syndrome births 5% annually through FY 2028.

One Gaston 2040 CARES

• Collaborate and build coalitions • Welcome and value diversity • Promote health and wellness

SHINES

• Generate pride and positive perceptions • Leverage arts and culture

FY 2024-2028 GASTON COUNTY STRATEGIC PLAN 11

COMMUNITY HEALTH, SAFETY, AND WELL-BEING

GOAL 2

Improve resiliency and sustainability of the emergency services workforce.

Fostering a culture focused on employee well-being is crucial to developing workplace resilience in emergency services. Employee well-being goes beyond just physical well-being and includes support of emotional and financial health, career training and advancement, and encouragement of community engagement.

Strategic Objectives • Gaston Emergency Medical Services will obtain Unit Hour Utilization (UHU) of < 0.50 in 90% of the 168 weekly hours by the end of FY 2026.

• Gaston Emergency Medical Services will reduce employee turnover rate to < 10% annually by end of FY 2025 and will work to maintain the reduction in subsequent years by constantly evaluating turnover and factors associated with retaining employees.

• Gaston Emergency Medical Services will reduce the number of sick days used by employees as a result of critically stressful inducing events 50% by end of FY 2025 and maintain this reduction through FY 2028.

12 FY 2024-2028 GASTON COUNTY STRATEGIC PLAN

One Gaston 2040 CARES

• Collaborate and build coalitions • Welcome and value diversity • Promote health and wellness

WORKS

• Strengthen childcare and early childhood education • Ready students for college and careers • Strengthen targeted economic development

SHINES

• Generate pride and positive perceptions • Leverage arts and culture

COMMUNITY HEALTH, SAFETY, AND WELL-BEING

GOAL 3

Ensure that safety, health, and social services are responsive, equitable, and customer-focused.

Gaston County looks for ways to continuously improve its service delivery. Timeliness of response is a crucial goal for departments delivering safety, health, and social services. By analyzing customer feedback and best practices from other organizations, departments will hone their ability to serve the community with compassion and fairness.

One Gaston 2040

Strategic Objectives

CARES

• Collaborate and build coalitions • Welcome and value diversity • Promote health and wellness

• Gaston County Police Communications Division will answer all 911 calls within 10 seconds, 90% of the time, by FY 2028.

WORKS

• Strengthen childcare and early childhood education • Ready students for college and careers • Strengthen targeted economic development

• Gaston County Police Communications Division will dispatch emergency calls within 106 seconds of call reception, 90% of the time, by FY 2028.

SHINES

• Generate pride and positive perceptions • Leverage arts and culture

• Gaston Emergency Medical Services will reach emergency calls within 10 minutes of the initial 911 call, 90% of the time,

by FY 2026.

• Gaston County Social Services Division will pass the state’s monthly report card, requiring 90% timeliness annually through FY 2028.

• Gaston County Public Health Division will work to ensure the African American Infant Mortality Rate is at or below the county average by FY 2028.

• Gaston County Public Health Division will work to ensure the Infant Mortality Rate is below the state average by FY 2028.

• Gaston County Cooperative Extension (Parenting Education) will increase the number of DSS-referred parents completing Triple P – level 4 trainings from 35 to 50 annually by FY 2028.

• Gaston County Cooperative Extension (Health and Nutrition) will increase the number of adults learning how to prepare healthy foods, including home preservation, by 20% by FY 2028.

• Gaston County Cooperative Extension (Health and Nutrition) will increase the number of adults who become more physically active by 20% by FY 2028.

FY 2024-2028 GASTON COUNTY STRATEGIC PLAN 13

COMMUNITY HEALTH, SAFETY, AND WELL-BEING

GOAL 4

Improve access to and coordination of services for a diverse community, including the vulnerable and marginalized.

By paying close attention to varying needs within the community, and by continuously communicating with each other about changes in demand for services, County departments can adapt and innovate so that their services are most accessible and best suited to the people they serve.

Strategic Objectives • Gaston County Social Services Division will ensure the number of youths entering foster care per 1,000 cases will be comparable with surrounding counties (within 2 per 1,000 cases per year) by FY 2028.

• Gaston County Social Services Division will ensure that 40.5% of children who enter foster care will be discharged to permanency within first 12 months by FY 2028.

