HomeMy WebLinkAbout06-01-2026 Agenda Packet BOCPERSON COUNTY
BOARD OF COUNTY COMMISSIONERS
MEETING AGENDA
304 South Morgan Street, Room 215
Roxboro, NC 27573-5245
336-597-1720
Fax 336-599-1609
June 1, 2026
6:00 p.m.
This meeting will convene in Room 215 of the County Office Building.
1.CALL TO ORDER...........................................................................................Chairman Puryear
2.INVOCATION
3.PLEDGE OF ALLEGIANCE
4.DISCUSSION/ADJUSTMENT/APPROVAL OF AGENDA
5.PUBLIC HEARING
A.Text Amendment 2-26 – Planning Ordinance to Amend Article XIV
Subdivision Regulations and Article XV – Development Application
Review Procedures (pgs.3-14).................................................................................Nish Trivedi
B.FY26-27 Budget Public Hearing (pgs.15-16).................................................Chairman Puryear
6.INFORMAL COMMENTS
The Person County Board of Commissioners established a 10-minute segment which
is open for informal comments and/or questions from citizens of this county on issues,
other than those issues for which a public hearing has been scheduled. The time will
be divided equally among those wishing to comment. It is requested that any person
who wishes to address the Board, register with the Clerk to the Board prior to the
meeting.
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7.DISCUSSION/ADJUSTMENT/APPROVAL OF CONSENT AGENDA
A.May 18, 2026, Minutes (pgs.17-49)
B.Budget Amendment # 20 (pgs.50-51)
C.Resolution Authorizing Trail Naming Rights at Roxboro Rotary Centennial Park (pgs.52-54)
D.Resolution Naming a Mayo Lake Park Camping Cabin in Honor of Mark Ashley (pgs.55-57)
8.NEW BUSINESS
A.Strategic Plan Quarterly Update (pgs.58-106)..................................................Katherine Cathey
9.CHAIRMAN’S REPORT
10.MANAGER’S REPORT
11.COMMISSIONERS’ REPORTS/COMMENTS
12.CLOSED SESSION
A.Closed Session #1 per General Statute 143-318.11(a)(3) for the purpose to consult with
the county attorney in order to preserve the attorney-client privilege with the following
individuals permitted to attend: County Attorney T.C. Morphis, Jr., County Manager
Katherine Cathey, Clerk to the Board Michele Solomon, and Health Director Janet
Clayton.
Note: All Items on the Agenda are for Discussion and Action as deemed appropriate by
the Board.
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AGENDA ABSTRACT
June 1, 2026
Text Amendment 2-26 – Planning Ordinance – Amend Article XIV Subdivision Regulations and Article
XV – Development Application Review Procedures
The proposed text amendment updates the exempt subdivision provisions in Planning Ordinance
Section 141-1 by clarifying re-surveys of existing lots and exempting such subdivisions from
private road standards. The amendment also removes staff-
Financial Impact:
Recommended Action:
A motion to approve could be worded as follows: “I hereby move to adopt the TA 02-26, and find it
consistent with the adopted Person County & City of Roxboro Joint Comprehensive Land Use Plan.”
A motion to deny could be worded as follows: “I hereby move to deny the TA 02-26, and find it
Submitted By:
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PERSON COUNTY
PLANNING AND ZONING DEPARTMENT
325 S. Morgan Street,
Roxboro, North Carolina 27573
Staff Report
I. Background
On February 23, 2026, Planning staff met with a County Commissioner and a local developer to discuss potential
residential subdivisions and their relationship to the County’s private road standards, with particular focus on access
and egress for exempt subdivisions. While access for family, minor, and major subdivisions was addressed through
Text Amendment 08-25, adopted by the Board of Commissioners on November 18, 2025, the issue of access for
exempt subdivisions remained unresolved.
During this discussion, staff also identified that the exemption for re-surveys of existing lots was not currently
included in the County’s exempt subdivision regulations. This proposed text amendment updates the County’s
exempt subdivision provisions to align with state law and to address access and egress requirements for exempt
subdivisions.
Additionally, on April 20, 2026, the Board of Commissioners petitioned a text amendment removing County staff
authority to initiate text or map amendments. The meeting minutes from that session serve as the staff report for
this amendment.
II. Summary of Proposed Amendments
•This amendment clarifies exempt subdivision regulations and amendment process
•This amendment has gone through the following public review process:
–April 30, 2026, and May 7, 2026 - notice issued for Planning Board Public Hearing
–May 14, 2026 – Planning Board Public Hearing
–May 21, 2026, and May 28, 2026 – notice issued for Board of Commissioner Public Hearing
–June 1, 2026 – Board of Commissioner Public Hearing
III.Staff Analysis
These updates support the County’s goal of a clear, consistent, and modern planning framework by ensuring
regulations are compliant and easy to understand development practices.
IV.Planning Board Action
On May 14, 2026 Planning Board recommended the Board of Commissioners approve Text Amendment 02-26 in a
vote of 3-1.
V.Submitted by
Nishith Trivedi, Planning Director
Attachments
1.Text Amendment 02-26
2.Ordinance TA-02-26
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April 20, Board of Commission Minutes (Excerpt)
Vice-Chair Wilborn stated that she requested this item be added to the agenda. She stated that she would like to see
it practiced that text amendments are only brought forward at the request of the BOC, the Planning Board, or by
citizens who file an application. She stated that she has spoken to the Chair of the Planning Board, and that the Chair
would like for it to omit the Planning Board and for the request to come from the BOC or citizens. Wilborn stated
that there have been two text amendments that came from Planning staff, that were presented and voted on by the
Planning Board, that have not been brought to the BOC. She stated that one text amendment was about buffers and
landscaping, and the other for a technical review committee. She stated that she would like to add the language that
once something is presented to the Planning Board and they have voted on it, that it be brought to the BOC at their
next appropriate meeting, within the next month, and can only be delayed at the request of the BOC.
Chairman Puryear stated that he is in agreement with Wilborn. He stated that if a change is needed, it needs to be
requested by a resident and not a staff member. He stated that Planning staff should not have the authority, and should
be prohibited from initiating requests, unless directed by the BOC, or receives an application from the public. He
stated that he has spoken to several members of the Planning Board, and they feel it is not their duty just to change
things for the sake of changing them. He stated that if Planning staff feels something needs to be addressed, they
would need to come to the BOC.
Wilborn stated that there is a new practice where the items are brought to the Planning Board for review/discussion
in one month and then brought back the next month for a vote. She stated that twice this year the meeting was not
properly noticed, therefore postponing or cancelling the meeting. She stated that she would like for the practice to be
that it is presented once to the Planning Board for review, discussion, and vote, then go before the BOC.
Commissioner Long had concerns related to §153-2 and §153-3, and noted discrepancy related to staff initiation for
submission of petitions. He also had concerns in reference to the fee(s) associated with applicants submitting an
application, as he stated that fee does not need to be excessive. Cathey acknowledged the discrepancy and stated that
related to the fee it is established annually during the budget process. Long stated that staff needed to be removed
from §153-3, and Cathey stated yes, that would make it clearer.
Wilborn asked where does that leave the ones that have already been proposed by staff that have not yet made it to
the BOC. County Attorney T.C. Morphis, Jr. advised if they were truly initiated by staff, it is the Boards’ discretion
if they want to have them continue through the process.
A motion was made by Vice-Chair Wilborn and carried 5-0 to instruct staff to no longer proceed with staff-initiated
text amendments and to withdraw those previously mentioned staff-initiated text amendments, and to bundle the
§153-3 cleanup with the Private Road Standards amendment into a single consolidated text amendment package for
public notice and hearing.
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Attachment 1
TA 2-26 – Planning Ordinance – Amend Article XIV Subdivision Regulations and Article XV –
Development Application Review Procedures
Article XIV Subdivision Regulations
Section 141 – Subdivision Types
(Amended: 5-3-99, 11-18-25)
141-1 Excluded or Exempt Plats
Surveys meeting the requirements of GS 47-30(f)11.c do not require a signature from the Planning and
Zoning Administrator or the review officer and may be directly submitted to the Register of Deeds for
recordation. The following events shall be excluded from the provisions of this article:
1. The combination or recombination of portions of previously subdivided and recorded lots if the total
number of lots is not increased and the resultant lots are equal to or exceed the standards of the county
as shown in its subdivision regulations.
2. The division of land into parcels greater than ten (10) acres if no street right-of-way dedication is
involved.
3. The public acquisition by purchase of strips of land for the widening or opening of streets.
4. The division of a tract in single ownership, the entire area of which is no greater than two acres into not
more than three lots, if no street right-of-way dedication is involved and the resultant lots are equal to
or exceed the standards of the county as prescribed herein.
5. The division of land for use as gravesites.
6. A division of land which has been created by a judicial partition and/or sale.
7. All re-surveys of an existing lot.
8. Any plat presented for recordation on which a lot is shown and pledged as collateral for loan proceeds
and where the property depicted by the plat is a portion of a larger tract of property owned by the
same entity.
9. A combination of lands which adds land to previously subdivided and recorded lots which are
contiguous to the addition.
Plats depicting the divisions listed above may be recorded provided the owner desiring to record such plats
shall obtain a Certificate of Exception from the Planning and Zoning Administrator and shall present such
certificate to the recorder as proof the exception condition is present. Such certified plats will be exempt
from the Person County Private Road Standards. The required certificate shall read as follows:
Certificate of Exception.
I certify that said property qualifies as an exception to the provisions of the Person County Subdivision
Regulations under Section 141 16-1.
____________________________________________ ____________
Planning and Zoning Administrator Date
Person County, NC
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Attachment 1
Article XV – Development Application Review Procedures
154-1 INITIATION OF AMENDMENT
The Board of Commissioners may, at any time, amend, supplement, change, modify or repeal the
boundaries or regulations in this Ordinance, or subsequently amended. Proposed changes or amendments
may only be initiated by the Board of Commissioners, Planning Board, Board of Adjustment, or by one or
more owners, optionees or lessees of property within the area proposed to be changed or affected. This
may be done in accordance with the provisions of this section.
154-2 Submission of Petitions
Petitions to amend this Ordinance or the zoning map shall be submitted to the Planning and Zoning
Department for review according to the adopted Planning Board and Board of Commissioners yearly
schedule. The petition shall include the following:
1. A completed Application for Map Amendment or Application for Text Amendment.
2. For Amendments to the Official Planning Map, a map drawn to scale showing the exterior boundaries
of the lot(s) which will be covered by the proposed map amendment;
3. For amendments to the Planning Ordinance text, a copy of the existing text provisions which the
applicant proposes for amendment, and a written statement which describes in detail changes the
applicant proposes to make to the text of the Ordinance.
4. The alleged error in the Official Planning Map and/or Planning Ordinance Text which will be corrected
by the proposed amendment with a detailed explanation of such and detailed reasons how the
proposed amendment will correct the same;
5. The changed or changing conditions, if any, in the area or in the County generally, which makes the
proposed Official Planning Map and/or Planning Ordinance text amendment reasonable necessary to
the promotion of the public health, safety and general welfare;
6. The manner in which the proposed Official Planning Map and/or Planning Ordinance text amendment
will carry out the intent and purpose of the Comprehensive Plan or part thereof; and,
7. All other circumstances, factors and reasons which the applicant offers in support of the proposed
Official Planning Map and/or Planning Ordinance text amendment. (Amended 8/5/96)
Each petition, unless initiated by the Board of Commissioners, Planning Board, or Board of Adjustment, or
staff, shall be accompanied by a fee to defray the cost of advertising and other administrative costs
involved.
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Attachment 2
An Ordinance Amending the Planning Ordinance
WHEREAS, the Person County Board of Commissioners finds that the proposed zoning/text amendment is
consistent with the Person County & City of Roxboro Joint Comprehensive Land Use Plan; and
WHEREAS, the Person County Board of Commissioners, of the State of North Carolina, finds that the Text
Amendment is reasonable and in public interest through consistency with the Person County & City of
Roxboro Join Comprehensive Land Use Plan.
NOW THEREFORE, be it ordained by the Person County Board of Commissioners that following:
SECTION 1. The Person County Planning Ordinance is hereby amended:
141-1 Excluded or Exempt Plats
Surveys meeting the requirements of GS 47-30(f)11.c do not require a signature from the Planning and
Zoning Administrator or the review officer and may be directly submitted to the Register of Deeds for
recordation. The following events shall be excluded from the provisions of this article:
10. The combination or recombination of portions of previously subdivided and recorded lots if the total
number of lots is not increased and the resultant lots are equal to or exceed the standards of the county
as shown in its subdivision regulations.
11. The division of land into parcels greater than ten (10) acres if no street right-of-way dedication is
involved.
12. The public acquisition by purchase of strips of land for the widening or opening of streets.
13. The division of a tract in single ownership, the entire area of which is no greater than two acres into not
more than three lots, if no street right-of-way dedication is involved and the resultant lots are equal to or
exceed the standards of the county as prescribed herein.
14. The division of land for use as gravesites.
15. A division of land which has been created by a judicial partition and/or sale.
16. All re-surveys of an existing lot.
17. Any plat presented for recordation on which a lot is shown and pledged as collateral for loan proceeds
and where the property depicted by the plat is a portion of a larger tract of property owned by the same
entity.
18. A combination of lands which adds land to previously subdivided and recorded lots which are contiguous
to the addition.
Plats depicting the divisions listed above may be recorded provided the owner desiring to record such plats
shall obtain a Certificate of Exception from the Planning and Zoning Administrator and shall present such
certificate to the recorder as proof the exception condition is present. Such certified plats will be exempt from
the Person County Private Road Standards. The required certificate shall read as follows:
Certificate of Exception.
I certify that said property qualifies as an exception to the provisions of the Person County Subdivision
Regulations under Section 141.
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Attachment 2
154-1 INITIATION OF AMENDMENT
The Board of Commissioners may, at any time, amend, supplement, change, modify or repeal the boundaries
or regulations in this Ordinance, or subsequently amended. Proposed changes or amendments may only be
initiated by the Board of Commissioners, Planning Board, Board of Adjustment, or by one or more owners,
optionees or lessees of property within the area proposed to be changed or affected. This may be done in
accordance with the provisions of this section.
154-2 Submission of Petitions
Petitions to amend this Ordinance or the zoning map shall be submitted to the Planning and Zoning
Department for review according to the adopted Planning Board and Board of Commissioners yearly
schedule. The petition shall include the following:
8. A completed Application for Map Amendment or Application for Text Amendment.
9. For Amendments to the Official Planning Map, a map drawn to scale showing the exterior boundaries of
the lot(s) which will be covered by the proposed map amendment;
10. For amendments to the Planning Ordinance text, a copy of the existing text provisions which the applicant
proposes for amendment, and a written statement which describes in detail changes the applicant
proposes to make to the text of the Ordinance.
11. The alleged error in the Official Planning Map and/or Planning Ordinance Text which will be corrected
by the proposed amendment with a detailed explanation of such and detailed reasons how the proposed
amendment will correct the same;
12. The changed or changing conditions, if any, in the area or in the County generally, which makes the
proposed Official Planning Map and/or Planning Ordinance text amendment reasonable necessary to the
promotion of the public health, safety and general welfare;
13. The manner in which the proposed Official Planning Map and/or Planning Ordinance text amendment
will carry out the intent and purpose of the Comprehensive Plan or part thereof; and,
14. All other circumstances, factors and reasons which the applicant offers in support of the proposed Official
Planning Map and/or Planning Ordinance text amendment. (Amended 8/5/96)
Each petition, unless initiated by the Board of Commissioners, Planning Board, or Board of Adjustment,
shall be accompanied by a fee to defray the cost of advertising and other administrative costs involved.
SECTION 2. Any ordinance or resolution inconsistent with this ordinance is hereby repealed.
SECTION 3. Adopted this 1st day of June, 2026
Dated: Kyle Puryear, Chairman of the Board
of Commissioners
Attest:
[SEAL] Michele Solomon, Clerk to
Board of Commissioners
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Board of Commissioners Meeting
JUNE 1, 2026
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TA 2-26
Planning Ordinance Amendment:
•Article XIV Subdivision Regulations
•Article XV –Development Application Review Procedures
Background:
•On February 23, 2026,Planning staff met with a County Commissioner and a local developer to discuss proposed
residential subdivisions and the County’s private road standards,with particular focus on access and egress
requirements for exempt subdivisions.
•Access standards for family,minor,and major subdivisions were previously addressed through Text Amendment 08-
25,adopted by the Board of Commissioners on November 18, 2025;however,access requirements for exempt
subdivisions remained unresolved.
•Staff also identified that the County’s exempt subdivision regulations did not include an exemption for re-surveys
of existing lots.
•This proposed text amendment updates the exempt subdivision provisions to align with state law and clarify access
and egress requirements for exempt subdivisions.
•Separately,on April 20, 2026,the Board of Commissioners petitioned a text amendment to remove County staff
authority to initiate text or map amendments.
•The meeting minutes from the April 20, 2026,Board meeting serve as the staff report for that amendment.
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TA 2-26
Text Amendment:
•Clarifies exempt subdivision regulations and amendment process
•This amendment has gone through the following public review process:
–April 30, 2026, and May 7, 2026 -notice issued for Planning Board Public Hearing
–May 14, 2026 –Planning Board Public Hearing
–May 21, 2026, and May 28, 2026 –notice issued for Board of Commissioner Public Hearing
–June 1, 2026 –Board of Commissioner Public Hearing
Staff Report:
•Abstract and Minutes
Comprehensive Plan Consistency:
Person County Planning Ordinance, as well as NCGS § 160D-604 & § 160D-605,requires zoning maps and ordinance
amendments to be consistent with the adopted Comprehensive Plan. A statement reflecting the consistency must
accompany the Planning Board recommendation. A general statement of plan consistency and a desire for clear
regulations can be used as adequate support,if specific language from the Comprehensive plan cannot be found.
Action:
Conduct Public Hearing and approve Text Amendment TA 02-26
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Petition TA 2-26
Article XIV Subdivision Regulations, section 141-1:
o Add:
•7. All re-surveys of an existing lot.
•Such certified plats will be exempt from the Person County Private Road Standards.
o Replace:
•16-1 to 141
Article XV –Development Application Review Procedures, section 154-1:
o Add:
•Only
•Or
o Remove:
•or staff
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TA 2-26
Planning Board Action –May 14, 2026:
•Recommended the Board of Commissioners approve Text Amendment 02-26 in a vote of 3-1
Sample Motions:
•A motion to approve could be worded as follows: “I hereby move to adopt the TA 02-26 and find it consistent with
the adopted Person County & City of Roxboro Joint Comprehensive Land Use Plan.”
•A motion to deny could be worded as follows: “I hereby move to deny the TA 02-26 and find it inconsistent with the
adopted Person County & City of Roxboro Joint Comprehensive Land Use Plan.”
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AGENDA ABSTRACT
June 1, 2026
FY27 Budget Public Hearing
In accordance with N. C. General Statute 159-12(b), the Person County Board of
Commissioners will conduct a Budget Public Hearing on Monday, June 1, 2026, at 6 p.m.
The Budget Public Hearing will be held in the Board Meeting Room (Room 215) of the Person
County Office Building. Citizens will have an opportunity to address the Board of
Commissioners concerning the recommended budget.
The recommended budget may be viewed online at www.personcountync.gov. Hard copies are
Financial Impact:
Recommended Action:
Submitted By:
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NOTICE OF BUDGET PUBLIC HEARING
PERSON COUNTY BOARD OF COMMISSIONERS
Official notice is hereby given that the Fiscal Year 2026-2027 Budget for Person County
has been presented to the Board of Commissioners by the County Manager and is
available for public inspection in the Office of the Clerk to the Board of Commissioners,
Room 212, Person County Office Building, from 8:30 a.m. to 5:00 p.m. Monday through
Friday. The budget is also available at the Person County Public Library during regular
operating hours and on the County’s website at www.personcountync.gov.
In accordance with N.C. General Statute § 159-12(b), the Person County Board of
Commissioners will conduct a public hearing on the proposed budget on Monday, June
1, 2026, at 6:00 p.m. The hearing will be held in Room 215 of the Person County Office
Building, located at 304 S. Morgan Street, Roxboro, North Carolina.
All persons interested in speaking on the proposed budget will be given an opportunity to
do so at the public hearing. Anyone requiring an accommodation to participate in the
meeting should contact the County Manager’s Office at (336) 597-1720 at least 24 hours
prior to the hearing.
Michele Solomon
Clerk to the Board
Published May 21, 2026, and May 28, 2026
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May 18, 2026
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PERSON COUNTY BOARD OF COMMISSIONERS May 18, 2026
MEMBERS PRESENT OTHERS PRESENT
Kyle Puryear Katherine M. Cathey, County Manager
Sherry Wilborn Michele Solomon, Clerk to the Board
Jason Thomas T.C. Morphis, Jr., County Attorney
Antoinetta Royster
Donald Long
The Board of Commissioners for the County of Person, North Carolina, met in
Regular session on Monday, May 18, 2026 at 9:00 a.m. in Room 215 of the County Office
Building located at 304 S. Morgan Street, Roxboro, NC.
Chairman Puryear called the meeting to order and recognized a quorum was present.
Commissioner Thomas offered an invocation, and Commissioner Long led the group in the
Pledge of Allegiance.
DISCUSSION/ADJUSTMENT/APPROVAL OF AGENDA
A motion was made by Commissioner Thomas and carried 5-0 to approve the
agenda.
INCOME MAINTENENANCE APPRECIATION MONTH PROCLAMATION
DSS Director Adonica Hampton read a Proclamation recognizing May as Income
Maintenance Appreciation Month honoring staff for administering essential programs, such
as, Food and Nutrition Services and Medicaid. She stated that Income Maintenance workers
support vulnerable residents, with professionalism, integrity, and commitment.
