Laserfiche WebLink
<br />May 15, 2006 - Regular Meeting <br /> <br />Page <br /> <br />609 <br /> <br />Public Safety <br />. A new Sheriff I s Office (which includes a new <br />Magistrate's Office) and Detention Center <br />. A new EMS station <br />. Replacement of out-dated communications equipment <br /> <br />Parks and Recreation <br />. A new community park in the Midland area <br />. A new passive activity park in the mid-Eastern <br />portion of the county <br />. Upgrades to several existing parks <br /> <br />One other important item in the CIP is a new, adequately sized <br />and accessible building for the Board of Elections. <br /> <br />2. Five-Year Financial Plan <br /> <br />The second component of the county-built community foundation is <br />the Five-Year Financial Plan (found on page E-l). It provides <br />predictability and assurance to the community that demands for <br />government services and infrastructure will be met. It projects <br />future operating expenses (and revenues) and is intertwined with <br />the CIP in that it supports the necessary funding for those <br />capital projects, including their corresponding operating costs. <br /> <br />3. Strategic Plan <br /> <br />The third and final component is a strategic plan. With an end of <br />sustained success, a strategic plan establishes the goals, <br />o~tcomes and strategies at which the CIP and Five-Year Financial <br />Plan should be aimed. While a strategic plan has not been <br />completed for Cabarrus County, progress toward one is being made. <br /> <br />Progress Made <br /> <br />Sustained success is never accidental. It is the result of <br />thoughtful planning, dedication, commitment and above all, <br />collaboration. It grows out of shared expectations and mutual <br />respect; an understanding of the past and a willingness to shape <br />the future. <br /> <br />During FY 2006, the Board of Commissioners took several steps <br />toward an effort aimed at sustained success and collaboration. <br />First, it convened a meeting with the executives of the county's <br />human service agencies and public school systems. That meeting <br />resulted in an initiative to collaboratively identify and <br />mitigate the major issues that cut across their service <br />boundaries and negatively affect their common clients, their <br />families, and as a consequence, the whole community. <br /> <br />Next, in early March 2006, for the first time ever, the Board <br />called for the development of a county strategic plan, and began <br />the effort by working together to develop a mission statement, a <br />vision and guiding principles. <br /> <br />A third step was <br />met with the two <br />gaining a better <br />responsibilities <br />that will ensure <br />better results. <br /> <br />taken later that month, when the Commissioners <br />school boards in a facilitated retreat aimed at <br />understanding of each board's perspectives and <br />and developing and institutionalizing systems <br />better planning (both financial and capital) and <br /> <br />These two initiatives, the "cross-cutting" issues and the <br />development and institutionalization of joint county-school <br />planning systems, both feed into the preparation of the county's <br />strategic plan. <br /> <br />Priorities for FY 2007 <br /> <br />It is unlikely that the county's strategic plan will be completed <br />by the end of FY 2007 - the need for collaboration with other <br />agencies, local governments and various other organizations in <br />its development ensure a time-consuming process. However, as an <br />essential component of our community foundation, I suggest <br />