• Gaston County Social Services Division will increase reunification 1% annually through FY 2028.

• Hope United Survivor Network and Gaston County will establish 30 housing units by 2028 to assist survivors of intimate partner violence to facilitate their healing journeys.

• Hope United Survivor Network will work to increase survivor participation in 75% of services recommended

by Case Management by FY 2028.

• Hope United Survivor Network will increase Resiliency scores of participants by an average of 25% by FY 2028.

• Gaston County Public Health Division will work with partners to ensure that 90% of Gaston County children are up to date on their Advisory Committee on Immunization Practices (ACIP) recommended childhood immunizations

by FY 2028.

• Gaston County Public Works will update 50% of non-compliant facilities to meet the Americans with Disabilities Act (ADA) compliance by FY 2028.

One Gaston 2040 CARES

• Collaborate and build coalitions • Welcome and value diversity • Promote health and wellness

WORKS

• Strengthen childcare and early childhood education • Ready students for college and careers • Strengthen targeted economic development

14 FY 2024-2028 GASTON COUNTY STRATEGIC PLAN

SHINES

• Generate pride and positive perceptions • Leverage arts and culture

Economic Development and Planned Growth As part of a fast-growing and economically vibrant metropolitan region, Gaston County has an opportunity to anticipate and plan for change in ways that maximize benefits of growth for the County’s residents and businesses.

“Local Strengths. Global Success.”

FY 2024-2028 GASTON COUNTY STRATEGIC PLAN 15

ECONOMIC DEVELOPMENT AND PLANNED GROWTH

GOAL 1 Ensure services, infrastructure, and programming meet the needs of anticipated growth.

The availability of public services, infrastructure, and sound conservation practices is a vital foundation for maximizing the benefits and addressing the challenges that come with growth and development.

The County will continue to work with its municipal, state, and federal partners in planning and investing to support future growth in Gaston County.

Strategic Objectives • Gaston County Budget and Strategy will increase Gaston County’s General Fund Liquidity ratio to 8.0% by FY 2028.

• Gaston County Budget and Strategy will maintain a General Fund Solvency rate between 25% and 35% through FY 2028.

• Gaston County Budget and Strategy will maintain a General Fund Leverage rate below 3% by FY 2028.

• Gaston County Economic Development Commission will facilitate planning, design, and/or construction to increase availability of water and sewer 2.5 miles by FY 2028.

• Gaston County Natural Resources will work with conservation partners to protect an area of land equivalent to 20% of what is approved for development annually by FY 2028.

• Gaston County Natural Resources will minimize increases to average annual turbidity levels by 15% in Long Creek, Duhart Creek, Catawba Creek, and Crowders Creek by FY 2028

• Gaston County Natural Resources will improve and protect 7,500 linear feet of streambank through agricultural cost-share programs by FY 2028.

• Gaston County Natural Resources will provide and improve water access for 150 head of livestock through agricultural cost-share programs by FY 2028.

• Gaston County Natural Resources will work with Planning and Zoning to minimize impacts to natural resources on 100% of rezoning requests by FY 2028.

• Gaston County Cooperative Extension (Horticulture and Livestock) will increase the adoption of best management practices among farmers, gardeners, and landscapers by 15% by FY 2028.

• Gaston County Cooperative Extension (Environment and Natural Resources) will increase the number of stream feet that are consistently monitored for water quality by 30% by 2028.

One Gaston 2040 CARES

• Collaborate and build coalitions • Welcome and value diversity • Promote health and wellness

WORKS

• Strengthen childcare and early childhood education • Ready students for college and careers • Strengthen targeted economic development

CONNECTS

• Improve mobility, connectivity, and accessibility • Enable broadband internet access

GROWS

• Maximize housing options • Provide adequate infrastructure • Retain character and natural amenities

SHINES

• Generate pride and positive perceptions • Leverage arts and culture

16 FY 2024-2028 GASTON COUNTY STRATEGIC PLAN

ECONOMIC DEVELOPMENT AND PLANNED GROWTH

GOAL 2 Improve community engagement.