A motion was made by Commissioner Royster and carried 5-0 to approve the
Income Maintenance Appreciation Month Proclamation.
Commissioner Royster expressed thanks to DSS Income Maintenance staff for their
dedication and service to Person County residents.
Chairman Puryear presented the Proclamation to Hampton.
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INFORMAL COMMENTS:
There were no individuals that appeared before the Board to make informal
comments.
DISCUSSION/ADJUSTMENT/APPROVAL OF CONSENT AGENDA:
A motion was made by Vice-Chair Wilborn and carried 4-1 to approve the
Consent Agenda with the following items:
A. May 4, 2026, Corrected Minutes, as noted in emailed corrections
B. Budget Amendment # 19
C. Resolution Establishing a Materiality Threshold
D. Audit Contract for Fiscal Year 2026
E. Termination of Agreement for Lobbying Services
F. Register of Deeds Records Retention and Disposition Schedule
G. Person Industries Record Destruction
H. Public Property Naming Policy Amendment
Commissioner Long voted in opposition.
NEW BUSINESS:
MAYO LAKE CABIN NAMING
Recreation, Arts, and Parks, Director John Hill presented a recommendation to
name the new Mayo Lake camping cabin in honor of Mark Ashley, a long-time employee,
who passed away on March 31, 2026. He stated that Ashley was integral to the operations
of Person County Recreation, Arts, and Parks, and advised that he was the fourth longest-
serving employee within that department. He stated that Ashley had worked in multiple
areas of the park system, to include Mayo Park, Kirby Cultural Arts Complex, Athletics,
and Special Olympics. He stated that Ashley is going to be missed by all.
A motion was made by Vice-Chair Wilborn and carried 5-0 stating the Board’s
intent to consider the adoption of a resolution on June 1, 2026 to name a Mayo Lake Park
camping cabin in honor of long-term Person County Recreation, Arts, and Parks
Department employee Mark Ashley.
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FY27 MANAGER’S RECOMMENDED BUDGET PRESENTATION
North Carolina General Statutes require that on or before June 1 of each year,
managers present their recommended budget for the next fiscal year to the Board of
Commissioners. County Manager Katherine Cathey provided an overview of the FY
2026-2027 budget through the following presentation. The Board of Commissioners ‘were
presented with copies of the budget document for review.
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Commissioner Royster inquired whether guidelines exist regarding the appropriate
ratio of Paramedics assigned to each supervisor. Cathey stated that she would follow up
with the Emergency Services Department and report the information back to the Board.
Commissioner Long asked for clarification on vehicle replacements and wanted to
confirm that no additional vehicles were being added. Cathey stated that none are being
added and that the request is for twelve replacement vehicles.
Chairman Puryear advised the Board to coordinate with Cathey to set budget work
session dates.
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AUTHORIZATION TO SPEND OPIOID SETTLEMENT FUNDS
Health Director Janet Clayton presented the following recommendations from the
Opioid Settlement Advisory Committee (OSAC):
Extension of the funding expenditure periods of the current three strategies to June
30, 2027 allowing the originally allocated amounts to be utilized during FY2027
Continue to address the Early Intervention strategy through Person County
Schools. Early Intervention efforts include identification and intervention for
children and adolescents who may be struggling with problematic use of drugs or
mental health conditions through the Substance Use Education and Support
Program (SUES). These funds will allow the expansion of SUES to strengthen
early identification, intervention, and structured follow-up services for youth at
risk of substance misuse, including opioid misuse, before progression to opioid
use disorder or overdose.
Funding $401,234.87 for this program, based on projected needs as presented by
Person County Schools
Commissioner Long asked if the services of Person Family Medical Center are
being utilized. Clayton advised yes that the PORT Team (Post Overdose Response Team)
has a relationship with them as well as with Person County Schools.
Vice-Chair Wilborn asked for clarification, confirming that the request is not to
allocate additional funds to the first three strategies but rather to continue them for another
year to bring them to completion. Clayton stated that yes, that is the request.
A motion was made by Commissioner Royster and carried 5-0 to approve a
resolution to authorize the end date extension for the previously authorized strategies from
June 30, 2026 to June 30, 2027 and to authorize use of $401,234.88 from the opioid
settlement funds for use in the identified spending strategy of early intervention for a
period beginning July 1, 2026 and concluding June 30, 2028.
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INITIAL STEPS FOR GENERAL OBLIGATION SCHOOL BONDS
NOTICE OF INTENT AND APPLICATION AUTHORIZATION
Chief Financial Officer Tracy Clayton and Person County Schools Superintendent
Dr. Rodney Peterson presented materials related to placing a General Obligation Bond
Referendum on the November 3, 2026 ballot.
Clayton shared the following:
• Adoption of required resolutions: May 18, June 15, and December 16
• Publication of notices
• Strict statutory deadlines, including a Public Hearing on July 6
• Preliminary projection: approximately a 9.5¢ tax impact, pending consultant
confirmation
Dr. Peterson shared the following:
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Commissioner Royster expressed safety and health concerns for children attending
the schools with lead paint and asbestos.
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A motion was made by Chairman Puryear and carried 5-0 to adopt a Resolution
Directing the Publication of Notice of Intention to Apply to the Local Government
Commission (LGC) for Approval of Bonds.
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A motion was made by Chairman Puryear and carried 5-0 to adopt a Resolution
Making Certain Statements of Fact Concerning the Proposed Bond Issue and Authorizing
the Application to the LGC.
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A motion was made by Chairman Puryear and carried 5-0 to authorize the Chief
Financial Officer to advance up to $100,000 from the Capital Investment Fund to pay for
bond insurance costs prior to the issuance and sale of the bonds with such advances to be
reimbursed from bond proceeds upon closing.
CHAIRMAN’S REPORT
Chairman Puryear welcomed State Senator Jonah Garson, who addressed the
Board and community.
MANAGER’S REPORT
County Manager Katherine Cathey announced Jennifer Brown as the new
Cooperative Extension Director, effective June 1, 2026.
COMMISSIONER REPORTS/COMMENTS
Vice-Chair Wilborn reported that since the last meeting, she attended Good
Morning Coffee Hours put on by the Chamber, EMS, and Guardian Ad Litem, as well as a
Business After Hours at Footwear Plus, the Chamber’s Small Business of the Year, which
is celebrating 80 years. She also attended the RTRP Board Meeting and the State of the
Region event, noting excellent local participation with two commissioners and two city
council members present, who overlap on the EDC and Chamber Board. She said it was
good to have that group in the room to network and hear about economic development
initiatives across the region and state. She reported attending the FTZ Board quarterly
meeting and stated that Person County now has one industry applying for FTZ status and a
second submitting an application at the most recent meeting. She said she is thankful
Person County is now represented on that board. She attended the National Day of Prayer
event hosted by the Veterans Council, noting it fell during one of the windows of rain, and
she thanked Westwood Baptist Church for hosting at the last minute. She also had her
budget meeting with the Manager and attended the Planning Board meeting. She stated
that she attended the two--day North Carolina Association of County Commissioners
Board Meeting in Western North Carolina, where administrative matters were discussed,
but most of the discussion focused on laws affecting local control over taxes. She said she
hopes the state budget is adopted before the county must adopt its own. She noted another
commissioner shared that their county could lower its tax rate by 19 cents if not for
unfunded mandates, which she said is important as the county considers its own budget.
She stressed the need to continue supporting economic development and industry
expansion.
47
May 18, 2026
32
Wilborn referenced comments made after adopting the Small Business Week
resolution and clarified that the statistics cited used the Small Business Administration
definition of small business—any business under 500 employees—meaning nearly all
manufacturers in Person County fall under that category. She said manufacturing is small
business in Person County according to those statistics. She cited an agriculture statistic
that the county has $481.2 million in total ag value added, noting that more than $300
million of that is tied to manufactured products from agricultural commodities like
tobacco. She emphasized that agriculture and manufacturing complement each other and
that manufacturing plays a major role in that value added. She addressed emails and a
recent online article regarding data centers. She said the article, which she described as
left-leaning, incorrectly stated- that the mega-site could receive up to 8 million gallons per
day. She said the City Manager requested a correction, clarifying the water plant’s
permitted capacity of 5 million gallons per day and its potential expansion to 8 million
gallons per day for the county, and that the mega-site predates the Microsoft project and
can supply 3 million gallons per day. She noted that as the former EDC Director, she was
always told the line capacity was 2 million gallons per day without upgrades, though new
information may exist. She added that the City Manager has publicly stated the Microsoft
numbers would not justify turning that line on. She said public concerns typically relate to
electricity costs and water usage, and she hopes to put the water usage concern to rest. She
stated that electric rates are determined by service territory and that data centers are driven
by consumer demand. She said as long as people continue to create and consume data,
data centers will be built, and if they are built in Person County, the county benefits from
the tax base and high- paying jobs. She noted the county cannot absorb a large industrial
project needing hundreds or thousands of employees, but data centers significantly grow
the tax base. She concluded by saying she is compiling statistics on how data centers have
helped other communities build schools and other facilities, and she intends to continue
sharing that information.
Commissioner Thomas expressed thanks to County Manager Cathey and staff for
budget preparation. He emphasized school facility needs.
Commissioner Royster expressed her appreciation to County Manager Cathey and
staff for their work on the budget. She congratulated Janet Clayton and the Health
Department on achieving accreditation with honors, and she congratulated Jennifer Brown
on her new role as Cooperative Extension Director. She thanked Senator Jonah Garson for
attending the meeting. She discussed the need for coordinated cooling stations and noted
her attendance at the RTRP meeting. She stated that she had previously mentioned being
invited to Loudoun County, Virginia, to tour data centers, and that while attending the
NACo Conference, she had heard both pros and cons about data centers from colleagues.
48
May 18, 2026
33
Royster suggested future consideration of recognizing Juneteenth as a county
holiday to align with the City of Roxboro’s holiday schedule.
Commissioner Long expressed his appreciation to County Manager Cathey for her
work on the budget. He thanked Senator Jonah Garson for attending the meeting and
encouraged his continued advocacy for school funding. He shared concerns regarding the
RCRC and the loss of funding. He noted his interest in touring the Microsoft Data Center
in Boydton, Virginia.
ADJOURNMENT
A motion was made by Vice-Chair Wilborn and carried 5-0 to adjourn the meeting
at 10:46 a.m.
____________________________ ______________________________
Michele Solomon Kyle Puryear
Clerk to the Board Chairman
(Draft Board minutes are subject to Board approval).
49
6/1/2026
Dept./Acct No.Department Name Amount
EXPENDITURES General Fund
General Government 10,403
Public Safety 5,697
Environmental Protection 10,500
Culture and Recreation 336
Transfer to Other Funds 1,024,592
REVENUES General Fund
Other Revenue 26,600
Charges for Services 336
Fund Balance Appropriation 1,024,592
EXPENDITURES Self-Funded Health Insurance Fund 1,024,592
REVENUES Self-Funded Health Insurance Fund
Transfer from Other Funds 1,024,592
Explanation:
Account Number Account Description
incr. (decry.) incr. (decry.)
100-389890 Misc. Revs: Insurance Proceeds
1004310-435300 Sheriff: Main & Repair/Vehicles
100-389890 Misc Revs: Insurance Proceeds
1004260-455000 General Services-Cap Out Equip $5000+
10045-369840 Soil & Water-Donations
1004960-449910 Soil & Water-District Expense
10055-361414 P&R-Recreation Fees-Camps/Classes
1006120-430000 P&R-Contracted Services
10090-399991 General Fund: FBA
1009821-401020 General Fund: Transfer to SFHF Fund
12090-399991 Health Fund: FBA
BUDGET AMENDMENT #20
Recognize insurance proceeds ($5,697) for Sheriff’s Office vehicle repairs and insurance proceeds ($10,403)
for repairs at the Person Industries Recycling Center; accept donations ($10,500) for Soil and Water to support
the NC Farm Family event; recognize Recreation, Arts & Parks fee revenues ($336) to support instructor costs;
and appropriate fund balance in the General Fund ($687,227), Health Fund ($50,515), and DSS Fund
($286,850) to transfer available health contribution revenues to the Self-Funded Health Insurance Fund
BUDGET ADJUSTMENT DETAIL
50
19090-399991 DSS Fund: FBA 286,850
1909821-401020 DSS Fund: Transfer to SFHF Fund
20070-398010 SFHF: Transfer from General Fund
20070-398012 SFHF: Transfer from Health Fund
20070-398019 SFHF: Transfer from DSS Fund
2004123-489710 SFHF: Health Claims Expense
Totals 2,076,120 2,076,120
51
AGENDA ABSTRACT
June 1, 2026
Resolution Authorizing Trail Naming Rights at Roxboro Rotary Centennial Park
In December 2023, the Person County Recreation, Arts, and Parks Department began
construction of the 281-acre Roxboro Rotary Centennial Park. Plans for the park include 30
miles of trails for hiking, walking, or mountain biking, a fully ADA-accessible walking trail
section, wildlife observation areas, birding blinds and overlooks, interpretive and
environmental education trails and components, as well as support areas and equipment, such
as picnic shelters.
A large portion of Centennial Park’s trail system has already been developed with most of the
work being led by Person County citizen volunteers and by the Triangle Off Road Cycle
Association (TORC) out of the Raleigh/Durham area. These volunteer efforts have resulted in
the development of approximately six miles of walking, hiking, and mountain biking trails
with a cost savings to Person County at approximately $190,080 ($5 per linear foot of trail
built). Building on this momentum, TORC proposes a new partnership to elevate the park’s
profile: the construction of a professional-grade "flow trail" by Speedgoat Trail Company.
This $18,555 project would be fully funded and managed by TORC, providing the County
with a premier attraction for residents and tourists at no capital cost.
In return for their contribution, the TORC requests that Person County Government grant them
the naming rights of this 3,457 linear foot section of trail. TORC plans to use the naming rights
to offer a selected company in a related outdoor recreation, leisure, or park building industry
the opportunity to have their company name as the trail name. The TORC has a popular and
positive reputation through their work of building recreational trails throughout Wake County,
Durham, Orange County, and other locations in North Carolina. This partnership allows us to
provide a high-quality recreational asset to our citizens and visitors while maintaining fiscal
responsibility.
On April 6, 2026, the Board of Commissioners voted unanimously to grant naming rights to
Triangle Off Road Association (TORC) for the specified trail section in exchange for their
52
name.
Financial Impact:
None
Recommended Action:
Adopt a Resolution Authorizing Trail Naming Rights at Roxboro Rotary Centennial Park.
Submitted By:
John Hill, Recreation, Arts, and Parks Director
53
RESOLUTION AUTHORIZING TRAIL NAMING RIGHTS AT
ROXBORO ROTARY CENTENNIAL PARK
WHEREAS, in December 2023, Person County Recreation, Arts, and Parks began construction of the 281-acre
Roxboro Rotary Centennial Park. Plans for the park include 30 miles of trails for hiking, walking, or mountain
biking; a fully ADA-accessible walking trail section; wildlife observation areas; birding blinds and overlooks;
interpretive and environmental education trails and components; as well as support areas and equipment, such as
picnic shelters; and
WHEREAS, a large portion of Centennial Park’s trail system has already been developed, with most of the work
being led by Person County citizen volunteers and by the Triangle Off-Road Cyclists (TORC) from the
Raleigh/Durham area. These volunteer efforts have resulted in the development of approximately six miles of
walking, hiking, and mountain biking trails, generating a cost savings to Person County of approximately $190,080,
calculated at $5 per linear foot of trail built. Building on this momentum, TORC proposes a new partnership to
elevate the park’s profile: the construction of a professional-grade “flow trail” by Speedgoat Trail Company. This
$18,555 project would be fully funded and managed by TORC, providing the County with a premier attraction for
residents and visitors at no capital cost; and
WHEREAS, in return for their contribution, TORC requests that Person County Government grant them the naming
rights for this 3,457-linear-foot section of trail. TORC plans to use the naming rights to offer a company in a related
outdoor recreation, leisure, or park-building industry the opportunity to have their company name designated as the
trail name; and
WHEREAS, TORC maintains a strong reputation for high-quality trail development throughout North Carolina,
and this partnership delivers a premium recreational asset to residents and visitors while maintaining fiscal
responsibility; and
NOW, THEREFORE, BE IT RESOLVED that the Person County Board of Commissioners hereby grants the
Triangle Off-Road Cyclists (TORC) the naming rights for the designated 3,457-linear-foot trail section at the
Roxboro Rotary Centennial Park in recognition of their volunteerism and financial contributions to trail
construction.
BE IT FURTHER RESOLVED, the Person County Board of Commissioners authorizes the County Manager to
approve the chosen trail name.
Adopted, this, the 1st day of June 2026.
_________________________________
Kyle Puryear, Chairman
Person County Board of Commissioners
ATTEST:
__________________________________
Michele Solomon, NCCCC
Clerk to the Board
54
AGENDA ABSTRACT
June 1, 2026
Resolution Naming a Mayo Lake Park Camping Cabin in Honor of Mark Ashley
On March 31, 2026, Person County Government and the Person County community lost a
great person near and dear to our hearts. Mark Ashley was a longtime employee of Person
County. He served the citizens of Person County through the Recreation, Arts, and Parks
Department for over 17 years. Before Person County Government, Mark Ashley served the
community as a security officer at Piedmont Community College, where he retired in 2009.
Through the Person County Park System, Mark has served our community by working and
helping multiple divisions throughout his tenure. Those Recreation, Arts and Parks
Department divisions included the Maintenance Division, Athletic Programs Division, Special
Programs and Events Division, the Kirby Cultural Arts Complex, and most notably, Mayo
Lake Park, where he spent most of his time.
Mark was always willing to help wherever he was needed through supporting programs,
events, and facilities that had a meaningful impact on our community. Some of the program
areas that Mark was involved in over the years included Person County Special Olympics,
Mayo Lake Molo Fishing Day for special needs youth, Person County Easter Egg Hunt,
Sappony Tribal Youth Camp, Piedmont Community College’s Pickin’ by the Lake, Person
County Little League, Sportsplex programs, supporting maintenance for rentals and shows at
the Kirby Theater, special projects throughout the parks system, and assisting multiple
departments and agencies for special events throughout Person County, and multiple family
gatherings and camping rentals at Mayo Lake Park.
The list of his contributions over the 17 years is too large to describe. Mark was one of the
longest tenured employees in the Recreation, Arts, and Parks Department.
Mark was a very instrumental Mayo team member who helped with the growth and popularity
of Mayo Lake Park’s offerings and camping. He was an ambassador who always helped to
promote Mayo Lake Park to our citizens and tourists. Mark’s customer service was impeccable
to our citizens and tourists at Mayo Lake and helped to grow its great reputation. Many of
55
working on the days they were camping or had an event.
The Recreation, Arts, and Parks staff and Recreation Advisory Board support naming the most
recently built Mayo Lake Park camping cabin in honor of Mark Ashley’s long-term service to
Person County citizens and visiting tourists.
On May 18, 2026, the Board of Commissioners voted unanimously to state its intent to
consider the adoption of a resolution on June 1, 2026 to name a Mayo Lake Park camping
cabin in honor of long-term Person County Recreation, Arts, and Parks Department employee
Financial Impact:
Recommended Action:
Submitted By:
56
Resolution Naming a Mayo Lake Park Camping Cabin in Honor of Mark Ashley
WHEREAS, on March 31, 2026, Person County Government and the Person County community lost a great person near and
dear to our hearts. Mark Ashley was a longtime employee of Person County, serving the citizens through the Recreation, Arts,
and Parks Department for over 17 years. Before joining Person County Government, Mark Ashley served the community as a
security officer at Piedmont Community College, where he retired in 2009; and
WHEREAS, through the Person County Park System, Mark Ashley served our community by working and assisting multiple
divisions throughout his tenure. These divisions included the Maintenance Division, Athletic Programs Division, Special
Programs and Events Division, the Kirby Cultural Arts Complex, and, most notably, Mayo Lake Park, where he spent most of his
time; and
WHEREAS, Mark Ashley was always willing to help wherever needed, supporting programs, events, and facilities that had
meaningful impact on our community. Program areas he contributed to over the years included Person County Special Olympics,
Mayo Lake Molo Fishing Day, the Person County Easter Egg Hunt, Sappony Tribal Youth Camp, Piedmont Community
College’s Pickin’ by the Lake, Person County Little League, maintenance support for rentals and shows at the Kirby Theater,
special projects throughout the parks system, and support for family gatherings and camping rentals at Mayo Lake Park; and
WHEREAS, Mark Ashley was a very instrumental Mayo Lake team member who contributed to the growth and popularity of
Mayo Lake Park’s offerings and camping. He was an ambassador for the park, promoting it to citizens and tourists alike. His
impeccable customer service helped strengthen Mayo Lake Park’s reputation; and
WHEREAS, the Recreation, Arts, and Parks Department staff and the Recreation Advisory Board support naming the most
recently built Mayo Lake Park camping cabin in honor of Mark Ashley for his long-term service to Person County and its
citizens.
NOW, THEREFORE, BE IT RESOLVED by the Person County Board of Commissioners that the naming rights for the most
recently built Mayo Lake Park camping cabin shall be designated in honor of former employee Mark Ashley for his long-term
service to the Person County Recreation, Arts, and Parks Department and the citizens of Person County.
Adopted, this, the 1st day of June 2026.
_________________________________
Kyle Puryear, Chairman
Person County Board of Commissioners
ATTEST:
__________________________________
Michele Solomon, NCCCC
Clerk to the Board
57
AGENDA ABSTRACT
June 1, 2026
Strategic Plan Quarterly Report
On Feb. 20, 2024, the Board of Commissioners adopted the FY25-27 Strategic Plan which
includes vision and mission statements, organizational values and five strategic focus areas
with associated goals and strategies. The goals provide a two- to four-year view of priorities,
and the accompanying strategies describe specific tasks, outputs and/or outcomes intended to
be accomplished over the next one to two fiscal years. This plan is a guiding document for
county elected officials, staff, and volunteers. The attached quarterly report for the timeframe
of Jan. 1-March 31, 2026 informs the board and the public on progress made towards
Financial Impact:
Recommended Action:
Submitted By:
58
Administration
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 2 :
2.1 Support completion of the City of
Roxboro’s Western Sewer Project
City is in the construction phase of the project.