Collaboration among local governments, planning agencies, and business entities is crucial for a coordinated response to growth and economic development. Communicating with the public about opportunities and challenges of planned growth will help the County and its partners to respond in equitable and sustainable ways.

Strategic Objectives • Gaston County Tax Office will educate at least 5% of taxpayers regarding tax office programs by FY 2027.

• Gaston County Economic Development Commission will collaborate with all partners to grow the labor force by 2% by FY 2028.

• Gaston County Natural Resources will increase the average participant scores on Environmental Education Skills survey by 3% annually through FY 2028.

• Gaston County Tourism Development will distribute the client satisfaction survey link to 100% of Tourism clients by the end of FY 2024.

• Gaston County Tourism Development will achieve a 4.5 or higher client satisfaction rating by the end of FY 2024 and maintain a score of 4.5 or higher through the end of FY 2028.

• Gaston County Tourism Development will increase survey response rate by 5% annually through FY 2028.

One Gaston 2040 CARES

• Collaborate and build coalitions • Welcome and value diversity • Promote health and wellness

CONNECTS

• Improve mobility, connectivity, and accessibility • Enable broadband internet access

WORKS

• Strengthen childcare and early childhood education • Ready students for college and careers • Strengthen targeted economic development

GROWS

• Maximize housing options • Provide adequate infrastructure • Retain character and natural amenities

SHINES

• Generate pride and positive perceptions • Leverage arts and culture

FY 2024-2028 GASTON COUNTY STRATEGIC PLAN 17

ECONOMIC DEVELOPMENT AND PLANNED GROWTH

GOAL 3 Grow and diversify the economy in ways that broaden the tax base and provide sustainable employment and economic mobility for residents.

The County will work to attract a variety of new businesses and support the growth of existing businesses.

When businesses are successful, they create job opportunities for county residents. By gaining work experience, residents may increase their earning potential.

Strategic Objectives • Gaston County Economic Development Commission will increase the industrial and/or commercial tax base by 3% by FY 2028.

• Gaston County Cooperative Extension (Horticulture and Livestock) will increase the number of new farm and garden enterprises in Gaston County by 20%

by FY 2028.

18 FY 2024-2028 GASTON COUNTY STRATEGIC PLAN

One Gaston 2040 CARES

• Collaborate and build coalitions • Welcome and value diversity • Promote health and wellness

CONNECTS

• Improve mobility, connectivity, and accessibility • Enable broadband internet access

WORKS

• Strengthen childcare and early childhood education • Ready students for college and careers • Strengthen targeted economic development

GROWS

• Maximize housing options • Provide adequate infrastructure • Retain character and natural amenities

SHINES

• Generate pride and positive perceptions • Leverage arts and culture

Recreational, Cultural, and Life-Long Learning Opportunities Gaston County boasts a wealth of opportunities for outdoor recreation in parks, along trails, and in the water, for sites of historic and artistic interest, and for personal enrichment, growth, and continuous learning. Preservation and enhancement of these assets create quality of life for residents and maintain the appeal of Gaston County as a great place for people of all ages and for businesses making investment decisions.

FY 2024-2028 GASTON COUNTY STRATEGIC PLAN 19

RECREATIONAL, CULTURAL, AND LIFE-LONG LEARNING OPPORTUNITIES

GOAL 1

Improve equitable access and diverse representation in programming and resources.

The ability for all residents and visitors to easily access, feel welcome, and enjoy county amenities increases the value of the amenities to the community. Ensuring that all county residents feel included and represented in recreational, cultural, and personal enrichment opportunities is important to our growing county.

Strategic Objectives • Gaston County Public Library will add six strategies to increase the provision of services to the unhoused by FY 2028.

• Gaston County Public Library will meet or exceed the iCurate Inclusivity averages for the categories reflective of our community by FY 2028.

• Gaston County Public Library will implement 80% of the Inclusive Access Team’s recommendations to remove barriers and increase inclusivity and accessibility to materials, programming, and services by FY 2028.

• Gaston County Board of Elections will strive to increase the number of new registered voters by an average of 5% annually through FY 2028.

• Gaston County Cooperative Extension (Parenting Education) will initiate educational programs for non-mandated parents

by FY 2025 and reach 100 parents with support annually from Triple P (levels 1-3) by FY 2028.