$654,648 in county funding is available to
support project. Additional reimbursements
are endin .
Making
Progress
City is in the construction phase of the project.
$654,648 in county funding is available to
support project. Additional reimbursements
are endin .
Making
Progress
City is in the construction phase of the project.
$654,648 in county funding is available to
support project.
Making
Progress
2.2
Evaluate water and sewer capacity
and city/county needs for future
growth, revisit interlocal agreement
Initial conversations have occurred with the
city manager regarding the interlocal
agreement. City will propose a draft contract
for the count 's consideration.
Making
Progress
City is working on a draft contract for the
county's consideration.
Making
Progress
City is working on a draft contract for the
county's consideration.
Making
Progress
2.3
Partner with NC DIT to provide
broadband to all unserved and
underserved areas
Supporting ISP efforts to complete two GREAT
Grant projects, two CAB projects and two CAB
2.0 projects. These six awards will reach more
than 3,700 households and over 200
businesses. Three BEAD projects pending
a roval at federal level
Making
Progress
Supporting ISP efforts to complete two GREAT
Grant projects, two CAB projects and two CAB
2.0 projects. These six awards will reach more
than 3,700 households and over 200
businesses. Three BEAD projects pending
a roval at federal level
Making
Progress
16,425 Person County locations are served
with reliable broadband. 316 are unserved or
underserved and unfunded. (111 pending
funding through BEAD Satellite.) Continuing to
partner with NCDIT and internet service
roviders to reach oal of 100%.
Making
Progress
2.4
Complete Person County Trail
Feasibility Study and work with
partners to implement
recommendations
Study completed in FY25. Working with NC
DOT, City of Durham, and Durham County to
acquire rail corridor from Norfolk Southern for
future trail develo ment.
Making
Progress
Study completed in FY25. Working with NC
DOT, City of Durham, and Durham County to
acquire rail corridor from Norfolk Southern for
future trail develo ment.
Making
Progress
Study completed in FY25. Working with NC
DOT, City of Durham, and Durham County to
acquire rail corridor from Norfolk Southern for
future trail develo ment.
Making
Progress
2.5
Evaluate transportation and rail
capacity and needs for current and
future rowth
Exploring options for regional collaboration
for U.S. 158 widening and other
trans ortation lannin .
Making
Progress
Exploring options for regional collaboration
for U.S. 158 widening and other
trans ortation lannin .
Making
Progress
Exploring options for regional collaboration
for U.S. 158 widening and other
trans ortation lannin .
Making
Progress
Goal 6 :
6.1
Negotiate lease renewal or purchase
of Human Services Building or secure
new facility prior to Aug. 2025
6.2
Complete PI/MRF construction and
physical and operational merger
before Ma 2025
6.3
Utilize facility feasibility assessment
to plan for current and future needs
of the Emergency Services
De artment
A comprehensive facilities study is funded in
the FY26 CIP and will incorporate the needs of
the Emergency Services Department.
Making
Progress
A comprehensive facilities study is funded in
the FY26 CIP and will incorporate the needs of
the Emergency Services Department.
Making
Progress
A comprehensive facilities study is funded in
the FY26 CIP and will incorporate the needs of
the Emergency Services Department.
Making
Progress
6.4 Complete construction and open
“County Farm” park
Construction is still underway. Fall 2025 soft
opening planned, grand opening in
S rin /Summer 2026.
Making
Progress
Soft opening in Fall 2025, grand opening
planned for Spring/Summer 2026.
Making
Progress
Soft opening in Fall 2025, grand opening
planned for Spring/Summer 2026.
Making
Progress
Goal 7 :
7.2
Partner with the PCS to evaluate
population/ enrollment growth, class
size mandates, etc. to determine
need for new construction
Working with PCS and lobbyist to pursue state
funding for the construction of a new middle
school.
Making
Progress
Working with PCS and lobbyist to pursue state
funding for the construction of a new middle
school.
Making
Progress
Working with PCS and lobbyist to pursue state
funding for the construction of a new middle
school.
Making
Progress
7.3
Partner with PCC to plan for and fund
the Center for Health, Advanced
Technology & Trades (CHATT)
Purchased building in FY25. Supporting PCC in
identifying funding for upfitting building and
grounds for the South Campus.
Making
Progress
Purchased building in FY25. Supporting PCC in
identifying funding for upfitting building and
grounds for the South Campus.
Making
Progress
Purchased building in FY25. Supporting PCC in
identifying funding for upfitting building and
grounds for the South Campus.
Making
Progress
Goal 8 :
8.1 Increase funding to support
improvements in pre-K-12 education
Funded 8.4% increase for FY26 current
expense budget (fully funded request).
Partiall funded ca ital re uest
Making
Progress
Funded 8.4% increase for FY26 current
expense budget (fully funded request).
Partiall funded ca ital re uest
Making
Progress
Funded 8.4% increase for FY26 current
expense budget (fully funded request).
Partiall funded ca ital re uest
Making
Progress
8.2 Ensure funding meets PCC’s
operational needs
Funded 6.89% increase for FY26 current
expense budget (fully funded request).
Partiall funded ca ital re uest
Making
Progress
Funded 6.89% increase for FY26 current
expense budget (fully funded request).
Partiall funded ca ital re uest
Making
Progress
Funded 6.89% increase for FY26 current
expense budget (fully funded request).
Partiall funded ca ital re uest
Making
Progress
Goal 9 :
9.2
Partner with PCC and PCS to offer
programs to develop skills for
employment in county positions with
a concentrated focus on areas of
critical need
Discussions happen on a case-by-case basis.
No organized initiative to date. Not Started Discussions happen on a case-by-case basis.
No organized initiative to date. Not Started Discussions happen on a case-by-case basis.
No organized initiative to date. Not Started
Goal 11 :
Work with partners to create and support opportunities for the current and future workforce to learn and develop new skills
Service Excellence
Proactively meet the changing needs of the community
Economic Opportunity and Growth
Develop and maintain infrastructure that enhances quality of life
Lifelong Learning
Support our educational partners, Person Count Schools (PCS) and Piedmont Community College (PCC)
Capital Investment
Ensure county facilities meet the needs of the public and employees
Provide modern, safe, and accessible learning and working environments for Person County Schools (PCS) and Piedmont Community College (PCC)
Completed in FY25.
Completed in FY25.
159
Administration
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
11.1
Monitor and analyze population
growth and demographic changes
and structure services to meet
chan in needs
Each department pays attention to these
changes and anticipates potential impacts.
Need to implement countywide, standardized
a roach.
Making
Progress
Each department pays attention to these
changes and anticipates potential impacts.
Need to implement countywide, standardized
a roach.
Making
Progress
Each department pays attention to these
changes and anticipates potential impacts.
Need to implement countywide, standardized
a roach.
Making
Progress
11.2 Measure progress and update the
strategic plan
Strategic plan updates finalized during the
FY26 budget process. First quarter report
provided to BOC in December 2025.
Making
Progress
Strategic plan updates finalized during the
FY26 budget process. Second quarter report
provided to BOC in March 2026.
Making
Progress
Strategic plan updates finalized during the
FY26 budget process. Third quarter report
provided to BOC in May 2026. Minor updates
ro osed for FY27.
Making
Progress
11.3 Work with partners to improve
digital equity and inclusion
Library secured additional funding from Kerr
Tar Regional Council of Governments and
assumed programming responsibilities in
FY26.
Making
Progress
Library secured additional funding from Kerr
Tar Regional Council of Governments and
assumed programming responsibilities in
FY26.
Making
Progress
Library secured additional funding from Kerr
Tar Regional Council of Governments and
assumed programming responsibilities in
FY26.
Making
Progress
Goal 12 :
12.1
Implement provisions of Public
Records Request Policy and online
ublic records re uest latform
12.2 Offer a Citizens Academy
Offered second session of Civics Academy in
Fall 2025 with 13 participants. Next session
lanned for S rin 2026.
Making
Progress
Completed second session of Civics Academy
in November. Third session starts March 5,
2026.
Completed
Started third session of Civics Academy in
Spring 2026 with 16 participants. Program
ex anded to nine weeks.
Making
Progress
12.3
Improve online access to public
meeting materials and county
ordinances and policies
Staff liaisons routinely upload agendas and
minutes to Laserfiche portal for public access.
Clerk and PIO working to streamline ordinance
and policy informaƟon on website.
Making
Progress
Clerk is evaluating options for creating a Code
of Ordinances.
Making
Progress
Clerk is evaluating options for creating a Code
of Ordinances.
Making
Progress
Goal 13 :
13.1 Minimize tax increases based on
necessity
FY26 budget approved with a tax rate lower
than FY25 (although higher than revenue
neutral). Tax rate set as low as possible to
address the loss of one-time revenues
budgeted in FY25 and to meet community
needs. Monitoring potential revenue and
ex enditure chan es for FY27.
Making
Progress
FY26 budget approved with a tax rate lower
than FY25 (although higher than revenue
neutral). Tax rate set as low as possible to
address the loss of one-time revenues
budgeted in FY25 and to meet community
needs. Monitoring potential revenue and
ex enditure chan es for FY27.
Making
Progress
FY26 budget approved with a tax rate lower
than FY25 (although higher than revenue
neutral). Tax rate set as low as possible to
address the loss of one-time revenues
budgeted in FY25 and to meet community
needs. Monitoring potential revenue and
ex enditure chan es for FY27.
Making
Progress
13.2
Develop and implement an annual
balanced budget and capital
im rovement lan
First quarter of FY26 annual budget and FY26-
30 CIP implemented.
Making
Progress
Second quarter of FY26 annual budget and
FY26-30 CIP implemented.
Making
Progress
Third quarter of FY26 annual budget and FY26-
30 CIP implemented.
Making
Progress
Goal 15 :
15.1 Improve access to healthcare
services See updates from other departments.Making
Progress See updates from other departments.Making
Progress See updates from other departments.Making
Progress
15.2 Promote healthy lifestyles and
behaviors See updates from other departments. Making
Progress See updates from other departments. Making
Progress See updates from other departments. Making
Progress
15.3 Develop and implement plan for
utilizing Opioid Settlement Funds
Implemented Post-Overdose Response Team
in Emergency Services. Opioid Settlement
Committee met quarterly.
Making
Progress
A community survey was conducted during
October 2025. The annual community
meeting was held on 12/2/2025 at PCC. The
committee continued to meet and review data
to re are for the RFA release in 3
Making
Progress
Opioid Settlement Advisory Committee
released RFA for funding.
Making
Progress
Service
Excellence
Improve employee recruitment and
retention.
Focus on creating a positive organizational
culture. Promoting effective communication
and employee training. Evaluating pay and
benefits and updating personnel policies and
erformance evaluation s stem.
Making
Progress
Focus on creating a positive organizational
culture. Updated personnel policies and
performance evaluation system. Provided
training for supervisors and employees on
new Perform s stem.
Making
Progress
Focus on creating a positive organizational
culture. Implemented new Performance
Assessment Program. Evaluated pay and
benefits and developed recommendations for
FY27.
Making
Progress
Service
Excellence
Develop communications plan and
strategies for improving
communications and community
engagement.
Ongoing ADA Compliance updates for website,
planning for redesign of county website to
start in Fall 2025. Internal work groups
focusing on cross-department marketing and
communications collaboration.
Making
Progress
Ongoing ADA Compliance updates for website,
planning for redesign of county website to
start in Spring 2026. Internal work groups
focusing on cross-department marketing,
communications collaboration, and ADA
compliance.
Making
Progress
Launched a new series of Communications &
Marketing workshops offered to County staff
to improve communications and meet ADA
Compliance standards. Began redesign of
county website. Cross-department internal
work groups focusing on compliance, policy
review and website.
Making
Progress
Service
Excellence
Prioritize professional development
for all County staff.
Funding provided through the budget process
and expectations communicated.
Making
Progress
Funding provided through the budget process
and expectations communicated.
Making
Progress
Funding provided through the budget process
and expectations communicated.
Making
Progress
Economic
Opportunity
and Growth
Continue to enhance broadband
accessibility and digital inclusion
throu hout the Count .
See above.Making
Progress See above.Making
Progress See above.Making
Progress
Quality of Life
Promote healthy communities
FY 2025-26 OBJECTIVES (See Adopted Budget
Enhance transparency and communication
Promote fiscal responsibility and financial sustainability
Completed in FY25.
260
Administration
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Service
Excellence
Continue to support the evaluation
and efficient operations of the newly
formed Consolidated Human
Services A enc .
Implementing consultant's recommendations. Making
Progress Implementing consultant's recommendations.Making
Progress
Implementing consultant's recommendations.
Hired new Social Services Director to begin
work in May 2026.
Making
Progress
New Initiatives
361
Airport
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 4 :
4.1 Complete runway strengthening
project
4.2 Complete beginning phases of
runway extension project.
Environmental complete. Public meeting
scheduled for Dec. 8, 2025 at the airport.
Making
Progress
Environmental complete....waiting on
approval from FAA to move forward into
desi n hase
Making
Progress
Received FAA approval, funds secured, moving
into Land Acquisition Phase
Making
Progress
4.3 Secure funding for and construct box
hangars.Requested STI funding for this project.Not Started Requested STI funding for this project.Not Started Requested STI funding for this project.Not Started
4.4 Design and secure funding to
renovate or build new terminal
Design is almost complete. Next step is to
secure funding.
Making
Progress
Design is almost complete. T&B has applied
for a funding grant on behalf of the County.
Making
Progress
Design is substantially complete. Applied for
two Federal funding opportunities.
Making
Progress
Capital
Investment
Plan to design and prepare for
bidding the New Airport Terminal. Same as 4.4 above.Making
Progress Same as 4.4 above.Making
Progress Same as 4.4 above.Making
Progress
Capital
Investment
Plan to design and bid the airport
Access Road Rehabilitation project.
Designed and bid. Should be completed by
early December 2025.
Making
Progress
Almost complete. waiting on appropriate
weather to crack fill and seal parking lot at
terminal
Making
Progress Project is complete.Completed
Capital
Investment
Plan to start the design phase of the
Runway Extension project.
Plan to begin design phase following public
meeting on Dec. 8, 2025.
Making
Progress
Just waiting on FAA approval before starting
design and land acquisition phase
Making
Progress
FAA approved environmental assessment.
Initiated land acquisition phase.
Making
Progress
Economic Opportunity and Growth
Expand Raleigh Regional Airport at Person County to facilitate economic opportunity and growth
FY 2025-26 OBJECTIVES (See Adopted Budget
New Initiatives
Completed in FY25
462
Animal Services
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 14 :
14.4 Promote responsible pet ownership
and public safety
Continued in-the-field outreach and education
on each call. Also, continued to work with
local students in school for proper pet
ownership and public safety.
Making
Progress
We continue to make steady progress in
promoting responsible pet ownership while
supporting public safety. Efforts have focused
on public education regarding vaccinations
(April Clinic coming up), leash laws, and the
importance of spaying and neutering, along
with consistent enforcement of animal control
ordinances. Through community outreach and
partnerships, we are encouraging responsible
practices that help keep both residents and
animals safe.
Making
Progress
Animal Services focused on promoting
responsible pet ownership and strengthening
public safety throughout the county. Key
initiatives included community outreach on
vaccinations, educational events with schools,
and participation in offsite community events.
Animal Control continued to support safe
neighborhoods through proactive
enforcement of ordinances, timely responses
to public safety concerns, and partnerships
with local organizations.
Making
Progress
Economic
Opportunity
and Growth
Secure additional financial resources
through grants to support shelter
operations, special programs, and
initiatives.
Currently working with ASPCA on grant
funding to help support a livestock cruelty
case. Looking into other funding options for
food for shelter and the community.
Making
Progress
Efforts continue to focus on identifying and
pursuing grant opportunities to support
shelter operations, special programs, and
community initiatives. Recently, we received a
$10,000 grant from the American Society for
the Prevention of Cruelty to Animals (ASPCA)
to assist with expenses related to an ongoing
horse cruelty case. Securing outside funding
like this helps strengthen our ability to provide
care, support investigations, and expand
services that benefit both animals and the
community we serve.
Making
Progress
This quarter, we launched a low-cost
spay/neuter (SNiP) program for shelter pets in
collaboration with a local veterinary provider,
increasing access to essential services while
helping reduce long-term population
management costs. In addition, Animal
Control continued its partnership with the
Animal Protection Society to support a referral
program that provides community members
with spay/neuter assistance. These efforts
help reduce financial barriers for residents,
promote responsible pet ownership, and
contribute to a more sustainable and humane
approach to animal population control.
Making
Progress
Service
Excellence
Reduce the shelter population by
increasing the number of successful
fosters and adoptions.
In the beginning stages of getting an onsite vet
set up in the parking lot as a contracted vet to
spay/neuter all shelter pets. Hopefully, this
will be a future spay/neuter option for the
public.
Making
Progress
We continue to focus on reducing the shelter
population by promoting adoptions and
expanding foster opportunities. Through
community outreach, social media promotion,
and partnerships with rescue organizations,
more animals are being placed into foster and
permanent homes, helping create additional
space and improving outcomes for animals in
our care. Currently working on setting a space
up for vendor to do on site spay neuter for
shelter pets.
Making
Progress
This quarter, the Animal Shelter advanced
service excellence through increased fosters
and adoptions. The shelter is working to
increase recruiting methods, support
volunteers, and prioritize placement for
animals most in need.
Making
Progress
Quality of Life
Expand and enhance volunteer
involvement in daily operations,
fostering a sense of community and
reducing labor costs.
Working with local high schools for fulfillment
of community service hours and volunteer
hours with local PCC veterinarian program.
Also, encourage fosters and shelter volunteers
daily.
Making
Progress
Effor s con nue o ocus on grow ng an
strengthening our volunteer program to
support daily shelter operations. By
encouraging greater community involvement
and providing meaningful opportunities for
volunteers to assist with animal care,
enrichment, and events, we are building
stronger community connections while
helping reduce overall labor demands. We
participated in the middle school job
shadowing and had two great young men
follow both shelter staff and animal control
Making
Progress
Volunteer base has increased to 55 active
volunteers, with around 10-15 being weekly
visitors. Volunteers supported multiple
adoption events and played a key role in
assisting with community service efforts.
Their contributions enhanced daily operations,
expanded community engagement, and
supported positive outcomes for animals in
care.
Making
Progress
Capital
Investment
Improve the ability to transport
animals to adoption events,
veterinary appointments, and other
shelters to increase adoption
chances and reduce overcrowding.
Currently waiting on receiving our new
adoption vehicle which will allow us to host
more off-site adoption events, and also allow
us to transfer more animals to other shelters
or rescues.
Not Started
Efforts continue to focus on improving our
ability to transport animals to adoption
events, veterinary appointments, and partner
shelters. We have received a new transport
van from the Sheriff’s Office that will be
transitioned into service soon, which will
greatly enhance our ability to safely move
animals and expand adoption opportunities
while helping reduce overcrowding.
Making
Progress
The Animal Shelter received a former Sheriff's
Office transport van. The vehicle is utilized to
support offsite adoption events, Pet-A-Pup
programs, school events, improving mobility,
operational efficiency, and the shelter's ability
to expand community outreach and
engagement.
Making
Progress
Quality of Life
Enhance public safety and community wellbeing
FY 2025-26 OBJECTIVES (See Adopted Budget
563
Animal Services
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
New Initiatives
664
Cooperative Extension
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 9 :
9.1
Offer education-based programs for
all ages and expand outreach
through partnerships with
community organizations
We offered programs from aging with gusto,
to summer camps for children, to food
distributions for families with more than 40
agencies, Farm groups, and County
departments working with us.
Making
progress
We offered a 7-week Get the Dish Virtual
Cooking Series for adults, offered workshops
on Holiday Meals on a Budget, Mental Health
and Self-Care, Winter Preparedness, Holiday
Budgeting Magic, Wreath Making Workshop
for the public and held a 2-hour Food Handler
Safety Training for food distribution workers.
We also offered pesticide trainings for
continuing ed credits and Small Farm
Bootcamp for new and beginning farmers.
Making
progress
Monthly cattlemen's meetings; Small Farm
Boot Camp; EMS Livestock Training; Youth
Poultry project begins including some
educational components. Worked with AARP
to offer a virtual workshop in January on how
to Clean Your Home the Green Way. We had
over 900 people register with 250 people in
attendance live. National AARP liked the topic
and picked it to promote in their national
newsletter which went out to roughly 350,000
eo le.
Making
Progress
Goal 11 :
11.3 Work with partners to improve
digital equity and inclusion
Working with Person County library and Kerr-
Tar senior center
Making
progress
This program as rans one o e rary
and library staff have been trained and
become AARP-certified. Cooperative
Extension supports this initiative by marketing
events such as Person County Senior Center
Tech Time.
Completed
Goal 15 :
15.2 Promote healthy lifestyles and
behaviors
Programs like Aging with Gusto on aging, also
teaching workshops on frozen meals, sleeping,
heart healthy, and the dimensions of wellness
along with Alzheimer's and aging programs
Making
progress
Set up a booth on fire safety and disaster
preparedness at the local Fire Prevention Day,
taught a Physical Activity workshop at the
Person County Senior Center, Helped a local
church offer a food distribution pop-up food
bank for 3 months to the local community
Making
progress
Helped cohost a monthly Extension At Home
virtual series with workshops held each month
with roughly 100 people registered for each
session. Taught a Mental Health workshop for
roughly 25 county employees at Person
Industries and a Heart Health workshop for 35
of their employees. Hosted workshops in
February and March to celebrate Heart Health
Month and National Nutrition month.
Making
Progress
Goal 16 :
16.2 Promote agri-business and agri-
tourism.
Working with the Kerr-Tar food council. Food
distribution purchased over $10,000 of local
food by local farmers. Working with the
Economic Development Department on
adding more value to local food.
Making
progress
Worked to help distribute $10,000 of local
food and nutrition information to families in
need, continued to serve on the Kerr-Tar Food
Council distributing a food survey to the
communities served, attended a regional
economic development summit to gather
more information on how we can assist,
offered a Eat Fresh Buy Local workshop, and
helped promote the Community Farmers
Market as well as offered access to resources.
We also helped offer a variety of activities
during Farm City Week in November.
Making
progress
Promoted the Virtual Field to Fork webinars
hosted by North Dakota State University
Extension where individuals could learn about
growing, preserving and preparing specialty-
crop fruits and vegetables safely.
Making
Progress
Quality of Life
Provide Healthy Weight and Chronic
Disease Prevention programs to help
empower youth and families to lead
healthier lives and become
community leaders.
Had programs on balancing frozen meals,
Heart health, and dimensions of wellness.
Making
progress
Se up a oo a e ancer wareness even
hosted by the Person Family Medical Dental
Center; taught a workshop on Caregiving
During the Holidays for caregivers for those
with Alzheimer's and Dementia; expanded 4-H
Summer Fun programs; added new 4-H clubs
to the roster
Making
Progress
Offered a 4-week virtual Dining with Diabetes
program for diabetics, providing education
and cooking demonstrations.
Teaching youth about healthy living and
nutrition with 2 afterschool program sessions
servin 31 outh.
Making
Progress
Lifelong
Learning
Provide Youth Development
programs to train teachers in 4-H
STEM hands-on curriculum, which
will increase youth knowledge and
understanding of STEM.
Several summer camp programs were put into
place with Clover buds having an electric day,
a STEM camp that was for electrical circuits, as
well as a teen retreat where they talked more
about science and technology.
Making
progress
Showcased South Elementary STEAM program
by holding a school garden and greenhouse
tour during Farm City Week; celebrated NC
Crunch by purchasing locally-grown produce
to use in healthy recipes for the National Farm
to School program; 4-H assisted youth in
competing at the Market Turkey Show at the
NC State Fair; maintained 4-H Livestock Club
and 4-H Horse Club ;
Making
Progress
Taught afterschool club about simple circuits
and how to use snap circuits to create
different actions. Youth also made paper
circuits with LED and Copper tape to make
mothers day cards to learn about open vs.
closed circuitry. We also completed our 4-H
Embryology and Butterfly programs, teaching
youth about the life cycle.
Making
Progress
FY 2025-26 OBJECTIVES (See Adopted Budget)
Lifelong Learning
Work with partners to create and support opportunities for the current and future workforce to learn and develop new skills
Service Excellence
Proactively meet the changing needs of the community
Quality of Life
Promote healthy communities
Preserve and celebrate rural character and lifestyle
765
Cooperative Extension
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Lifelong
Learning
Provide youth with improved
knowledge of local food, agricultural
systems, and understanding
of life skills.
Several summer camp programs were put into
place with Clover buds having an electric day,
a STEM camp that was for electrical circuits, as
well as a teen retreat where they talked more
about science and technology.
Making
progress
Showcased South Elementary STEAM program
by holding a school garden and greenhouse
tour during Farm City Week; celebrated NC
Crunch by purchasing locally-grown produce
to use in healthy recipes for the National Farm
to School program; 4-H assisted youth in
competing at the Market Turkey Show at the
NC State Fair; maintained 4-H Livestock Club
and 4-H Horse Club ;
Making
Progress
At the weekly 4-H Afterschool Club at South
Elementary, we taught or had guest speakers
come in each week to teach lessons on
nutrition, emergency services, soil & water,
stem activities, and so much more.
Making
Progress
Economic
Opportunity
and Growth,
Quality of Life
Continue to assist agricultural
producers with their enterprises in
maintaining their profitability,
which supports the local economy.
The food distribution purchased $10,000 of
local products to be distributed to Person
County residence. As a result of the
distribution a farmer got a local person to buy
exclusively from them.
Making
progress
Offered a Keeping the Farm Workshop for
local landowners; promoted NC AgVentures
Grant Opportunity for Family Farms; Offered
information about the NC Agribility Program
to help farmers or farmworkers with physical
limitations
Making
Progress
Helped with the Regional Tobacco and Good
Agricultural Practices (GAP) training for
farmers; Promoted a virtual Backyard Poultry
Series and Small Ruminant Educational series;
attended the NC Forage & Grasslands Council
conference to learn about stock rates,
rofitabilit enetics and ecolo ical effects
Making
Progress
Lifelong
Learning,
Quality of Life
Disseminate current information to
producers on the latest research
related to quality and safety.
Held several field days and farm tours for
producers and farmers to learn more about
their product. Newsletters were published bi-
monthly.
Making
progress
Promoted a Disaster Risk Management
training designed to help farmers prepare for,
manage, and recover from disaster risks that
threaten farm businesses, held a Small
Ruminant Field Day with a genetics focus,
promoted the NCSU Chainsaw Safety and
Disaster Preparedness 2-day training for
farmers.
Making
Progress
Offered a Respirator Fit Testing workshop and
several Pesticide & Auxin Workshops; Hosted
a Forage & Livestock Field Day to learn how to
leverage technology to improve pastures and
cattle performance.
Making
Progress
New Initiatives
866
Economic Development
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 1 :
1.1
Attract new businesses that create
well-paying jobs, add to the tax base
and provide valued services and
products
Partnered with new developers on multiple
projects focused on attracting businesses that
offer well-paying jobs, expand the tax base,
and enhance local services. Worked closely
with partner organizations to ensure that each
project and developer receives the support,
resources, and coordination needed to
successfully recruit new businesses in the
Making
Progress
The department actively searches for
opportunities to attract new businesses to the
county primarily through our partnership with
EDPNC. The department is working to
marketing the county's existing sites and
buildings to attract businesses to increase
availability of jobs and add to the tax base.
Making
Progress
The department is actively searching for
opportunities to attract new business and
industry. Due to lack of suitable product, the
department is working to identify potential
industrial sites to assist in positioning the
county to attract new business investment.
Making
Progress
1.2
Expand and support existing
businesses
Supported existing businesses by working
closely with state partners and local industries
on various expansion-related needs. Regularly
collaborated with PCC and industry leaders to
address workforce training requirements.
Zachary Group is expected to begin operations
in 2026, and the department has held multiple
meetings with both Zachary and PCC to plan
for their training needs. Additionally, we have
discussed potential housing needs with
Zachary to ensure the community is prepared
to support their incoming workforce.
Making
Progress
Continuing to support existing businesses by
conducting site visits and following up on
information passed on by support partners or
the public. The department will be taking a
more active role in hosting events and
workshops to highlight tools and resources
available to businesses.
Making
Progress
Continuing to work closely with local, regional,
and state partners to connect business and
industry with all available resources, including
access to capital, workforce, business
counseling, and industry-specific support. The
department has been hosting or co-hosting
business education/support events to bring
available resources and associated staff to
Person County to allow business to learn
about resources firsthand. The department
will continue this work into the next fiscal
year.
Making
Progress
1.3
Work with partners to create and
support opportunities for the current
and future workforce to learn and
develop new skills
Met with both local and out-of-town
industries in recent months to better
understand their workforce needs and align
them with training resources available at the
local community college and surrounding
institutions. Encouraged local industries to
provide specialized training equipment to
support skill-specific instruction, ensuring
students are prepared to meet the needs of
these companies upon graduation.
Making
Progress
Continuing to meet with industries within
Person County and those outside of Person
County impacted by workforce development
efforts within Person County to determine
current and future needs and ensure
alignment with coursework offered by Person
County Schools and Piedmont Community
College.
Making
Progress
Business retention and expansion visits are
ongoing but have slowed due to staffing
changes. Needs of business and industry are
being communicated to workforce partners to
facilitate new skill learning opportunities. The
department is continuing to work with PCC
and PCS to identify work-based learning,
internship, and apprenticeship opportunities
with new and existing business and industry.
Making
Progress
1.4
Promote the county's assets
locally, regionally, and nationally
through online and social and print
media platforms and in-person
marketing and recruitment
The departmental website is now complete,
and we regularly update its content to
continue attracting new residents, visitors,
and businesses. The department is also
developing the process for producing a new
promotional video. In addition, the county
may participate in a regional video project that
RTRP is planning for the upcoming year, which
will further enhance our marketing reach
Making
Progress
The department is taking a more active role on
LinkedIn in an effort to promote Person
County to companies, site selectors, real
estate developers, and individuals. The
department is also working to produce a new
promotional video. The department is
regularly updating the departmental website
to help drive traffic and spark interest.
Making
Progress
T e epartment s ma ng wee y posts on
staff LinkedIn pages to promote Person
County. Staff is attending conferences,
networking events, career fairs, and similar
events to conduct in-person marketing of
Person County. The department will be
undertaking a review of the departmental
website in collaboration with the PIO to
ensure the site is being fully leveraged to best
Making
Progress
2.2
Evaluate water and sewer capacity
and city/county needs for future
growth, revisit interlocal agreement
The director discussed the interlocal
government agreement with the County
Manager and understands that conversations
have also taken place between the County
Manager and City Manager. In addition, the
director informed the City Manager that she is
available to brief the new City Council and
Mayor on economic development matters,
including future water and sewer needs to
support growth.
Not Started In depth evaluation of water and sewer
capacity has not been done. Not Started
Conversations with the City of Roxboro
regarding water and sewer capacity have
increased due to the focus on site selection
and development. These conversations will be
ongoing into the next fiscal year. The
interlocal agreement has not been revisited.
Making
Progress
Economic Opportunity and Growt
Recruit, grow, and retain business and industr
967
Economic Development
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
2.5
Evaluate transportation and rail
capacity and needs for current and
future growth
Ma nta ne ongo ng commun cat on w t
NCDOT and Norfolk Southern regarding
transportation and rail capacity to support
current and future growth. Worked closely
with new businesses to ensure all city and
state road transportation requirements are
met. Worked to ensure the county is proactive
within, given the county's location, it will
rarely be prioritized for large-scale DOT road
Making
Progress
Ma nta ne ongo ng commun cat on w t
NCDOT and Norfolk Southern regarding
transportation and rail capacity to support
current and future growth. Worked closely
with new businesses to ensure all city and
state road transportation requirements are
met. Worked to ensure the county is proactive
within, given the county's location, it will
rarely be prioritized for large-scale DOT road
Making
Progress
Maintained ongoing communication with
NCDOT and Norfolk Southern regarding
transportation and rail capacity to support
current and future growth.
Making
Progress
Goal 8 :
8.3 Ensure the 6-14 Workforce Pipeline
remains strong
Supported a strong 6–14 workforce pipeline
by actively engaging with local education
partners. Attended a meeting with PCS,
including the new CTE Director, to review
plans for the program and maintained a seat
on the Business Development Board.
Participated in multiple school-based events
such as job fairs and career days. Met with the
PCC President to discuss grant opportunities
and future partnership initiatives that will
strengthen workforce development efforts.
Making
Progress
Existing Industry Specialist co-chairs the
Business Advisory Council for Person County
Schools CTE to have a more active role in
ensuring the pipeline remains strong.
Continuing to work with PCC to support work
in expanding capacity at PCC South Campus
for technical and trade skills.
Making
Progress
The department is staying engaged with PCC
and PCS CTE to ensure the 6-14 workforce
pipeline remains strong. The department has
taken a more active stance in acting as a
conduit between business and industry and
educational institutions.
Making
Progress
Economic
Opportunity
and Growth
Continue working on the Economic
Development Action Plan.
Increased engagement with Veterans Affairs,
Senior Center, and environmental interest
groups and spoke with the Library about ways
to become more involved with them.
Surpassed goal of 125 visits and completed
visits with all of our partners. Held a job fair at
the PCC South Campus in September with NC
Works and plan to make it an annual event.
The Director and Existing Industry Specialist
attend several Carolina Core events. Increased
involvement in the airport expansion,
including actively engaging with state and
federal officials to secure financial support.
Making
Progress
The Economic Development Action Plan has
numerous objectives that are on-going.
Though the department is continuing to make
strides, the department and EDC Board has
recognized the need to incorporate specific,
realistic, time-bound goals moving forward
into FY27.
Making
Progress
The department created a FY27 Action Plan to
incorporate more timebound and measurable
goals. The current action plan is being
concluded and will terminate at the end of
FY26.
Making
Progress
Economic
Opportunity
and Growth
Collaborate with support partners.
The department has actively collaborated with
support partners on a range of initiatives
aimed at fostering economic growth. Notably,
these efforts have included highly successful
events such as job fairs, which provided direct
employment opportunities for local residents.
Additional support from partners has included
personality development programs, small
business visits, and guidance on grants and
resources for business and industry.
Internally, the department has begun
discussions to organize an event specifically
for partner organizations during Small
Business Week, strengthening relationships
and promoting shared objectives in local
economic development. The RTRP is
contributing by producing regional and
industry-specific flyers to enhance outreach,
while the department has requested a
brochure focused on advanced
manufacturing, highlighting sector-specific
opportunities and resources.
Making
Progress
The department continues to work well with
support partners to enhance economic
development efforts. Promoting support
partner events, assisting with planning and
execution of events and initiatives, and
disseminating information relevant to small
businesses and industry in Person County. The
department is currently working with local
partners (RACC, URG, TDA, PCC, and county
departments) to create "Welcome Bags" for
industries to distribute when hiring employees
from outside of Person County to assist in
keeping dollars local.
Making
Progress
The department is continuing to collaborate
with support partners (RACC, URG, TDA, PCC,
county departments, KTCOG, SBTDC, EDPNC,
NCSU IES, etc.) to enhance the economic
development ecosystem. Currently, planning
is underway for the 2026 KTCOG Summit and
the fall job fair in partnership with NCWorks
and PCC. Additionally, the department is
assisting URG with a "First Friday" series
beginning in June.
Making
Progress
FY 2025-26 OBJECTIVES (See Adopted Budget
Lifelong Learning
Support our educational partners, Person County Schools (PCS) and Piedmont Community College (PCC
1068
Economic Development
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Economic
Opportunity
and Growth
Staff training to enhance Economic
Development overall.
Continued to prioritize professional
development to strengthen economic
development capacity. Director received
NCCED certification in June 2025 and Existing
Industry Specialist is expected to receive
certification in May 2026.
Making
Progress
Existing Industry Specialist is completing his
Capstone Project to finish his NCCED
certification. Projected completion is June
2026. Staff is exploring education
opportunities as they arrive to include
workshops on FTZs and small business
develo ment resources.
Making
Progress
Staff is continuing training through NCEDA,
ECU, and UNC School of Government. Staff is
also utilizing educational opportunities
through webinars and in-person events as
they become available.
Making
Progress
Economic
Opportunity
and Growth
Maintain communication with
Microsoft and Spuntech regarding
their future plans in Person
County.
Maintained ongoing communication with
Microsoft regarding their future plans in
Person County and coordinated with both
Microsoft and NCDOT on final plans related to
the Country Club Road closure. Worked
closely with Spuntech to address
infrastructure and permitting needs to
support their operations and future planning.
Making
Progress
Maintaining communication with Microsoft
and Spuntech regarding future plans in Person
County. Spuntech is working to construct its
new facility on the former North Park Site with
estimated completion being in Spring/Summer
2026.
Making
Progress
Maintaining communication with Microsoft
regarding future plans and community
engagement. Spuntech's new expansion is
nearing completion.
Making
Progress
Economic
Opportunity
and Growth
Identify potential sites to increase
the county's inventory.
Conducted appraisals on prospective
properties to evaluate suitability and value.
Collaborated with developers to identify
properties that aligned with their project
needs, helping expand the county’s inventory
Making
Progress
Evaluated use of Person County GIS as a tool
to assist with identifying sites for potential
development as a way to minimize spending
while achieving desired results.
Making
Progress
The EDC is working to identify sites for
industrial development due to the county's
lack of suitable industrial sites and buildings.
The department is working with GIS to
leverage GIS tools to assist in site
identification.
Making
Progress
Economic
Opportunity
and Growth
Continue working on upgrades and
addressing the needs of the Raleigh
Regional Airport to
ensure it is utilized to its full
potential.
The county met with the NCDOT Department
of Aviation to discuss plans for Raleigh
Regional Airport. The department maintains
contact with state and federal officials to
secure financial support and grant
opportunities.
Making
Progress
PIO and Existing Industry Specialist are now
handling public requests for information
regarding Raleigh Regional to ensure customer
service is high to individuals inquiring about
the airport. Director, in collaboration with
County administration, has maintained
contact with state and federal officials.
Making
Progress
The department, along with county
administration, is working towards runway
extension and other upgrades at Raleigh
Regional Airport. The department is
continuing to handle inquires regarding the
airport such as hangar availability, services
available, and general requests.
Making
Progress
New Initiatives
1169
Environmental Health
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 3 :
3.1
Reduce the time that it takes to issue
environmental health, zoning and
building permits
Received 105 applications during Quarter 1.
Maintaining a 4-5 week processing time.
Making
Progress
Received 51 applications during Q2.
Timeframe for completion during Q2 was 4.5
weeks due to high amounts of precipitation
and holida s.
Making
Progress
Received 53 applications during this quarter,
timeframe for completion is 4 weeks.
Making
Progress
Service
Excellence
Implement new available technology
to provide more comprehensible
documentation.
equipment being utilized by staff has
contributed to more septic systems being
located on difficult properties when system
locations are unknown or ground is too hard
to probe. The GPS Units used allows for
specialists to pinpoint more accurately their
septic areas in relation to potential property
lines, proposed house sites, etc. in
cooperation with GIS. The units can then be
utilized to precisely pinpoint the installed
septic system with house foundations, wells,
properties. These methods will further allow
use to approve potential building additions for
property owners in the future.
Making
Progress
GPS units are used by specialists daily for
every aspect of their positions. Use is
dependent on cell service and GIS software
functionality.
Making
Progress
GPS units are used by specialists daily for
every aspect of their positions. Use is
dependent on cell service and GIS software
functionality. New improvements are
continued to be envisioned and implemented.
Making
Progress
Economic
Opportunity
and Growth
Maintain onsite wastewater site
evaluation processing time at 4
weeks.
Received 105 applications during Quarter 1.
Maintaining a 4-5 week processing time.
Making
Progress
Received 51 applications during Q2.
Timeframe for completion during Q2 was 4.5
weeks due to high amounts of precipitation
and holida s.
Making
Progress
Received 53 applications during this quarter,
timeframe for completion is 4 weeks.
Making
Progress
FY 2025-26 OBJECTIVES (See Adopted Budget
New Initiatives
Economic Opportunity and Growth
Ensure the development process is thorough, accessible and efficient
1270
Elections
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Service
Excellence
Prepare for the 2025 Municipal
election and follow all updated
procedures and processes
administered by the NCSBOE and
changes in the law as outlined in the
eneral statues.
Completed absentee, early voting, and
election day processes and procedures for the
2025 Municipal Election.
Making
Progress
Completed Canvass/Final Reconciliation for
the 2025 Municipal Election.Completed
Lifelong
Learning
Co a orate wit ot er county
departments to build relationships
and trust to achieve common goals.
Specifically, further development of
safety/emergency preparedness for
election day precincts and early
voting sites, and properly prepare
and train our staff and precinct
Coordinated efforts with the IT Department to
set up laptops and printers in order to conduct
precinct official training, early voting, and
election day processes. Facilitated a
presentation with the Fall Civics Academy
students and shared information regarding the
elections department. Attended NCSBOE
summer conference.
Making
Progress
Conducted training sessions for early voting
and Election Day precinct officials.
Making
Progress
Completed all training requirements for early
voting and Election Day precinct officials as
required by general statutes in preparation for
the 2026 primary.
Completed
Capital
Investment
Drive results with the highest
integrity by creating an environment
of transparency and accuracy.
Continue efforts to build greater
confidence in the elections processes
and accuracy of data. Initiatives will
include 100% accuracy of data with L
& A Testing, Mock Election Results,
Hand/Eye Audit, and reconciliation
processes.
Completed the 2025 Municipal Election early
voting period (390 voters), election day (297
voters), absentee by mail (6 voters), and
provisional (6 voters accepted) voter history,
ballot reconciliation, and tabulator count with
100% accuracy.
Making
Progress
Completed the invoice for the 2025 Municipal
Election with supporting documentation.
Conducted Logic & Accuracy, Mock Election
Results, & Hand/Eye Audit and reconciliation
processes with 100% accuracy.
Completed
Service
Excellence
Increase participation and access to
residents living in facilities through
proactive use of MATS teams.
Conducted MATS training in preparation for
the 2025 Municipal Election. Teams were sent
to facilities to assist residents with completing
absentee processes and ballot packets.
Making
Progress
Teams were sent to facilities to assist residents
with photo ID's and the completion of the
absentee ballot process.
Making
Progress
Teams were sent to facilities to assist residents
with the completion of the absentee ballot
process for the 2026 primary.
Completed
Service
Excellence
Coordinate efforts with local party
leaders to appoint/re-appoint board
members and precinct officials for
the 2025-2027 election cycle.
Completed the precinct official appointment
process for the 2025-2027 election cycle.
Continuing to work with newly appointed
board members to develop a greater
understanding of their responsibilities and
role.
Completed
Capital
Investment
Board members have requested that
we take the necessary steps to meet
requirements for adopting and
acquiring a certified voting system. A
recommendation will be made to the
BOC after witnessing two certified
voting system demonstrations.