• The Gaston County Museum will ensure that 50% of permanent exhibits include Black, Indigenous, and People of Color (BIPOC) and other underrepresented groups in interpretations by FY 2028.

• Gaston County Parks and Recreation will increase Latinx and other underrepresented populations participation in Senior Games by 20% annually through FY 2028.

• Gaston County Parks and Recreation will increase partner participation from Latinx and other underrepresented populations during Cotton Ginning Days 10% annually through FY 2028.

• Gaston County Parks and Recreation will ensure 100% of playgrounds at Gaston County parks facilities are Americans with Disability Act (ADA) compliant by FY 2028.

• Gaston County Parks and Recreation will ensure 85% of restroom facilities at Gaston County parks facilities are Americans with Disability Act (ADA) compliant by FY 2028.

One Gaston 2040 CARES

• Collaborate and build coalitions • Welcome and value diversity • Promote health and wellness

GROWS

• Maximize housing options • Provide adequate infrastructure • Retain character and natural amenities

CONNECTS

• Improve mobility, connectivity, and accessibility • Enable broadband internet access

SHINES

• Generate pride and positive perceptions • Leverage arts and culture

20 FY 2024-2028 GASTON COUNTY STRATEGIC PLAN

RECREATIONAL, CULTURAL, AND LIFE-LONG LEARNING OPPORTUNITIES

GOAL 2 Optimize and improve resource allocation to meet growing and changing community needs.

The availability of recreational opportunities, cultural and historical collections, and personal enrichment opportunities is key to building well-rounded communities. Gaston County will continue to work with its municipal, state, federal, and community partners to plan and invest in areas of recreational, cultural, and lifelong learning to enhance the experiences for our residents and visitors.

Strategic Objectives • Gaston County Public Library will work to increase staffing levels to achieve the NC Public Library Standards’ base tier of Essential by FY 2026.

• The Gaston County Museum board will match 15% of operational budget through fundraising by FY 2028.

• The Gaston County Museum will work to increase gift shop sales 5% annually through FY 2028.

• Gaston County Public Library will increase professional development levels for staff to achieve the NC Public Library Standards’ mid-level tier of Enhanced by FY 2028.

• Gaston County Parks and Recreation will work to increase participation in Seniorcise 10% annually through FY 2028.

• Gaston County Board of Elections will relocate 25% of school voting sites to non-school locations by FY 2028.

• Gaston County Parks and Recreation will add 10 new programs by FY 2028.

• Gaston County Board of Elections will expand available early voting locations by 15% for the 2028 Presidential General Election.

One Gaston 2040 CARES

• Collaborate and build coalitions • Welcome and value diversity • Promote health and wellness

GROWS

• Maximize housing options • Provide adequate infrastructure • Retain character and natural amenities

CONNECTS

• Improve mobility, connectivity, and accessibility • Enable broadband internet access

SHINES

• Generate pride and positive perceptions • Leverage arts and culture

FY 2024-2028 GASTON COUNTY STRATEGIC PLAN 21

RECREATIONAL, CULTURAL, AND LIFE-LONG LEARNING OPPORTUNITIES

GOAL 3 Promote enjoyment of Gaston County’s diverse historic, artistic, recreational, and natural resource assets.

Creativity in programming, communication, and marketing will boost enjoyment and appreciation of the county’s assets for resident’s and visitors.

Strategic Objectives • Gaston County Cooperative Extension (4-H Youth Programming) will increase the number of club and camp participants enrolled in 4-H online by 10% annually through FY 2028.

• Gaston County Cooperative Extension (4-H Youth Programming) will increase the number of youths participating in 4-H school enrichment programs (e.g. EFNEP, Healthy Harvest, and Embryology) by 10% annually through FY 2028.

• Gaston County Cooperative Extension (4-H Youth Programming) will increase the number of Gaston County 4-H youth winning District or State 4-H awards for presentations and project record books by 10% annually through FY 2028.

• The Gaston County Museum will increase visitation rate by 40% annually through 2028.

One Gaston 2040 CARES

• Collaborate and build coalitions • Welcome and value diversity • Promote health and wellness

GROWS

• Maximize housing options • Provide adequate infrastructure • Retain character and natural amenities

22 FY 2024-2028 GASTON COUNTY STRATEGIC PLAN

SHINES

• Generate pride and positive perceptions • Leverage arts and culture

RECREATIONAL, CULTURAL, AND LIFE-LONG LEARNING OPPORTUNITIES

GOAL 4 Balance development with the preservation and enhancement of natural, historical, agricultural, and cultural resources.

As Gaston County prepares for continued economic and residential growth, the preservation and enhancement of resources and amenities will be kept in mind. This mindfulness will enable ongoing cycles of growth and development as potential investors and residents seek locations with a robust quality of life.

Strategic Objectives • Gaston County Natural Resources will work with Parks and Recreation to improve 10 acres of habitat by FY 2028.

• Gaston County Cooperative Extension (Livestock and Horticulture) will increase the number of clients gaining plant or animal production knowledge or skills through Extension programs and consultations to 2,000 individuals by FY 2028.

• Gaston County Cooperative Extension (Environment and Natural Resources) will increase protected farmland in Gaston County by 15% by FY 2028.

• Gaston County Cooperative Extension (Environment and Natural Resources) will engage at least 100 Gaston County youth in implementing projects to protect or enhance the environment by FY 2028.

One Gaston 2040 CARES

• Collaborate and build coalitions • Welcome and value diversity • Promote health and wellness

GROWS

• Maximize housing options • Provide adequate infrastructure • Retain character and natural amenities

WORKS

• Strengthen childcare and early childhood education • Ready students for college and careers • Strengthen targeted economic development

SHINES

• Generate pride and positive perceptions • Leverage arts and culture

FY 2024-2028 GASTON COUNTY STRATEGIC PLAN 23

Organization-Wide Focus Through the development of the FY24-28 Strategic Plan, common issues were identified that impact departments across all three strategic focus areas. Because of this, the importance of a holistic approach was realized to address issues not limited to any single department and further promote organizational collaboration.

24 FY 2024-2028 GASTON COUNTY STRATEGIC PLAN

ORGANIZATION-WIDE FOCUS

GOAL 1 Align resources and staffing to meet increasing and changing service demand.

By monitoring demographic changes in the community and promoting communication and collaboration within, County departments can identify opportunities for continuous improvement and provide services that are accessible, responsive, and customer focused. These practices can be used to guide resource allocation and promote efficient and effective delivery of services.

Strategic Objectives • Gaston County Public Works will increase departmental gross square footage by 2% by FY 2028.

• Gaston County Public Works will work to fill open positions within eight weeks from posting to accepted offer.

• Gaston County Public Works will reduce the Square Foot-to-FTE (trades) ratio 50% by FY 2028.

• Gaston County Tax Office will ensure that 50% of staff is divisionally cross trained to assist with deficits and enhance customer and public service by FY 2027.

• Gaston County Information Technology will strive to repurpose more than 2% of employee time as a result of improved processes and technology utilization by FY 2028.

• Gaston County Finance will shift five manual processes to automated processes to improve operational efficiencies

by FY 2028.

• Gaston County Finance will improve departmental bank reconciliation productivity by 10% by FY 2028.

• Gaston County Finance will decrease excessive hours beyond an average of 40 hours per workweek for all department staff 5% annually through FY 2028.

• Gaston County Finance will improve overall employee satisfaction by 10% by FY 2028.

• Gaston County Human Resources will work to increase employee retention by 10% by FY 2028.

• Gaston County Information Technology will work to maintain a customer satisfaction rate equal to or greater than 97% annually through FY 2028.

• Gaston County Cooperative Extension (Volunteer Management) will increase the number of participants who acquire skills needed to serve as a volunteer by 20% by FY 2028.

• Gaston County Information Technology will work to fill vacancies within six weeks of initial posting annually through FY 2028.

• Gaston County Cooperative Extension (Volunteer Management) will increase the number of volunteer hours by 20% by FY 2028.

• Gaston County Information Technology will increase exposure to high school and college students by two actions annually through FY 2028.

• Gaston County Cooperative Extension (Volunteer Management) will increase the number of client contacts made by volunteers by 20% by FY 2028.