Making
Progress
Conducted voting systems demonstrations
and a simulated election to test the EVS
6.3.0.0 voting system. Approval was granted
by the Board of Commissioners and the State
Board to adopt and acquire the EVS 6.3.0.0
voting system in January 2026.
Making
Progress
ES&S completed the software and firmware
updates on the DS200's and Express Vote
machines. Completed acceptance testing and
met all requirements for certification.
Completed
Service
Excellence
Prepare for the 2026 primary, and
possible second primary elections
and follow all updated procedures
and processes administered by the
NCSBOE and changes in the law as
outlined in the general statues.
Making
Progress
Submitted the 2026 primary election early
voting plans to the SBOE. Published election
notices and completed the candidate filing
period.
Making
Progress
Completed the 2026 primary election early
voting period (2,821 voters), Election Day
(2,796 voters), absentee by mail (52 voters),
and provisional (21 voters) voter history,
ballot reconciliation, and tabulator count with
99.98% accuracy. Total voter history 5,690.
Completed
Capital
Investment Prepare FY26-27 Budget Began preparation of FY26-27 budget for our
department.
Making
Progress Submitted FY26-27 budget timely.Completed
Service
Excellence
Conduct cost audit for the 2022 and
2024 general elections as requested
by the State Auditor's office.
Gathering data and supporting documents to
reflect early voting and election day costs for
the specified elections.
Making
Progress
Lifelong
Learning
Begin professional training online
courses for election officials. Course
work conducted through the U.S.
Election Assistance Commission
Learnin Lab.
Not Started
FY 2025-26 OBJECTIVES (See Adopted Budget
New Initiatives
1371
Finance
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 5 :
5.1
Develop and adequately fund a five
year Capital Improvement Plan
annuall
FY2026-27 CIP will begin in Quarter 2.Not Started Developing FY26-27 CIP budget Making
Progress Developing FY26-27 CIP budget Making
Progress
5.2
Maintain a healthy debt affordability
model per established financial
olicies
Collaborating with debt consultants to update
the debt model with FY25 information.
Making
Progress
Debt consultants presented updated debt
model with FY25 information.
Making
Progress
Debt consultants presented updated debt
model with FY25 information.
Making
Progress
Goal 6:
6.1
Negotiate lease renewal or purchase
of Human Services Building or secure
new facility prior to Aug. 2025
6.3
Utilize facility feasibility assessment
to plan for current and future needs
of all Person County office buildings
Funded in FY26 CIP budget.Not Started Funded in FY26 CIP budget.Not Started Funded in FY26 CIP budget.Not Started
Goal 7 :
7.1
Fund PCS ADA and safety projects
with bond issuances in FY25 and
FY27
Developing PCS project timeline for FY27 bond
issuance.
Making
Progress
Waiting on Board of Education to approve
bids for FY27 bond issuance
Making
Progress
Waiting on Board of Education to approve
bids for FY27 bond issuance
Making
Progress
7.3
Partner with PCC to plan for and fund
the Center for Health, Advanced
Technology & Trades (CHATT)
Goal 8 :
8.1 Increase funding to support
improvements in pre-K-12 education Not Started Developing FY27 annual budget Making
Progress Developing FY27 annual budget Making
Progress
8.2 Ensure funding meets PCC’s
operational needs Not Started Developing FY27 annual budget Making
Progress Developing FY27 annual budget Making
Progress
Goal 13 :
13.1 Minimize tax increases based on
necessity Not Started Developing FY27 annual budget Making
Progress Developing FY27 annual budget Making
Progress
13.2
Develop and implement an annual
balanced budget and capital
im rovement lan
BOC adopted FY26-27 Budget calendar.Making
Progress Developing FY27 annual budget Making
Progress Developing FY27 annual budget Making
Progress
13.3 Hire a grant writer and capitalize on
grant opportunities
Service
Excellence
Achieve the fulfillment of all vacant
positions within the department so
as to be fully staffed.
Hired a Payroll Technician in July. Currently
recruiting a Deputy CFO.
Making
Progress
Filled Deputy CFO position and Accounting
and Payroll Supervisor positions. Working to
fill Accounting technician position
Making
Progress
Accounting Technician starting in June. Deputy
CFO and Accounting and Payroll Supervisor
training to learn new responsibilities
Making
Progress
Service
Excellence
Strategically invest more funds in the
County’s accounts in the North
Carolina Cash Management Trust
(NCCMT) to maximize interest
earnin s revenue.
Reviewing bank accounts weekly to ensure the
maximum amount possible is maintained in
the interest-bearing account.
Making
Progress
Reviewing bank accounts weekly to ensure the
maximum amount possible is maintained in
the interest-bearing account.
Making
Progress
Reviewing bank accounts weekly to ensure the
maximum amount possible is maintained in
the interest-bearing account.
Making
Progress
Service
Excellence
Transition accounts payable
remittances to pay more vendors by
ACH to improve efficiency and
reduce costs.
Actively enrolling additional vendors in ACH
payment processing.
Making
Progress
Actively enrolling additional vendors in ACH
payment processing.
Making
Progress
Actively enrolling additional vendors in ACH
payment processing
Making
Progress
Capital
Investment
Successfully coordinate with the
County’s bond attorney and financial
consultants for the issuance of the
second tier of LOBs in July 2026 for
school improvements.
Collaborating with debt consultants to update
the debt model with FY25 information.
Making
Progress
Debt consultants presented updated debt
model with FY25 information.
Making
Progress
Working with PCS to coordinate second tier
LOBs
Making
Progress
Service
Excellence
Coordinate with audit firm to
complete and submit the County’s
FY25 audit report by the State’s
deadline of December 31 2025.
Working with TPSA to submit a timely audit.Making
Progress
FY25 audit presented to BOC on February
17,2026 Completed
Capital Investment
Sustain the capital planning process
Lifelong Learning
Support our educational partners, Person Count Schools (PCS) and Piedmont Community College (PCC)
Service Excellence
Promote fiscal responsibility and financial sustainability
FY 2025-26 OBJECTIVES (See Adopted Budget
Provide modern, safe, and accessible learning and working environments for Person County Schools (PCS) and Piedmont Community College (PCC)
Ensure county facilities meet the needs of the public and employees
Completed in FY25
Completed in FY25
Completed in FY25
1472
Finance
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Service
Excellence
Complete final phase of
implementation of new purchasing
card system and necessary training
for users on how to submit their card
transactions and approvals into
Munis.
The Accounting Supervisor has completed
additional training and will begin working with
smaller departments, with the goal of full
implementation by May 30, 2026.
Making
Progress
The Accounting Supervisor has completed
additional training and will begin working with
smaller departments, with the goal of full
implementation by May 30, 2026.
Making
Progress
New p-card system implemented and
successfully received by departments Completed
New Initiatives
1573
Emergency Services
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 6 :
6.3
Utilize facility feasibility assessment
to plan for current and future needs
of the Emergency Services
Department
Planning efforts continue. Completed planning
process for upgrades to current infrastructure
within the 911 Center to include coordination
with Nash County Emergency Management to
erect a temporary shelter on site for
continued operations during the remodel. All
equipment secured from vendors. And prep
for installation completed. Continue to work
closely with Economic Development to look at
existing and potential spaces for office and
storage space.
Making
Progress
Initiated actual renovation of the 911 Center
to include a remodel of the Operations floor.
This included all new flooring, furnishings,
computers, radio systems, phone systems and
telephone systems. Continue to work closely
with Economic development to explore
existing and potential spaces for office and
storage space.
Making
Progress
Completed renovation of the 911 Emergency
Communications Center. Completed planning
process for safety and security upgrades at
both EMS stations. Continue to work with
Economic Development and County
Administration to seek out existing or
potential spaces for offices and storage.
Making
Progress
Goal 14 :
14.1
Enhance the resiliency of the
community by coordinating and
collaborating the emergency and
disaster mitigation, preparedness,
prevention, response and recovery
activities
Conducted numerous public events to address
emergency and disaster planning and recovery
strategies. Obtained BOC approval for Eno-
Haw Hazard Mitigation Plan. Provided
assistance to the City of Roxboro and Person-
Caswell Lake Authority in their application for
FEMA Recovery Public Assistance due to TS
Chantal. Coordinated Individual Assistance
efforts for TS Chantal. Continue to promote
mass notification system and iPaws system for
community notification and information
sharing during emergencies. Training staff on
WebEOC application and participating in
quarterly exercises to increase proficiency.
Continue to manage two Community Building
Capacity Grant (CBCG) grants to increase
response capabilities in the county. Acquired
and outfitted two UTV vehicles for fire and
rescue response to assist county agencies with
difficult access incidents. Deployed tethered
drone to support three Sheriff’s Office events,
one fire investigation and one mass gathering
event. Staff completed SARTOPO training to
enhance search and rescue response and large
event planning.
Making
Progress
Conducted numerous public events to address
emergency and disaster planning and recovery
strategies. Provided assistance to the City of
Roxboro and Person-Caswell Lake Authority in
their application for FEMA Recovery Public
Assistance due to TS Chantal. Continue to
promote mass notification system and iPaws
system for community notification and
information sharing during emergencies.
Training staff on WebEOC application and
participating in quarterly exercises to increase
proficiency. Continue to manage two
Community Building Capacity Grant (CBCG)
grants to increase response capabilities in the
county. Deployed tethered drone to support
multiple Sheriff’s Office events, one fire
investigation and one mass gathering event.
Acquired county wide SARTOPO program for
all first response agencies.
Making
Progress
Conducted numerous public events to address
emergency and disaster planning and recovery
strategies. Continue to provide assistance to
the City of Roxboro for their FEMA recovery
process from TS Chantal. Continue to
participate in state and regional exercises to
increase proficiency of staff to manage
emergency incidents. Continue to promote
mass notification and iPAWS for community
information sharing during emergencies.
Continue to manage two Community Building
Capacity Grant (CBCG) grants to increase
response capabilities in the county.
Making
Progress
14.3
Support volunteer fire departments'
efforts to maintain or lower their ISO
ratings and provide greater
protection to the community
Continue to support fire departments with
medical supply purchases. Continued
discussion with Piedmont Community College
and Operational Medical Director to develop
plans to assist fire departments with ongoing
medical training and certifications. Conducted
SCBA fit testing for multiple departments.
Continue to attend and participate in Chief’s
Association activities. Deployed new alerting
application to all fire departments and law
enforcement agencies to give them better
functionality and situational awareness.
Assisting fire departments with reporting
system requirement changes that go into
effect in January of 2026. Continue response
and support operations on incidents as
needed.
Making
Progress
Continue to support fire departments with
medical supply purchases. Continued
discussion with Piedmont Community College
and Operational Medical Director to develop
plans to assist fire departments with ongoing
medical training and certifications. Conducted
SCBA fit testing for multiple departments.
Continue to attend and participate in Chief’s
Association activities. Deployed new alerting
application to all fire departments and law
enforcement agencies to give them better
functionality and situational awareness.
Assisted fire departments with meeting new
state/national incident reporting
requirements. Continue to support radio
operations for first responder agencies to
assist with compliance with new state
processes. Continue to respond to incidents
and provide on scene support and
investigations.
Making
Progress
Continue to support fire departments with
medical supply purchases. Continued
discussion with Piedmont Community College
and Operational Medical Director to develop
plans to assist fire departments with ongoing
medical training and certifications. Conducted
SCBA fit testing for multiple departments.
Continue to attend and participate in Chief’s
Association activities. Continue to refine a new
alerting application to all fire departments and
law enforcement agencies to give them better
functionality and situational awareness.
Assisted fire departments with meeting new
state/national incident reporting
requirements. Continue to support radio
operations for first responder agencies to
assist with compliance with new state
processes. Continue to respond to incidents
and provide on scene support and
investigations.
Making
Progress
Goal 15 : Promote healthy communities
Capital Investment
Ensure county facilities meet the needs of the public and employees
Quality of Life
Enhance public safety and community wellbeing
1674
Emergency Services
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
15.1 Improve access to healthcare
services
Continue to partner with Person Memorial
Hospital to promote access of expanded
services. Currently working to expand
cardiology services. Continue to participate in
Person Memorial Board of Trustees. Continue
to serve on DUH Stroke Committee. Continue
to navigate collaboratively with PMH on
reduced radiology services to minimize
impacts to the citizens and EMS operations.
Continue to work collaboratively with law
enforcement on the Co-Responder Program.
Continue to participate in the Person County
Crisis Collaborative to address access to
behavioral health services. Continue to
participate in RACECARS Clinical Trial and
implement a Public Access AED Program for
the general public. Launched Mobile
Integrated Healthcare / Post Overdose
Response Team initiative on September, 01,
2025.
Making
Progress
Continue to partner with Person Memorial
Hospital to promote access of expanded
services. Continue to participate as a member
of the Person Memorial Board of Trustees.
Continue to serve on DUH Stroke Committee.
Continue to work collaboratively with law
enforcement on the Co-Responder Program.
Continue to participate in the Person County
Crisis Collaborative to address access to
behavioral health services. Continue to
participate in RACECARS Clinical Trial and
implement a Public Access AED program for
the general public. Continue to serve on the
Opioid Advisory Committee. Launched Mobile
Integrated Healthcare / Post-Overdose
Response Team on September 1, 2025 with
dedicated staff.
Making
Progress
Continue to partner with Person Memorial
Hospital to promote access of expanded
services. Continue to participate as a member
of the Person Memorial Board of Trustees.
Continue to serve on DUH Stroke Committee.
Continue to work collaboratively with law
enforcement on the Co-Responder Program.
Continue to participate in the Person County
Crisis Collaborative to address access to
behavioral health services. RACECARS Clinical
Trial has officially ended and culminated in a
one day CPR education event. Person County
had the highest number of people trained
across the state for this event. We will
continue for at least the next two years to
submit data to the RACECARS program to
track results. Continue to implement a Public
Access AED program for the general public.
Placed 7 AED's on PATS buses. Looking to
expand to all buses as funding becomes
available. Continue to serve on the Opioid
Advisory Committee. Launched Mobile
Integrated Healthcare / Post-Overdose
Response Team on September 1, 2025 with
dedicated staff. Applied for two grants to
support the growth and evolution of the
Making
Progress
15.2 Promote healthy lifestyles and
behaviors
Participate in community events to promote
health, first aid and response to emergencies.
Partnered with faith-based organizations to
teach CPR/AED to their congregations.
Continue to support department personnel
attending Crisis Intervention Team training to
better serve those in the community
experiencing behavioral emergencies.
Making
Progress
Participate in community events to promote
health, first aid and response to emergencies.
Partnered with faith-based organizations to
teach CPR/AED to their congregations.
Continue to teach all new county employees
on hands only CPR. Continue to provide
quarterly CPR certification classes in
cooperation with Human Resources. Continue
to support department personnel attending
Crisis Intervention Team training to better
serve those in the community experiencing
behavioral emergencies. Participate with law
enforcement and the Co-Responder program.
Making
Progress
Participate in community events to promote
health, first aid and response to emergencies.
Partnered with faith-based organizations to
teach CPR/AED to their congregations.
Continue to teach all new county employees
on hands only CPR. Continue to provide
quarterly CPR certification classes in
cooperation with Human Resources. Continue
to support department personnel attending
Crisis Intervention Team training to better
serve those in the community experiencing
behavioral emergencies. Participate with law
enforcement and the Co-Responder program.
Making
Progress
15.3 Develop and implement plan for
utilizing Opioid Settlement Funds
Mobile Integrated Healthcare / Post Overdose
Response Team initiative launched on
September 01, 2025. Memorandums of
Agreement established with Piedmont Health
and Person Family Medical Center for
continuation of care and referral. Actively
participate in Opioid Settlement Advisory
committee. Conducted training for partner
organizations on naloxone administration.
Received a second large naloxone distribution
through a grant which allowed additional
resources for county agencies and first
responders. Continue to attend public
education events to educate the public on
resources and harm reduction techniques.
Making
Progress
Continue to support and promote the Mobile
Integrated healthcare Program. Actively
participate in Opioid Settlement committee.
Began planning efforts for a county-wide
health fair event in the spring of 2026.
Conducted training for partner organizations
on naloxone administration. Continue to
attend public education events to educate the
public on resources and harm reduction
techniques.
Making
Progress
Continue to support and promote the Mobile
Integrated Healthcare Program. Actively
participate in Opioid Settlement committee.
Participated in planning efforts for a county-
wide health fair event in the spring of 2026
however this has been moved to the spring of
2027. Planning efforts will continue. Continue
to attend public education events to educate
the public on resources and harm reduction
techniques. Distributed naloxone to some
partner agencies that was acquired through a
grant.
Making
Progress
FY 2025-26 OBJECTIVES (See Adopted Budget
1775
Emergency Services
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Quality of Life
Continue to enhance the
collaboration between the 911
Center and the public safety
community.
Began implementation of new alerting system
for first responders with more capability than
current system. Continue to work on process
improvement to address CAD programming to
enhance operations.
Making
Progress
Implemented new alerting system for first
responders. Began to work on paging and
messaging interface for redundancy.
Renovation of radio system moved to a more
secure and reliable interface with the VIPER
state radio system thus increasing coverage
and stability.
Making
Progress
Con nue o re ne processes or e new
alerting system for first responders.
Implementation of new VIPER system was
completed. Conducted a performance study
on our Computer Aided Dispatch system and
identified areas for improvement. Worked
with State 911 Board to come up with funding
to hire a CAD specialist to assist with CAD
improvements. CAD upgrade project slated to
start in the end of May 2026. Had county
owned-radio towers assessed and developed
some maintenance initiatives for those
Making
Progress
Service
Excellence,
Quality of Life
Bring Emergency Communications
Division to full staffing through
aggressive recruitment, retention
and training strategies.
Continue to recruit to fill open positions.
Continue to adapt and improve training
regime to streamline training time to get new
hires operational faster. Continue to build
upon reality-based assessments as part of the
release rocess.
Making
Progress
Continue to recruit to fill open positions.
Continue to adapt and improve training
regime to streamline training time to get new
hires operational faster. Continue to build
upon reality-based assessments as part of the
release rocess.
Making
Progress
Continue to recruit to fill open positions.
Continue to adapt and improve training
regime to streamline training time to get new
hires operational faster. Continue to build
upon reality-based assessments as part of the
release rocess.
Making
Progress
Quality of Life
Develop Performance Improvement
criteria to measure law enforcement
and fire service dispatch processes
similar to what is already
accomplished with Emergency
Medical Dispatching
Continue EMD QA process and ensuring that
all supervisors have EMD QA certification.
Began process of sending telecommunicators
to EFD and EPD training while concurrently
working on policy development.
Making
Progress
Continue EMD QA process and ensure that all
supervisors have EMD QA certification. About
40% of telecommunicators have completed
EFD training. Policy development continues.
Meetings held with EPD/EFD vendor to begin
looking at integration with current CAD
system. IaR system integrated with CAD
operations.
Making
Progress
Con nue process an ensure a a
supervisors have EMD QA certification. About
75% of telecommunicators have completed
EFD training. Policy development continues.
Meetings held with EPD/EFD vendor to begin
looking at integration with current CAD
system. IamR system integrated with CAD
operations. Exploring options to integrate AI
systems into 911 to increase efficiency,
improve training and to allow for 100%
incident QA. Still evaluating vendors and
Making
Progress
Quality of Life
and Service
Excellence
Increase in-service training provided
to Telecommunicators to ensure
they remain the most current on
dispatch procedures and are able to
take advantage on new technologies.
Continue to leverage existing training through
NENA and APCO and ensuring
telecommunicators complete the training.
Contracted with 911 Board initiative to
increase virtual training options and to use
their Learning Management System. Began
review of CAD processes to look for areas of
Making
Progress
Continue to leverage existing training through
NENA and APCO and ensuring
telecommunicators complete the training.
Contracted with 911 Board initiative to
increase virtual training options and to use
their Learning Management System. Began
review of CAD processes to look for areas of
Making
Progress
Continue to leverage existing training through
NENA and APCO and ensuring
telecommunicators complete the training.
Contracted with 911 Board initiative to
increase virtual training options and to use
their Learning Management System. Began
review of CAD processes to look for areas of
Making
Progress
Lifelong
Learning
Increase public outreach and
education activities through
community interaction to help
educate the community on the role
of Emergency Communications
Developed new material for school and public
events. Implemented a 911 call simulator for
school programs. Participated in multiple
community events this quarter to promote the
appropriate use of 911.
Making
Progress
Developed new material for school and public
events. Continue to promote appropriate use
of 911 using a 911 call simulator for
community programs. Participated in multiple
community events this quarter to promote the
appropriate use of 911.
Making
Progress
Developed new material for school and public
events. Continue to promote appropriate use
of 911 using a 911 call simulator for
community programs. Participated in multiple
community events this quarter to promote the
appropriate use of 911.
Making
Progress
Service
Excellence
Exercise the new County Emergency
Operations Plan.Exercise development in process. Making
Progress
Exercise development in process. Continue to
participate in state level exercises with staff.
Making
Progress
Exercise development in process. Continue to
participate in state level exercises with staff.
Making
Progress
Quality of Life
Complete the newly revised County
Emergency operations plan in
collaboration with the City of
Roxboro.
In process. Approximately 80% complete. Making
Progress
In process. Draft completed. Working on
revisions with staff.
Making
Progress
Continue to work on revisions of new EOP
with a publishing date of September 2026.
Making
Progress
Service
Excellence
Conduct training and exercises with
County personnel on EOC
operations.
Emergency Services staff continues to train on
WebEOC application. Preparing for WebEOC
upgrade which will offer additional
enhancements to include AI tools for assisting
with decision making processes. Once upgrade
is implemented and tested, we will begin to
train other county staff on the platform. Staff
attended All Hazards NIMS training course.
Continue to encourage county/city staff to
attend required FEMA ICS courses.
Making
Progress
Emergency Services staff continues to train on
WebEOC application. Preparing for WebEOC
upgrade which will offer additional
enhancements to include AI tools for assisting
with decision making processes. Once upgrade
is implemented and tested, we will begin to
train other county staff on the platform.
Continue to encourage county/city staff to
attend required FEMA ICS courses. Staff
continues to attend trainings and exercises to
increase knowledge, skills and abilities.
Making
Progress
Emergency Services staff continues to train on
WebEOC application. Participated in statewide
training and exercise on new WebEOC
features to enhance resource ordering and
tracking. Provided feedback to state for
further refinements. Continue to encourage
county/city staff to attend required FEMA ICS
courses. Staff continues to attend trainings
and exercises to increase knowledge, skills and
abilities.
Making
Progress
1876
Emergency Services
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Quality of Life
and Service
Excellence
Update County Shelter Plan and
conduct validation exercise(s).
Review conducted of other rural county
shelter plans to learn best practices. Draft
outline for county shelter plan has been
developed. Met with Red Cross to discuss
shelter support operations and training for
county staff. Participate in statewide shelter
planning committee.
Making
Progress
Began re-write of shelter plan based on input
from other stakeholders focused on the new
shelter site at WGMC. Continue to work on LOI
with ARC as part of the planning effort.
Participate in statewide mass shelter planning
committee.
Making
Progress
Continue re-write of County Shelter Plan with
input from NCEM and ARC. Continue to
participate in statewide mass shelter planning
committee. Opened a shelter to support
winter storm operations and opened a "place
of refuge" shelter for the public in anticipation
of severe storm activity to include possible
Making
Progress
Quality of Life
Continue to pursue Emergency
Management grant opportunities to
increase the ability of the County to
prepare for, respond to, and recover
from emergencies and disasters.
Most federal and state grants are on hold or
have been eliminated due to federal changes
at the FEMA level. Did receive a $5,000 grant
to support the youth summer camp. Continue
to look for private grant opportunities.
Making
Progress
Most federal and state grants are on hold or
have been eliminated due to federal changes
at the FEMA level. Continue to look for
private grant opportunities.
Making
Progress
Most federal and state emergency
management grants are on hold or have been
eliminated due to federal changes at the
FEMA level. Continue to look for private grant
opportunities.
Making
Progress
Quality of Life Revision of Local Emergency Planning
Committee.
In progress. New draft bylaws written.
Committee members selected. Next meeting
in December 2025.
Making
Progress
LEPC meeting held in December. new officers
elected and new by-laws adopted. Completed
all necessary steps for LEPC reauthorization
from NCEM.
Completed
Quality of Life
and Service
Excellence
Place new Incident Support
(HAZMAT) unit in service.
Continuing to purchase equipment for the
vehicle.
Making
Progress
Continuing to purchase equipment for vehicle
and plan for upfitting. Vehicle renovation
cannot occur until a new ambulance is
received as this unit is still used as an
emer enc s are if needed.
Making
Progress
Continuing to purchase equipment for vehicle
and plan for upfitting. Vehicle renovation
cannot occur until a new ambulance is
received as this unit is still used as an
emer enc s are if needed.
Making
Progress
Quality of Life
and Service
Excellence
Continue to seek avenues to
improve/replace emergency services
facilities to meet the needs of the
staff and the community.
Planning efforts continue. Completed planning
process for upgrades to current infrastructure
within the 911 Center to include coordination
with Nash County Emergency Management to
erect a temporary shelter on site for
continued operations during the remodel. All
equipment secured from vendors. And prep
for installation completed. Continue to work
closely with Economic Development to look at
existing and potential spaces for office and
storage space. Continue to discuss with
County Administration the need for additional
office space. Planning concluded for safety
and security project at the two EMS stations.
Install should begin January 2026.
Making
Progress
Completed renovation of the Emergency
Communications Center. Continuing to refine
some of the radio and CAD features but fully
operational in December. Continue to work
closely with Economic Development to look at
existing and potential spaces for office and
storage space. Continue to discuss with
County Administration the need for additional
office space. Planning concluded for safety
and security project at the two EMS stations.
Install should begin January 2026.
Making
Progress
Completed renovation of the Emergency
Communications Center. Continuing to refine
some of the radio and CAD features but fully
operational in December. Continue to work
closely with Economic Development and
County Administration to look at existing and
potential spaces for office and storage space.
Continue to discuss with County
Administration the need for additional office
space. Security upgrade was delayed due to
funding. Continued to refine the project and
plan to begin installs in June/July of 2026.
Making
Progress
Service
Excellence
Place two new supervisor vehicles in
service that meet state and federal
re uirements for safet .
Held meetings with selected vendor. Still
developing specifications for the vehicle
stora e.
Making
Progress Continuing engineering process with vendor.Making
Progress Continuing engineering process with vendor.Making
Progress
Quality of Life
and Service
Excellence
Continue procurement and design
processes for the purchase of a new
ambulance.
Held engineering meeting with vendor.
Awaiting vehicle specification document
updates for sign off. Chassis has been
procured and is at vendor waiting for
ambulance body install once specifications are
finalized.
Making
Progress
Continuing engineering process with vendor.
Chassis has arrived at the factory but is not in
the manufacturing queue. Anticipate this
happening in the first or second quarter of
2026. Final engineering specifications are
com leted.
Making
Progress
Engineering completed and signed off. Chassis
has arrived at the factory but is not in the
manufacturing queue. Expected delivery is
now fall of 2026.
Making
Progress
Quality of Life
Complete re-write of operational
policies and procedures for the EMS
division.
Work is approximately 60% complete on
policy review and revision. Staff is continuing
to work with contactor and line level
employees on policy revision and creation. Did
adopt revised clinical policies in accordance
with NCOEMS regulations.
Making
Progress
Work is approximately 60% complete on
policy review and revision. Staff is continuing
to work with contractor and line level
employees on policy revision and creation. Did
adopt revised clinical policies in accordance
with NCOEMS regulations. This process was
help up due to preparing for revision and audit
of EMS plan as required by NCOEMS due
January of 2026. After audit is complete, staff
will pivot back to work on policy revisions.
Making
Progress
NCOEMS audit of the County EMS System Plan
was completed in January of 2026 with no
findings. Plan is good for five years unless a
revision is needed. Training conducted on new
clinical policies as well as reviewing and
submitting new clinical policies to NCOEMS for
April 2026 adoption. Operational policy review
continues as staff time allows.
Making
Progress
Quality of Life
and Service
Excellence
Revision of County EMS Plan as a
requirement of the NC Office of
Emer enc Medical Services.
Staff is working on revision with assistance of
NCOEMS. Initial draft review planned for
Januar 2026.
Making
Progress
EMS Plan was rewritten in accordance with
NCOEMS policy. Waiting on final audit results
from NCOEMS.
Making
Progress
EMS Plan completed and approved by
NCOEMS. Completed
1977
Emergency Services
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Quality of Life
Collaboratively work with
stakeholders to increase education
and capability for mass casualty
events and hazardous materials
events.
Continue to work with public safety
stakeholders on all three areas. Continuing to
increase hazardous materials response
capabilities. Working on grant application to
purchase additional types of hazardous
materials monitoring equipment to fill
identified gaps. Attended hazardous materials
training. Working with EMS and RFD to
conduct a full scale hazardous materials
exercise in the fall of 2025. Purchased training
props for public safety agencies to use for
hazardous materials and explosives training.
Continue to provide regular training to EMS
personnel on mass casualty trauma care.
Some staff members have received their
instructor certifications in Tactical Emergency
Casualty Care and are hosting classes for
public safety personnel through collaboration
with Piedmont Community College.
Making
Progress
Continue to work with public safety
stakeholders on all three areas. Continuing to
increase hazardous materials response
capabilities. Working on grant application to
purchase additional types of hazardous
materials monitoring equipment to fill
identified gaps. Attended hazardous materials
training. Continue to provide regular training
to EMS personnel on mass casualty trauma
care. Some staff members have received their
instructor certifications in Tactical Emergency
Casualty Care and are hosting classes for
public safety personnel through collaboration
with Piedmont Community College. Key
leadership staff attended SARTOPO training to
assist with large event planning and response
operations.
Making
Progress
Continue to work with public safety
stakeholders on all three areas. Continuing to
increase hazardous materials response
capabilities. Working on grant application to
purchase additional types of hazardous
materials monitoring equipment to fill
identified gaps. Attended hazardous materials
training. Continue to provide regular training
to EMS personnel on mass casualty trauma
care. Conducted Tactical Emergency Casualty
Care for EMS and public safety personnel
through collaboration with Piedmont
Community College.
Making
Progress
Service
Excellence
Continue development in division
logistics to achieve efficiencies in
procurement and sustainability.
Ongoing. Two additional EMS vending devices
acquired and placed into service. Conducting
significant reorganization of storage at Station
2 to increase efficiencies and eliminate assets
that are no longer needed.
Making
Progress
Efforts continue to look for ways to improve
efficiencies for logistics. Some efforts are
hampered by lack of adequate storage space
but staff continues to look for solutions.
Vending machine program continues to assist
in resupply of ambulances and continues to be
refined based on needs. NarcBox program
enhancements and drug storage/deployment
enhancements implemented. Completed DEA
audit and recertification process.
Making
Progress
Efforts continue to look for ways to improve
efficiencies for logistics. Some efforts are
hampered by lack of adequate storage space
but staff continues to look for solutions.
Assessing feasibility of replacing old storage
building at EMS Station 1 with a newer climate
controlled space. Vending machine program
continues to assist in resupply of ambulances
and continues to be refined based on needs.
Making
Progress
Service
Excellence
Continue to rebuild education
branch with a focus on not just
clinical education but also on
professional development, ethics,
leadership and personnel
management training.
Continue to refine the newly written of the
911/Emergency Telecommunications Training
program to be more efficient. Had all 911
Supervisors complete EMD QA training to
better be able to assess and correct any
deficiencies found in their shift EMD process
and now working on sending the assistant
supervisors to the same training for their
professional development. Have begun to
send 911 supervisors to EFD training to revise
the fire department dispatch process for
better performance. Implemented new
training program for EMS personnel to better
enhance field performance. Continue to work
on relationships with Piedmont Community
College for EMS continuing education classes
and course management. Continue to
promote educational growth mindset by
sending employees to classes outside the
agency to broaden their perspectives.
Participated with PCC EMS program
reaccreditation rocess.
Making
Progress
Continue to refine the newly written of the
911/Emergency Telecommunications Training
program to be more efficient. Sending the 911
assistant supervisors to EMD QA training for
their professional development. new
Continue to refine training program for EMS
personnel to better enhance field
performance to include monthly and quarterly
training that is standardized across the shifts.
Continue to work on relationships with
Piedmont Community College for EMS
continuing education classes and course
management. Continue to promote
educational growth mindset by sending
employees to classes outside the agency to
broaden their perspectives. Participated with
PCC EMS program reaccreditation process.
Making
Progress
Continue to refine the newly written
911/Emergency Telecommunications Training
program to be more efficient. Sending the 911
assistant supervisors to EMD QA training for
their professional development. Looking at AI
driven CAD enhancements to assist with
training. Continue to implement training
program for EMS personnel to better enhance
field performance to include monthly and
quarterly training that is standardized across
the shifts. Continue to work on relationships
with Piedmont Community College for EMS
continuing education classes and course
management. Exploring opportunities to
initiate virtual reality training for EMS
providers. Exploring options to create a much-
needed EMS training space. Continue to
promote educational growth mindset by
sending employees to classes outside the
agency to broaden their perspectives.
Making
Progress
2078
Emergency Services
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Service
Excellence
Continue aggressive recruitment and
hiring and focus on retention within
the division.
Continuing to aggressively recruit, train and
retain staff with a focus on internal employee
retention and promotion. Staffing levels are
vastly improved in all divisions over previous
fiscal years.
Making
Progress
Continuing to aggressively recruit, train and
retain staff with a focus on internal employee
retention and promotion. Staffing levels are
vastly improved in all divisions over previous
fiscal years. However, we continue to fall
behind our competition in salaries to be
attractive to new employees. Additionally we
are planning for multiple EMS vacancies that
will occur in the first half of 2026.
Making
Progress
Continuing to aggressively recruit, train and
retain staff with a focus on internal employee
retention and promotion. Staffing levels are
vastly improved in all divisions over previous
fiscal years. However, we continue to fall
behind our competition in salaries to be
attractive to new employees. Additionally, we
are planning for multiple EMS vacancies that
will occur in the first half of 2026. Continue to
work with HR and County Administration to
address these issues.
Making
Progress
Quality of Life
and Service
Excellence
Continue development and
implementation of a Mobile
Integrated Healthcare program.
Launched Mobile Integrated Healthcare / Post-
Overdose Response Team on September 1,
2025 with dedicated staff. Continue to build
community partnerships to better help clients
find appropriate resources. Continue to be
active with the Opioid Settlement Advisory
Committee.
Making
Progress
MIH program had a very successful quarter
engaging with clients and directing their care.
Focus continues to work on broadening
relationships with stakeholders and increasing
the portfolio of resources available.
Developing a process to work more closely
with case management at PMH.
Making
Progress
MIH program con nues o grow an s
engaging with clients and directing their care.
Focus continues to work on broadening
relationships with stakeholders and increasing
the portfolio of resources available.
Developing a process to work more closely
with case management at PMH. Program is
hampered by staffing challenges often
requiring EMS to pull the MIH Practitioner
from their duties to staff an ambulance. This
greatly impacts the effectiveness and growth
of the program. Looking at several grant
opportunities to grow the scope of the
Making
Progress
Quality of Life
Continue to work with the fire
departments in recruitment of part
time staff.
Participate in community events in which we
promote the role of the volunteer fire
departments to assist with recruitment.
Making
Progress
Participate in community events in which we
promote the role of the volunteer fire
departments to assist with recruitment.
Making
Progress
Participate in community events in which we
promote the role of the volunteer fire
departments to assist with recruitment.
Proposed salary increase for part-time staff in
the u comin bud et.
Making
Progress
Quality of Life
and Service
Excellence
Continue implementing Community
Risk Reduction (CRR) Program to
help systemically and proactively
manage risks within the community.
Ongoing. Working with CRR staff to develop a
community survey on CRR initiatives and
better understand their understanding of risk.
Staff attended training on risk reduction in
rural communities and farming communities.
Making
Progress
Ongoing. Working with CRR staff to develop a
community survey on CRR initiatives and
better understand their understanding of risk.
CRR staff has been more active promoting
community safety through social media and
attendin ublic events.
Making
Progress
Ongoing. Working with CRR staff to develop a
community survey on CRR initiatives and
better understand their understanding of risk.
CRR staff has been more active promoting
community safety through social media and
attendin ublic events.
Making
Progress
Service
Excellence
and Economic
Opportunity
and Growth
Migrate inspections and permitting
from paper to digital. This will
streamline the process and assist
with record keeping.
Not started. Not Started Not started.Not Started Not started.Not Started
Quality of Life
Continue to educate citizens of the
now adopted Fire Protection and
Prevention Ordinance.
Continue to promote through local events.
Working on developing a social media plan to
streamline messaging across all divisions and
help promote specific initiatives.
Making
Progress
Continue to promote through local events.
Working on developing a social media plan to
streamline messaging across all divisions and
help promote specific initiatives.
Making
Progress
Continue to promote through local events.
Social media training completed for key staff.
Much more engaged on social media and
promoting the department.
Making
Progress
Quality of Life
and Lifelong
Learning
Increase opportunities for public
education and outreach on a variety
of risk related topics to better inform
citizens of common risks and
mitigation strategies.
Ongoing. Making
Progress
Staff continues to promote safety and risk
reduction messaging at community events and
through social media. Staff worked hard this
quarter on making improvements to the RAVE
mass notification system to include
conducting several internal tests of the
system. Public test is planned for March 2026.
Making
Progress
Sta cont nues to promote sa ety an r s
reduction messaging at community events and
through social media. Staff worked hard this
quarter on making improvements to the RAVE
mass notification system to include
conducting several internal tests of the
system. Public test completed in March of
2026 in conjunction with statewide tornado
drill. Looking at other mass notification
platforms to enhance efforts currently being
Making
Progress
Quality of Life
and Service
Excellence
Seek funding/donations to purchase
and equip and new Fire/Life Safety
training simulator to teach the
community about life safety
miti ation techni ues.
Continuing to look for grant opportunities
designed for this type of purchase. Working
with grant writer to assist.
Making
Progress
Continuing to look for grant opportunities
designed for this type of purchase.
Making
Progress
Continuing to look for grant opportunities
designed for this type of purchase.
Making
Progress
New Initiatives
2179
Emergency Services
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
2280
General Services
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 6 :
6.1
Negotiate lease renewal or purchase
of Human Services Building or secure
new facility prior to Aug. 2025
6.2
Complete PI/MRF construction and
physical and operational merger
before Ma 2025
Completed merger of PI/MRF and cancelled
lease of old PI building in July 2025.Completed
6.3
Utilize facility feasibility assessment
to plan for current and future needs
of the Emergency Services
De artment
Preparing RFQ to select a firm to access the
overall County's space needs, including
Emergency Services.
Making
Progress
Preparing RFQ/consulting County Manager on
guidelines of assessment regarding
inclusiveness of departments
Making
Progress
Preparing RFQ/consulting County Manager on
guidelines of assessment regarding
inclusiveness of departments
Making
Progress
6.5
Complete space needs study,
including ADA accessibility, for
count facilities
Same as 6.3 Making
Progress Same as 6.3 Making
Progress Same as 6.3 Making
Progress
Capital
Investment
Continue to make upgrades to newly
acquired Human Services building,
particularly roof, walls, and windows.
Preparing RFQ to select a firm to provide
design, contract/construction administration
services for County roof replacements,
including the Human Services Building roof,
wall and windows.
Making
Progress
Firm selected and preparing bid documents
for replacement of roof and repairs to rear
wall/windows
Making
Progress
Preparing bid documents for roof replacement
and repairs to rear wall/windows
Making
Progress
Capital
Investment
Continue planned roof replacements
on County buildings.
Currently, replacing roof at Government
Services Building , as per scheduled
re lacements
Making
Progress
Completed roof replacement on
Government/Inspections building
Making
Progress
No other roof replacements planned for this
quarter.
Making
Progress
Capital
Investment
Complete the upgrade of the HVAC
system at Person County Office
Buildin .
Project is complete Completed
Capital
Investment
Replace the exterior windows on
Morgan Street side of PCOB.
Continuing to work with some vendors on
pricing/specification issues. Have trouble
identif in interested vendors.
Making
Progress
Preparing bid documents and plan to bid this
spring 2026
Making
Progress
Currently in bidding process with pre-bid
meeting scheduled for May 26, 2026 and bid
o enin on 6/17/2026
Making
Progress
New Initiatives
Capital Investment
Ensure county facilities meet the needs of the public and employees
FY 2025-26 OBJECTIVES (See Adopted Budget
Completed in FY25.
2381
Health
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 6 :
6.1
Negotiate lease renewal or purchase
of Human Services Building or secure
new facility prior to Aug. 2025
Goal 9 :
9.1
Offer education-based programs for
all ages and expand outreach
through partnerships with
community organizations
information on various health/wellness topics
at the following events: National Night Out –
approximate reach of 120; Guns Down, Books
Up Back to School Event – approximate reach
of 137; Senior Day at the Library –
approximate reach of 25; Aging with Gusto –
approximate reach of 55. Partnered with the
PCC Nursing Program for a nursing student
rotation.
Making
Progress
Freedom From Smoking Program was offered,
and four individuals quit smoking. Continuing
to partner with the PCC Nursing Program for
nursing student rotation. Participated in Fire
Prevention Day.
Making
Progress
Partnered with PCC for Nursing Student
rotation (Jan - April 2026); Participated in the
Alpha Kappa Alpha Community Baby Shower;
participated in the Spring into Health and
Wellness Event with the Deltas; Colon Cancer
Awareness Event.
Making
Progress
Goal 15 :
15.1 Improve access to healthcare
services
TST services reinstated August 2025. STD
Prevention Initiative- front restroom condom
dispensers Family Planning- Continuing to
promote and have access to the Nexplanon.
Increased “open access” with appointment
accommodations. Working with the University
of Michigan Adolescent Initiative. Participating
in a 10 county initiative- Thriving Hearts.
Making
Progress
PCHD worked with UNC-SPH on the Photo
Library Project which will be used for
communication purposes and increasing
access to our services.
Making
Progress
Continuing the STD Prevention Initiative- front
restroom condom dispensers. Working with
the University of Michigan Adolescent
Initiative. Participating in a 10 county initiative
Thriving Hearts. Additional staff member is
being trained to provide STD Enhanced Role
Nursing services.
Making
Progress
15.2 Promote healthy lifestyles and
behaviors
information on various health/wellness topics
at the following events: National Night Out –
approximate reach of 120; Guns Down, Books
Up Back to School Event – approximate reach
of 137; Senior Day at the Library –
approximate reach of 25; Aging with Gusto –
approximate reach of 55. Social media
messaging continued to promote healthy
behaviors.
Making
Progress
Freedom From Smoking Program was offered,
and four individuals quit smoking.
Making
Progress
Continued participation in community events
to promote healthy behaviors. Addressed
STDs by providing condoms to the public
through various means. Utilizing social media
platforms to promote healthy lifestyles.
Making
Progress
15.3 Develop and implement plan for
utilizing Opioid Settlement Funds
Entered into an agreement with Freedom
House Recovery Center for recovery housing
support. PORT is functioning, and Person
County Schools are implementing various
early intervention initiatives. All annual
reports were submitted in accordance with
the re uirements.
Making
Progress
A community survey was conducted during
October 2025. The annual community
meeting was held on 12/2/2025 at PCC. The
committee continued to meet and review data
to prepare for the RFA release in Q3.