One Gaston 2040 CARES

• Collaborate and build coalitions • Welcome and value diversity • Promote health and wellness

GROWS

• Maximize housing options • Provide adequate infrastructure • Retain character and natural amenities

CONNECTS

• Improve mobility, connectivity, and accessibility • Enable broadband internet access

SHINES

• Generate pride and positive perceptions • Leverage arts and culture

WORKS

• Strengthen childcare and early childhood education • Ready students for college and careers • Strengthen targeted economic development

FY 2024-2028 GASTON COUNTY STRATEGIC PLAN 25

ORGANIZATION-WIDE FOCUS

GOAL 2 Improve data collection, accessibility, and sharing to inform internal and external decision making.

Gaston County values data collection and the utilization of data to share impacts relative to organizational performance. Data collection and sharing promote a culture of accountability, trust, and data-driven d ecision making.

Strategic Objectives • Gaston County Budget and Strategy will increase Gaston County’s internal data literacy rate by 20% by FY 2028.

One Gaston 2040 CARES

• Collaborate and build coalitions • Welcome and value diversity • Promote health and wellness

CONNECTS

• Improve mobility, connectivity, and accessibility • Enable broadband internet access

WORKS

• Strengthen childcare and early childhood education • Ready students for college and careers • Strengthen targeted economic development

GROWS

• Maximize housing options • Provide adequate infrastructure • Retain character and natural amenities

SHINES

• Generate pride and positive perceptions • Leverage arts and culture

26 FY 2024-2028 GASTON COUNTY STRATEGIC PLAN

ORGANIZATION-WIDE FOCUS

GOAL 3 Improve internal and external flow of information.

Promoting open communication and knowledge transfer are foundational components to the Gaston County Core Values. Likewise, clear and concise communication and the transfer of information with those we serve not only enhances the user experience but also improves County operations and performance.

• Gaston County Human Resources will collaborate with departments to ensure that 95% of identified tech roles within the County will have clear/comprehensive succession plans by FY 2028.

CARES

• Gaston County Communications Office will increase engagement to reach at least 20% of the Gaston County Spanish-speaking community by FY 2028.

CONNECTS

• Gaston County Communications Office will work to maintain a 90%-95% customer experience rating for users of the Gaston County website through FY 2028.

Improve mobility, connectivity, and accessibility • Enable broadband internet access

WORKS

• Gaston County Communications Office will work to increase the number of Savvy Citizen Podcast subscribers 100% annually through FY 2028.

• Collaborate and build coalitions • Welcome and value diversity • Promote health and wellness

• Strengthen childcare and early childhood education • Ready students for college and careers • Strengthen targeted economic development

GROWS

• Gaston County Communications Office will work to increase interaction to social media posts by 10% annually through FY 2028.

One Gaston 2040

• Maximize housing options • Provide adequate infrastructure • Retain character and natural amenities

CARES

CONNECTS •

WORKS

GROWS

SHINES

Strategic Objectives

SHINES

• Generate pride and positive perceptions • Leverage arts and culture

• Gaston County Board of Elections will ensure that 100% of new Federal and State voting and election laws are posted to the County Election website and social media accounts within 10 business days of receiving guidance from the North Carolina State Board of Elections annually through FY 2028.

FY 2024-2028 GASTON COUNTY STRATEGIC PLAN 27

Acknowledgements To maintain momentum and build upon the success of work aligned to the FY 2021-2023 Strategic Plan, staff initiated the development of a Strategic Plan for Fiscal Years 2024-2028. The FY24-28 Plan is intended to be a dynamic document and may include additions and revisions over time necessary to meet the ever-evolving needs of Gaston County. As we transition to the implementation phase of the plan, staff will measure performance and provide regular reports to highlight the County’s accomplishments and track our progress toward achieving the identified County goals for the next five years.

A special thank you to the Department Directors and key staff who energetically engaged with a collaborative spirit to identify key issues facing the county and organization, set goals, developed measurable objectives, and defined key priority action found within this document. This plan, in concert with the priorities and interest of the Board of Commissioners, serves as a roadmap for the organization as we strive to ensure our communities are healthy and safe, maintain our position as a leader in economic growth, provide opportunities for recreation and personal enrichment, and move Gaston County toward achieving the community’s vision as “A place where everyone thrives.”

www.gastongov.com