Making
Progress
Opioid Settlement Advisory Committee
released RFA for funding.
Making
Progress
Service
Excellence
Convene community partners to
continue to address the two
identified health priorities:
overweight/obesity and substance
abuse
The Substance Use Disorder Subcommittee
(SUDS) continued to meet and is planning a
community event for Spring 2026.
Making
Progress
SUDS met to plan Good Morning Coffee Hour
for Q3. Healthy Personians Advisory Board
met to share resources. Opioid Settlement
Advisory Committee held annual community
meetin on 12 2.
Making
Progress
SUDS held monthly meetings and sponsored a
Good Morning Coffee Hour with the Chamber
to highlight local mental health/substance
abuse services.
Making
Progress
Service
Excellence
Increase client understanding and
participation in clinical services such
as Family Planning, Immunization,
Maternal Health, and STD/I program
services through outreach and
marketin .
During Aging with Gusto, staff provided a
presentation about adult vaccinations
(approximate reach of 23).
Making
Progress
Working with the University of Michigan
Adolescent Initiative. Completed Spakr
Training for being Youth Friendly. Surveys
were completed by staff and providers.
Participating in the regional Thriving Hearts
initiative.
Making
Progress
Increased social media presence; care
management continues outreach for maternal
health patients; created a Teen Confidentiality
Statement; participated in various outreach
events.
Making
Progress
Service
Excellence
Explore the need and feasibility of
offering additional client services.
Exploring the need for additional services,
such as primary care. TST services were
explored, need determined, and now offered.
Making
Progress
Continuing to explore the need for additional
services such as primary care and the
reinstatement of postpartum/newborn home
visits.
Making
Progress
Exploration of the reinstatement of the
Newborn and Postpartum Home Visit services
is complete and anticipate reinstatement of
services in July/August 2026.
Making
Progress
Promote healthy communities
FY 2025-26 OBJECTIVES (See Adopted Budget
Capital Investment
Sustain the capital planning process
Lifelong Learning
Work with partners to create and support opportunities for the current and future workforce to learn and develop new skills
Quality of Life
Completed in FY25.
2482
Health
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Service
Excellence
Continue to monitor WIC Program
participation rates carefully to ensure
that the average participation meets
or exceeds 97% of the assigned base
caseload.
First quarter WIC participation rate exceeds
97% with a rate of 112.4%.
Making
Progress
Q2 WIC participation rate exceeded 97% with
a rate of 110.20%. DCFW increased the base
caseload number in December from 870 to
944.
Making
Progress
Q3 WIC participation rate exceeded 97% with
a rate of 98.6%. The supervisor position was
vacant; a contract staff person was utilized as
a nutritionist.
Making
Progress
New Initiatives
2583
Human Resources
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 9 :
9.2
Partner with PCC and PCS to offer
programs to develop skills for
employment in county positions with
a concentrated focus on areas of
critical need
Working on program to present to Roxboro
Community School.
Making
Progress
Making
Progress
Making
Progress
Goal 10 :
10.1
Enhance recruitment strategies and
streamline selection processes that
aggressively seek out the best talent
to fill county positions and minimize
osition vacanc time
Not Started Not Started Not Started
10.2 Offer a competitive compensation
program
Making
Progress
This will always be an area we will continue to
monitor. We are currently working on
creating a separate Public Safety Pay Schedule.
Making
Progress
This will always be an area we will continue to
monitor. We are currently working on
creating a separate Public Safety Pay Schedule.
Making
Progress
10.3
Offer professional development
opportunities and a supportive work
environment to attract and retain a
talented workforce
Not Started Not Started Making
Progress
10.4
Offer leadership education to build
the skills of current and future
leaders in decision making,
communications, problem solving,
team buildin and ada tabilit
Not Started Will be incorporated in the formal training
program.
Making
Progress
Making
Progress
Service
Excellence
Implement new Performance
Evaluation Program for employee Training in process. Will be effective 1/1/25.Making
Progress Completed
Service
Excellence Create new merit system.
Adjusted slightly for new Performance
Assessment Program. Would like to increase
ercenta es but will hold for FY26.
Completed Completed
Service
Excellence
Create formal training program for
employees and supervisors.
Planning what the training will start with and
building upon that each year.
Making
Progress
Making
Progress
Making
Progress
Service
Excellence
Continue to review and restructure
contents of personnel files.
HR Assistant is making progress with auditing
of personnel files.
Making
Progress Projected to be completed by 6/30/2026.Making
Progress Projected to be completed by 6/30/2026.Making
Progress
Service
Excellence Round table with Human Resources.Not Started Not Started Not Started
Service
Excellence
Mock interview training for
employees and interviewers Not Started Will be incorporated in the formal training
program.
Making
Progress
Will be incorporated with the formal training
program.Not Started
Lifelong Learning
Work with partners to create and support opportunities for the current and future workforce to learn and develop new skills
New Initiatives
Service Excellence
Identify, attract, and onboard the most qualified individuals whose skills, experience, and values align with our mission, fostering a culture of excellence
FY 2025-26 OBJECTIVES (See Adopted Budget
2684
Information Technology
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 6 :
6.1
Negotiate lease renewal or purchase
of Human Services Building or secure
new facility prior to Aug. 2025
6.2
Complete PI/MRF construction and
physical and operational merger
before Ma 2025
Need to finalize fiber connection - temporary
extension is currently in place.
Making
Progress All technology implementations completed.Completed
6.3
Utilize facility feasibility assessment
to plan for current and future needs
of the Emergency Services
De artment
Not Started Not Started Not Started
Goal 12 :
12.3
Improve online access to public
meeting materials and county
ordinances and policies
Continuing to stream commissioner meetings.
Boards and committees now have access to
Laserfiche to publish content.
Making
Progress
Continuing to support streaming of public
meetings and publishing content via website
and Laserfiche.
Making
Progress
Updated Laserfiche to newer version and
migrated to new server OS. Working with PIO
and website committee on website redesign
and ADA compliance.
Making
Progress
Service
Excellence
Continue to improve cybersecurity
posture via trainings, policies, and
implementation of industry best
practice
Ongoing - recently adopted the Acceptable
Technology Use Policy revisions. Annual
cybersecurity awareness training was
completed in August. SLCGP funds used to
obtain and implement data classification tools
and security/vulnerability assessment utility.
Partnered with Sheriff's Office during October
for social media campaign with cybersecurity
awareness tips.
Making
Progress
Shared multiple cybersecurity tips/flyers to
internal staff and with the public during
Cybersecurity Awareness Month (October).
Making
Progress
Developed and implemented Information
Security Program Charter. This will serve as
the guiding document for future policies and
procedures related to cybersecurity.
Making
Progress
Service
Excellence
Meet staffing needs due to various
challenges including increased
workload/complexity.
Making
Progress
One User Support Specialist has expressed
interest in advancing to the next tier
(Advanced User Support Specialist). They are
currently receiving mentorship from the
Network Admin.
Making
Progress
Partnered with PECIL for an intern during the
spring semester.
Making
Progress
Service
Excellence
Offer training to IT staff to keep up-
to-date with changing technologies.
Ongoing - multiple staff have participated in
various classes/conferences.
Making
Progress
Multiple staff attended the NCLGISA
conference in October to network with other
local government IT staff, discuss current
technology trends, and identify potential new
technology solutions.
Making
Progress
Making
Progress
Capital
Investment
Replace EOL hardware/software to
maintain accessibility and integrity of
systems.
Replacing all computers incompatible with
Windows 11. Continuing to install M365 on
workstations to replace outdated versions of
Office.
Making
Progress
Continuing to replace EOL computers and
install M365. Some network hardware
replaced (switches, wireless access points,
etc.).
Making
Progress
Continuing to replace EOL computers at the
County and City.
Service
Excellence
Setup/configure role-based
provisioning Not Started Internal planning discussions have begun; no
implementation schedule as of yet Not Started Not Started
Capital
Investment
Replace/upgrade 911
workstations/consoles
3/4 workstations completed. Relocated 911
operations to temporary structure during
renovations. Replaced all network wiring
between consoles/positions and server room.
Making
Progress
911 consoles replaced, workstations updated,
and wiring redone.Completed
Capital
Investment
Replace/upgrade 911 virtual
infrastructure Not Started Not Started Delayed due to higher priority needs of 911
division.Not Started
Completed in FY26
New Initiatives
Capital Investment
Ensure county facilities meet the needs of the public and employees
Service Excellence
Enhance transparency and communication
FY 2025-26 OBJECTIVES (See Adopted Budget
Completed in FY25
Completed in FY26
2785
GIS
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 2 :
2.1 Support completion of the City of
Roxboro’s Western Sewer Project
Ongoing. Easements mapped, monitoring
construction.
Making
Progress
Monitoring construction. Have begun
identifying City held easements for utilities so
im rove ma in of those easement
Making
Progress
Continuing to map City easements. Have
begun updating water and sewer GIS
information cit -wide.
Making
Progress
2.3
Partner with NC DIT to provide
broadband to all unserved and
underserved areas
Ongoing and as funding becomes available.Not Started Ongoing and as funding becomes available.Not Started Ongoing and as funding becomes available.Making
Progress
2.4
Complete Person County Trail
Feasibility Study and work with
partners to implement
recommendations
Ongoing.Making
Progress
Feasibility study complete, working with
developers adjacent to proposed trail to
reserve space for trail connections.
Making
Progress
Study completed in FY25. Working with NC
DOT, City of Durham, and Durham County to
acquire rail corridor from Norfolk Southern for
future trail develo ment.
Making
Progress
Goal 3 :
3.1
Reduce the time that it takes to issue
environmental health, zoning and
buildin ermits
Ongoing.Making
Progress Ongoing.Making
Progress Ongoing.Making
Progress
Goal 6 :
6.4 Complete construction and open
“County Farm” park
Created 911 addressing system for park,
created maps for park kiosks.
Making
Progress Collected information for map updates Making
Progress
Ongoing as new trails and amenities are
developed. Have communicated trail and
address information with 911 and various fire
de artments.
Making
Progress
Goal 7:
7.2
Partner with the PCS to evaluate
population/ enrollment growth, class
size mandates, etc. to determine
need for new construction
Working to develop a development web
application to share this information.
Making
Progress
Basic EnerGov information is being mapped,
enhanced information is in the works,
discussions with stakeholders held.
Making
Progress
Some specific needs have been identified,
further discussion is scheduled. A manual
permit mapping workflow has been identified
and will be transitioned to scripted over the
next ear.
Making
Progress
Goal 11 :
11.1
Monitor and analyze population
growth and demographic changes
and structure services to meet
changing needs
Working to develop a development web
application to share this information.
Making
Progress
Participated in the Statewide city annexation
project that allows the State to communicate
annexations to the US Census (Boundary and
Annexation Survey).
Making
Progress
Working with the State Demographers office
to simplify Census blocks that will be used in
the 2030 Census to allow for better
information collection, processing, and
anal sis.
Making
Progress
Service
Excellence
Finalize state-appraised parcel
mapping.
All but 10 parcels mapped, moving on to work
with the Tax Office.
Making
Progress
Progress is minimal Q2 due to Enterprise GIS
upgrade.
Making
Progress
Deliverable from vendor has been received
and is under evaluation.
Making
Progress
Service
Excellence
Transition the GIS Enterprise to
updated software versions and train
staff.
Some staff are on new software, training
underway. Enterprise GIS Solution is deployed
in a test environment and undergoing testing.
Making
Progress
All staff migrated, Enterprise GIS solution
deployed in production, working out final
details and issues.
Making
Progress
Script migration is underway and trending in a
positive direction, although some issues have
been identified.
Making
Progress
Service
Excellence
Develop a reporting mechanism for
all departments to track activities
related to the County’s Strategic
Plan.
Proactively meet the changing needs of the community
FY 2025-26 OBJECTIVES (See Adopted Budget
New Initiatives
Economic Opportunity and Growt
Develop and maintain infrastructure that enhances quality of life
Capital Investment
Ensure the development process is thorough, accessible and efficient
Ensure the development process is thorough, accessible and efficient
Service Excellence
Provide modern, safe, and accessible learning and working environments for Person County Schools (PCS) and Piedmont Community College (PCC
N/A. Will continue to use spreadsheet for reporting.
2886
Inspections
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 3 :
3.1
Reduce the time that it takes to issue
environmental health, zoning and
buildin ermits
This is a continuous goal Making
Progress
We are hitting our goal of 7 to 10 business
days
Making
Progress
We are hitting our goal of 7 to 10 business
days
Making
Progress
Goal 7 :
7.2
Partner with the PCS to evaluate
population/ enrollment growth, class
size mandates, etc. to determine
need for new construction
Not applicable Not Started Not Applicable Not Started Not Applicable Not Started
Goal 11 :
11.1
Monitor and analyze population
growth and demographic changes
and structure services to meet
chan in needs
Not applicable Not Started Not Applicable Not Started Not Applicable Not Started
Service
Excellence
Continue prioritizing learning and
development for staff to provide
excellent customer service
This is a continuous goal Making
Progress This is a continuous goal Making
Progress This is a continuous goal Making
Progress
Service
Excellence
Encourage the public to use the
online system and take advantage of
the ex ress review rocess
This is a continuous goal Making
Progress We have seen an increase in on line users Making
Progress We continue to see more on line users Making
Progress
Service
Excellence
Continue training the three new
inspectors.This is a continuous goal Making
Progress
I added Michael to this as well 3 new
inspectors
Making
Progress This is a continuous goal Making
Progress
Service
Excellence
Maintain 7 to 10 business days for
plan review and once new staff is
trained, im rove on those numbers.
This is a continuous goal Making
Progress Maintained Making
Progress Maintained Making
Progress
Service
Excellence
Maintain next day or two-day service
with the new position.This is a continuous goal Making
Progress Maintained Making
Progress Maintained Making
Progress
Proactively meet the changing needs of the community
FY 2025-26 OBJECTIVES (See Adopted Budget
New Initiatives
Economic Opportunity and Growt
Provide modern, safe, and accessible learning and working environments for Person County Schools (PCS) and Piedmont Community College (PCC)
Capital Investment
Provide modern, safe, and accessible learning and working environments for Person County Schools (PCS) and Piedmont Community College (PCC)
Service Excellence
2987
Library
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 9 :
9.1
Offer education-based programs for
all ages and expand outreach
through partnerships with
community organizations
In progress
Librarian staff are emphasizing program
opportunities outside the library proper. In the
process of identifying community
partnerships.
Making
Progress
Community contacts have ben made and the
first programs were held in April 2026. The
new Deputy Director and Outreach Librarian
have begun planning and the initial
implementation of library programming
outside of the buildin has be un.
Making
Progress
Goal 15 :
15.2 Promote healthy lifestyles and
behaviors Not started Collaborating with Gardening club to manage
and promote seed library in January 2026.
Making
Progress
We have two volunteers maintaining the seed
library and we have had programs centered on
self care.
Making
Progress
Capital
Investment
Work with the Friends of the Library
to raise additional funds to support
library growth.
Book sales in Fall and popup book sales begin
in 2026.In progress Popup book sales will begin in February. 2026
and the spring sale is in April 2026.
Making
Progress
Spring Book sale and popup book sales were
held in the spring. Funds collected are
supporting FOL programs such as the movie
ni ht at the Kirb .
Completed
Lifelong
Learning
Implement 12 new education-based
programs for all ages by the end of
FY26.
AARP Senior Planets course will be offered in
Nov. 2025.In progress
The library is developing new education
programs for all age groups. The first senior
focused AARP tech course(Smartphone
Photography) began in Oct. 2025. Additional
Children's Storytimes( Mondays), tabletop
game programs(teens), and new technology
and arts & crafts programs for adults twice a
Making
Progress
We are continuing to provide tech classes,
StoryTime twice a week and a variety of
programs for all age groups.
Completed
Lifelong
Learning and
Quality of Life
Seek opportunities to highlight the
NC Historic Collection.Developing America 250 programming.In progress
Will host first America 250 event in January
2026 and prepping for Summer Reading
programs with America 250 themes focused
on Person County and US history for all ages.
Making
Progress
We have planned and developed our
Programming for America 250. We hosted the
county's first America 250 event in January
2026.
Making
Progress
Lifelong
Learning
Partner with the Housing Authority
to host technically based programing
for all ages.
Not started Not Started
We have begun the collaborative initiative and
identified 3 areas of collaboration. Literacy,
tech skills and workforce skill development.
Making
Progress
Quality of Life
Increase adult and teen volunteer
opportunities to encourage increase
of quality of life for Person County.
Not started Reviewing teen and adult volunteer policies.Making
Progress
The Youth Services librarian supervised our
first teen volunteer for 9 weeks. We have
begun interviewing for the next volunteer and
will look to include them on the FOL advisory
board.
Making
Progress
New Initiatives
Lifelong Learning
Work with partners to create and support opportunities for the current and future workforce to learn and develop new skills
Quality of Life
Promote healthy communities
FY 2025-26 OBJECTIVES (See Adopted Budget
3088
Person Industries
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 6 :
6.2
Complete PI/MRF construction and
physical and operational merger
before Ma 2025
Received CO's for both phases of project, held
Open House, Ribbon Cutting, and Grand
O enin Celebration 9/5/25.
Completed
Capital
Investment
Complete equipment upgrades at
PCRC.
Equipment upgrades for Phase II completed
and machines are running efficiently.Completed
Service
Excellence
Apply for grants to assist with
equipment upgrade, specifically Tire
and Mattress Shredder.
No grants are open at this time that fit our
scope of practice.Not Started No grants are open at this time that fit our
scope of practice.Not Started
Submitted a RBAC Scrap Tire Grant for $1M in
March 2026 to aid in the purchase of SSI
Shredder with matching funds included in the
CIP.
Making
progress
Service
Excellence
Obtain additional Production
Contract for in-house work.
Meetings held with Blue San (shoe sole
company), awaiting approval.
Making
Progress
Continuous communication with existing
customers as well as new potential
Making
Progress
Continuous communication with existing
customers as well as new potentials
Making
Progress
Lifelong
Learning
Working and planning for Pre-ETS
(Employment Transition Services)
within Person High School,
partnership with EIPD (Employment
and Independence for People with
Disabilities). Pre-ETS is a program
that helps high school students with
disabilities prepare for careers and
adult life (including career
exploration, work readiness training,
and community work experiences).
Due to Medicaid funding cuts, this planning
has been placed on hold while we navigate the
revenue decrease and how this will effect our
budget over the next year. Once things at the
state level are more concise, we will look back
into this program and beginning planning.
Not Started
Due to Medicaid funding cuts, this planning
has been placed on hold while we navigate the
revenue decrease and how this will effect our
budget over the next year. Once things at the
state level are more concise, we will look back
into this program and beginning planning.
Not Started
Due to Medicaid funding cuts, this planning
has been placed on hold while we navigate the
revenue decrease and how this will affect our
budget over the next year. Once things at the
state level are more clear, we will look back
into this program and begin planning.
Not Started
Capital
Investment
Scale Operations and accepting
recycling material from neighboring
counties
Review and research has began to figure out
cost and rates regarding material.
Making
Progress
Gathering data from current recycling center
customer loads to determine fees based on
statewide avera e
Making
Progress
Continuing to gather data from current
recycling center customer loads to determine
fees based on statewide avera e
Making
Progress
Capital Investment
Ensure county facilities meet the needs of the public and employees
FY 2025-26 OBJECTIVES (See Adopted Budget
New Initiatives
3189
Planning and Zoning
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 2 :
2.4
Complete Person County Trail
Feasibility Study and work with
partners to implement
recommendations
Study completed in FY25. Working with NC
DOT, City of Durham, and Durham County to
acquire rail corridor from Norfolk Southern for
future trail develo ment.
Making
Progress
Working with Parks and Recreation
Department on project, meeting with
potential engineering firms interested in
future RFP.
Making
Progress
Working with Parks and Recreation
Department on project, meeting with
potential engineering firms interested in
future RFP.
Making
Progress
2.5
Evaluate transportation and rail
capacity and needs for current and
future growth
Exploring options for regional collaboration
for U.S. 158 widening and other
transportation planning.
Making
Progress
Working with Kerr-Tar on future CTP, serving
on US 158 steering committee, nominated for
TCC Chair.
Making
Progress
Working with Kerr-Tar on future CTP, serving
on US 158 steering committee, drafting white
paper on SPOT and Rural inequality, elected as
TCC Chair.
Making
Progress
Goal 3 :
3.1
Reduce the time that it takes to issue
environmental health, zoning and
building permits
With the addition of a part-time Planning
Director, permitting timelines shortened. This
is a continuous goal that will be evaluated by
new staff in the second quarter.
Making
Progress
Presented TRC/DRC text amendment to
Planning Board, with proven examples of
reduced development review process and
timeline including multidepartment support,
coordination and collaboration.
Making
Progress
All zoning permits processed in under 7 days
upon receipt of completed application.
Making
Progress
Goal 6 :
6.4 Complete construction and open
“County Farm” park
Construction is still underway. Fall 2025 soft
opening planned, grand opening in
S rin /Summer 2026.
Making
Progress Awaiting grand opening Making
Progress
Working with Parks and Recreation
Department on project, providing assistance
where needed.
Making
Progress
Goal 7 :
7.2
Partner with the PCS to evaluate
population/ enrollment growth, class
size mandates, etc. to determine
need for new construction
County staff provides data but may be able to
partner more closely.
Making
Progress
Conducted informal TRC/DRC with multiple
departments in 1 meeting to cover
improvements to 3 schools, all permitting
timeline completed.
Making
Progress
Assisting schools where necessary for their
permitting process. Currently no pending
applications.
Making
Progress
Goal 11:
11.1
Monitor and analyze population
growth and demographic changes
and structure services to meet
chan in needs
Each department pays attention to these
changes and anticipates potential impacts.
Need to implement countywide, standardized
a roach.
Making
Progress
Each department pays attention to these
changes and anticipates potential impacts.
Need to implement countywide, standardized
a roach.
Making
Progress
Each department pays attention to these
changes and anticipates potential impacts.
Need to implement countywide, standardized
a roach.
Making
Progress
Goal 16:
16.2 Promote agri-business and agri-
tourism
Considered as priorities in staff
recommendations pertaining to ordinance
updates and development proposals.
Researched challenges to agri-tourism through
recent news on Farm Parties.
Making
Progress
Considered as priorities in staff
recommendations pertaining to ordinance
updates and development proposals.
Researched challenges to agri-tourism through
recent news on Farm Parties.
Making
Progress
Considered as priorities in staff
recommendations pertaining to ordinance
updates and development proposals.
Researched challenges to agri-tourism through
recent news on Farm Parties.
Making
Progress
Economic
Opportunity
and Growth
Complete Board of Commissioners
review and adoption of the UDO.
Rather than a UDO, work continues on
updating and consolidating Planning
Ordinances. Permitted Use table and
definitions updated, along with other text
amendments.
Making
Progress
Rather than a UDO, work continues on
updating and consolidating Planning
Ordinances. Permitted Use table and
definitions updated, along with other text
amendments.
Making
Progress
Bulk of ordinances consolidated into Planning
Ordinance. County Private Road standards
being reviewed and possibly updated.
Subsequently will be incorporated into
Plannin Ordinance.
Making
Progress
Quality of Life
Provide regulations within the UDO
that address and minimize future
Code Enforcement actions and
makes more efficient use of Code
Enforcement Officer time.
Rather than a UDO, work continues on
updating and consolidating Planning
Ordinances. Closing multiple code-
enforcement cases and working with County
Attorney on other long standing cases (e.g.
2024 .
Making
Progress
Two department staff started CZO certification
training through UNC. July 2026, code-
enforcement transition to in-house.
Making
Progress
Two department staff CZO training and exam
complete, awaiting results to complete
transition to in-house code enforcement.
Making
Progress
Service
Excellence
Complete consultant review of
stormwater regulations and
applications to ensure that all of the
State regulations are provided, while
providing the for an efficient
ermittin s stem.
Staff is reviewing stormwater regulations. Making
Progress Staff is reviewing stormwater regulations. Making
Progress Staff is reviewing stormwater regulations. Making
Progress
Service
Excellence
Organize scanned records into a
simple and retrievable file
management system and link
applicable records to the County’s
GIS arcel viewer for efficiencies.
Ongoing.Making
Progress Ongoing.Making
Progress Ongoing.Making
Progress
Service Excellence
Proactively meet the changing needs of the community
FY 2025-26 OBJECTIVES (See Adopted Budget
Economic Opportunity and Growt
Develop and maintain infrastructure that enhances quality of life
Capital Investment
Ensure the development process is thorough, accessible and efficient
Ensure the development process is thorough, accessible and efficient
Complete Person County Trail Feasibility Study and work with partners to implement recommendations
Quality of Life
Preserve and celebrate rural character and lifestyle
3290
Planning and Zoning
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Capital
Investment
Work with the Recreation, Arts, and
Parks Department on stormwater
and recreational trail ro ects
Worked on IAIA projects (Centennial Park and
Sports Plex).
Making
Progress
Worked on IAIA projects (Centennial Park and
Sports Plex).
Making
Progress
Worked on IAIA projects (Centennial Park and
Sports Plex).
Making
Progress
New Initiatives
3391
Recreation, Arts, and Parks
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 2 :
2.4
Increased participation numbers and
completed research for upcoming
programs.
The Parks division conducts research each
year to find ways to increase participation for
our programming general park use. Our team
is currently researching new programs that
can take place at the new Centennial Park for
2026. Some of these programs will include
mountain bike races interpretive hikes, 5K
races, environmental education, etc. Our
athletics division is currently researching new
programs geared towards teens. Some of
these programs will be mainstream sports.
They are also working revive the youth
football program.
Making
Progress
The Parks Department continues to conduct
research into increasing participation in our
programming and general park use. We have
managed an increase in park visits with the
soft opening of Centennial Park. We are
working to develop programs related to
mountain bike races, interpretive hikes, 5K
races, environmental education, etc. in
anticipation of the grand opening. Our
athletics division is currently developing new
programs geared towards teens. The youth
football program is currently moving forward.
Making
Progress
The Parks Department continues to conduct
research and program implementation to
increase participation in our programming and
general park attraction and use. Park visits
continue to increase at Centennial Park. We
are working to develop programs related to
mountain bike races, interpretive hikes, 5K
races, environmental education, etc. in
anticipation of the grand opening in October.
Our athletics and special programs divisions
continue to develop and implement new
programs geared towards teens. The youth
football program is currently moving forward.
Making
Progress
Goal 6 :
6.4 Complete construction and open
“County Farm” park
Rotary Centennial Park, formerly named
County Farm Park, is at approximately 75%
completion.
Making
Progress
Rotary Centennial Park is at approximately
75% completion. Still working to have a grand
opening in May or Jun of 2027. TBA Project
received an extension from the State until
2027.
Making
Progress
Rotary Centennial Park is at approximately 75-
80% completion. Still working to have a grand
opening in October 2026
Making
Progress
Goal 9 :
9.1
Offer education-based programs for
all ages and expand outreach
through partnerships with
community organizations
Continued to offer educational programs for
all ages. These programs included outdoor
education, experiential recreation education
experiences, arts education, and other special
program each year geared toward STEAM and
STEM-based education. Continued to offer
education-based programs during outreach
programs such as arts enrichment camps held
at the local housing authorities.
Making
Progress
The Park Department continues to offer
educational programs for all ages each year.
Programs included outdoor education,
experiential recreation and education, arts
education, and other special programs each
year geared toward STEAM and STEM-based
education. We also offer education-based
outreach programs such as arts enrichment
camps and other special events held at the
local housing authorities and other locations
throughout Person County.
Making
Progress
The Parks Department is experiencing a highly
successful Spring 2026 season, marked by
excellent progress and expansion across our
multi-generational educational programming
and the Kirby Cultural Arts Complex and other
areas. We are actively delivering high-impact
initiatives rooted in experiential outdoor
learning, creative arts education, and dynamic
hands-on experiential programming.
Furthermore, our community outreach has
gained impressive momentum this spring,
successfully launching mobile arts enrichment
camps and targeted educational pop-up
events directly within local housing
authorities, schools, and key community
spaces across Person County.
Making
Progress
Goal 15 :
15.2 Promote healthy lifestyles and
behaviors
Promoted a healthy lifestyle through a well-
rounded and holistic approach to recreation,
health and wellness. This is achieved by
offering facilities and programs that are
geared towards a range of athletic/fitness, arts
and humanities, to outdoor recreation and
education.
Making
Progress
Promoted a healthy lifestyle through a well-
rounded and holistic approach to recreation,
health and wellness. This is achieved by
offering facilities and programs that are
geared towards a wide range of athletic,
fitness, arts and humanities, to outdoor
recreation and education. We also promote
through outreach and presentation to civic
organizations, schools, career day events,
shadowing programs.
Making
Progress
The Parks Department is actively expanding
our holistic approach to community wellness
by blending diverse recreational facilities with
dynamic public outreach. We drive healthy
lifestyles across all generations through an
evolving lineup of athletic leagues, fitness
classes, arts and humanities programming,
and immersive outdoor education. To
maximize our local impact, our team is
simultaneously scaling up community
engagement by delivering interactive
presentations at career days, shadowing
events, civic organizations, and local schools.
Making
Progress
FY 2025-26 OBJECTIVES (See Adopted Budget
Quality of Life
Promote healthy communities
Economic Opportunity and Growt
Develop and maintain infrastructure that enhances quality of life
Capital Investment
Ensure the development process is thorough, accessible and efficient
Lifelong Learning
Work with partners to create and support opportunities for the current and future workforce to learn and develop new skills
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Recreation, Arts, and Parks
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Economic
Opportunity
and Growth
Increase acreage of Developed
Parkland to increase the Economic
impact of Recreation and tourism for
Person County and its local
businesses.
Continuously looking to increase Person
County’s developed parkland acreage to
increase economic development, tourism and
local health and wellness. Currently, working
with partners to secure additional acreage
through the purchase of a section of the 501
Railroad Corridor. Working with NCDOT,
Durham County and the City or Durham to
make this goal come to fruition.
Making
Progress
The Parks Department is always working to
increase Person County’s developed parkland
acreage to increase economic development,
tourism and local health and wellness.
Currently working with NCDOT, Durham
County and the City or Durham on the 501
Railroad Corridor project/purchase. We are
working with Tar River Land Conservancy on
Mt. Harmony Land Preserve track. We are
currently working with the Triangle Off Road
Cycle Association and other partners on the
Roxboro Rotary Centennial Park Project.
Making
Progress
The Parks Department is actively expanding
Person County’s developed parkland acreage
to catalyze economic development, tourism,
and community wellness. Our team is
currently accelerating regional mobility by
partnering with NCDOT, Durham County, and
the City of Durham on the strategic 501
Railroad Corridor acquisition project.
Simultaneously, we are advancing vital
conservation and recreation milestones
through our ongoing work with the Tar River
Land Conservancy on the Mt. Harmony Land
Preserve tract, and with the Triangle Off-Road
Cyclists on the Roxboro Rotary Centennial Park
development. That purchase of the 501
Corridor is scheduled to close in August 2026.
Making
Progress
Capital
Investment
and Quality of
Life
Complete Capital Improvement
Project including: Centennial Parks,
ADA Restrooms and Elevator at the
Kirby, various playground ADA
Accessibility upgrades, and Huck
Sansbury Playground Upgrades.
The Parks division has multiple CIP projects
currently underway. The following are projects
and phases: Centennial Park Is approximately
75% complete. Kirby Cultural Arts Complex
ADA accessible restrooms and elevator project
is currently in the RFP process. Huck Sansbury
fully ADA accessible Playground is complete.
Helena Park and Mt. Tirzah Park ADA
accessible playground projects are underway.
Mayo Lake Park RV Site Expansion is 50%
complete. Mount Tirzah Park Ballfield Light
replacement is complete.
Making
Progress
The Parks division has multiple CIP projects
currently underway. The following are projects
and phases: Centennial Park Is approximately
75% complete. Kirby Cultural Arts Complex
ADA accessible restrooms and elevator project
is currently in the negotiation process. Huck
Sansbury fully ADA accessible Playground is
complete. Helena Park and Mt. Tirzah Park
ADA accessible playground projects are under
construction. Mayo Lake Park RV Site
Expansion is 50% complete. Mount Tirzah Park
Ballfield Light replacement is complete, Pickle
Ball Courts in the RFP stage, Mayo Cabin
Project complete, 501 Rail Corridor Purchase
schedule to close with NCDOT in late summer.
Making
Progress
The Parks division is steadily advancing
multiple Capital Improvement Project (CIP)
milestones, delivering enhanced accessibility
and recreation options across the county.
Community park upgrades are moving forward
quickly, highlighted by the successful
completion of the Mayo Cabin project at Mayo
Lake Park, and the new ballfield lighting at
Mount Tirzah Park. Construction is
accelerating toward the finish line at
Centennial Park, which is now 75-80%
complete, Mayo Lake Park RV Site Expansion is
complete, ADA-accessible playgrounds at
Helena and Mt. Tirzah parks are complete.
Furthermore, infrastructure and procurement
plans are maintaining steady momentum, with
the 501 Rail Corridor purchase on track to
close with NCDOT in late summer and the
Kirby Cultural Arts Complex ADA restroom and
elevator upgrades progressing through final
negotiations.
Making
Progress
Quality of Life
Identify and capitalize of community
program needs and continue to
expand services.
Conducts multiple surveys throughout the
year to ensure that we gather information
from within our community to help research
and develop programs that will continue to
serve their needs. Increased multiple
programs across division areas to help with
the identified needs. Multiple divisions also
collaborated this year to meet those needs.
Making
Progress
The Parks Department continues to conduct
multiple surveys by each of our divisions
throughout the year. We gather information
from within our community to help research
and develop programs that will continue to
serve their needs. We Continue increased
multiple programs across division areas based
on the identified needs. Divisions
collaborated each year to meet those needs.
Making
Progress
The department is actively utilizing community
data to expand and refine our recreational
programming. By conducting targeted surveys
across all divisions throughout the year, we
have successfully captured vital feedback
directly from residents to identify evolving
local needs. Our divisions are closely
collaborating to translate these insights into
immediate action, resulting in a measurable
increase in program offerings tailored to
community demand.
Making
Progress
Capital
Investment
Continue to address ADA
Accessibility needs upgrading
playgrounds, amenities, and County
building.
Continued to address needs for ADA
accessibility throughout the Park System.
Currently have CIP projects addressing
upgrades to Helena Park Playground and Mt.
Tirzah Park Playground, and recently
completed the Huck Sainsbury Park
Playground with new ADA accessible
equipment. Currently addressing additional
ADA accessibility issues at the Kirby Cultural
Arts Complex. These projects are in progress.
Will continue to assess facilities frequently to
assess and address these needs.
Making
Progress
Our department continue to address ADA
accessibility needs throughout the Park
facilities. Currently have CIP projects
addressing upgrades to Helena Park
Playground and Mt. Tirzah Park Playground,
Currently addressing additional ADA
accessibility issues at the Kirby Cultural Arts
Complex and other locations throughout our
parks.
Making
Progress
The epar men s con nuous y a vanc ng s
commitment to equitable access by
systematically upgrading ADA accessibility
throughout all facility networks. High-impact
Capital Improvement Projects (CIP) are directly
addressing these goals, with modern inclusive
playground renovations completed at both
Helena Park and Mt. Tirzah Park.
Simultaneously, crews are addressing priority
accessibility needs at the Kirby Cultural Arts
Complex alongside targeted universal
accessibility design enhancements across
Making
Progress
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Recreation, Arts, and Parks
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Quality of Life
Create one new athletic league to
increase diverse programming for
teen.
Athletics division is currently researching and
developing new athletic programs to meet the
needs of they community. Currently working
to develop and revive the Youth Football
program with the goal of having the program
in place by the 2026 season. Other programs
being researched and developed are leagues,
such as tennis, pickleball, baseball, basketball,
and soccer targeted toward attracting teens.
Making
Progress
Athletics division is developing new athletic
programs to meet the needs of they
community. Currently working to develop and
revive the Youth Football program with the
goal of having the program in place by the
2026 season. Other programs include, tennis,
pickleball, baseball, Volley Ball, Kick Ball,
basketball, and soccer targeted toward
attracting teens.
Making
Progress
The Athletics division is actively modernizing
Person County’s sports landscape by
engineering dynamic programs tailored to
current community demand. A major
milestone is the successful revival of the youth
football league, which is currently on track for
a high-impact launch ahead of the 2026
season. Simultaneously, our team is driving
stronger youth engagement by building an
expansive, multi-sport lineup of tennis,
pickleball, baseball, volleyball, kickball,
basketball, and soccer specifically designed to
capture the teen demographic.
Making
Progress
Quality of Life Work to address the programming
needs of our youth teen population.
Special Programs division is currently working
on new programs that are geared towards
programming needs for the teen population.
Some of these programs include tennis
lessons, pickleball clinics and leagues, tennis
camps, and free movie nights at local parks.
Athletics division is also working on
developing new programs within the
mainstream sports age groups to address the
needs of the teen population.
Making
Progress
Special Programs division is currently working
on new programs that are geared towards
programming needs for the teen population.
Some of these programs include tennis
lessons, pickleball clinics and leagues, tennis
camps, and free movie nights at local parks.
Athletics division is developing programs in
mainstream sports age groups for teens
population. Kirby continues to offer programs
geared towards teens.
Making
Progress
The Special Programs division is joining forces
with the Kirby Cultural Arts Complex to build a
robust, comprehensive network of teen-
centric activities. Special Programs are actively
introducing targeted recreational and social
options, including dedicated tennis camps and
lessons, dynamic pickleball clinics and leagues,
and free community movie nights hosted in
local parks. Simultaneously, the Athletics
division is expanding competitive
opportunities by developing mainstream
sports leagues tailored specifically for teenage
age groups, while the Kirby Complex continues
to consistently deliver its own slate of
specialized teen programming.
Making
Progress
Capital
Investment
and Quality of
Life
Address maintenance needs,
including preventative, in building
and recreational facilities.
Maintenance division is continuing each day to
assess all park facilities to address
maintenance needs and upgrades.
Maintenance division meets with the director
periodically to discuss facility needs and
strategies to address deferred maintenance.
Many of these projects will be identified in the
capital improvement request for 2026;
however, the day-to-day maintenance will be
addressed with the current operational
budget. Maintenance staff attending trainings
to develop more skills and strategies for
preventive maintenance.
Making
Progress
Maintenance division is continuing each day to
assess all park facilities to address
maintenance needs and upgrades.
Maintenance division meets with the director
very often to discuss facility needs and
strategies to address deferred maintenance.
Many of these projects will be identified in the
capital improvement request; day-to-day
maintenance will be addressed with
operational budget. Maintenance staff
continue to attends trainings to develop more
skills and strategies for preventive
maintenance.
The Maintenance division is systematically
managing our park infrastructure through
consistent facility inspections and continuous
staff development. Routine daily upkeep is
actively funded and handled through our
standard operational budget, while larger-
scale deferred maintenance needs are being
integrated into formal capital improvement
project (CIP) requests following regular
strategic planning sessions with the director.
Simultaneously, our team is proactively
building preventive maintenance skills by
engaging in ongoing technical training sessions
to ensure long-term facility preservation.
Making
Progress
Service
Excellence
Research and apply for multiple
grant opportunities to help fund
maintenance or facilities and
implementations of programs.
Continuing to work with division leaders to
assist in writing and researching multiple grant
opportunities. Currently have multiple grant
applications out for review and multiple grant
awards in progress that will be closed out in
2026. Some of these grant opportunities
include: PARTF, LWCF, Transportation Grants,
TDA, etc.
Making
Progress
Our Team continues to research and right
grants on a normal basis. Current Grants that
we are working through include: PARTF,
LWCF, Transportation Grants, TDA, RTP, NC
ARTS, Stormwater grants, flood mitigation,
CMAQ etc.
Making
Progress
Our
pursuing strategic funding opportunities to
advance county infrastructure and
programming. We are actively managing and
writing applications for a comprehensive
portfolio of state and federal grants, including
the Parks and Recreation Trust Fund (PARTF),
Land and Water Conservation Fund (LWCF),
and various Transportation Grants.
Additionally, our team is securing targeted
financial resources through the Tourism
Development Authority (TDA), Recreational
Trails Program (RTP), North Carolina Arts
Council (NC ARTS), Congestion Mitigation and
Air Quality Improvement program (CMAQ),
and critical stormwater and flood mitigation
Making
Progress
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Recreation, Arts, and Parks
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Economic
Opportunity
and Growth
Increase promotion of Mayo Park by
social media, newspaper and
billboards.
Mayo Park continues to have a high presence
on social media and through printed media in
our State highway rest spots and visitor
centers. Working with the Person County
Tourism Development Authority to help with
additional billboards and other print media.
Making
Progress
Mayo Park continues to push out information
program information through social media
and through printed media that include: local
news, Facebook, state publications, etc.
Making
Progress
Mayo Park is consistently amplifying its public
reach by distributing program updates
through an expansive network of digital and
traditional media channels. The team actively
engages the community by leveraging
Facebook and other social platforms, while
simultaneously securing broader visibility
through local newspapers, regional news
outlets, and official state publications.
Making
Progress
Quality of Life
Continue to offer a wide variety of
recreational opportunities through
programs and facilities.
The department offers hundreds of
recreational programs each year for the
citizens and visitors of Person County.
Continue to increase acres of developed
parkland for citizens and tourists. Staff is
currently developing programs and the 2026
program brochure. Currently working to finish
Centennial Park for a grand opening in Spring
of 2026.
Making
Progress
The Parks Department continues to offer
multiple programs each year. Our program
brochures Published Spring/Summer and fall
/winter. Our department continues develop
parkland for our citizens interest. We continue
to work on the development of Rotary
Centennial Park which is scheduled to be open
May 2026.
Making
Progress
The department is continuously enriching the
lives of our community members by securing,
expanding, and developing vital parkland
tailored to public interest. To keep residents
actively engaged year-round, we consistently
roll out a diverse slate of recreational
programs, with comprehensive guides
delivered directly to the community through
our biannual Spring/Summer and Fall/Winter
brochures. This commitment to growth is
highlighted by the successful opening of
Rotary Centennial Park; while visitors are
already enjoying the new grounds, our team is
actively finalizing the site in preparation for an
official, high-impact grand opening celebration
scheduled for October 2026.
Making
Progress
Quality of Life
Increase more water/lake-based
programing in summer to increase
tourism.
Mayo Lake Park division has increased water
based programming for 2025. Continue to
develop and offer programs such as canoe and
kayak trips, canoe and kayak lessons,
partnerships with friends of the parks to do
weekly paddle excursions, special programs
such as night time and evening canoe kayak
rides, lighted canoe and kayak tours.
Making
Progress
Mayo Lake Park Division continues to increase
water based programming for 2025-2026.
They continue to add programs such as canoe
and kayak trips, lessons, youth fishing
programs. They also continue to maintain the
facilities related to the shoreline to ensure
that the citizens have quality access to the
water.
Making
Progress
The Mayo Lake Park Division is significantly
expanding its water-based programming for
the 2026–2027 cycle to deliver more dynamic
aquatic experiences. Our team is actively
introducing new recreational options,
including guided canoe and kayak excursions,
skill-building water lessons, and specialized
youth fishing initiatives. Simultaneously, crews
are prioritizing shoreline facility maintenance
and infrastructure preservation to ensure
residents consistently enjoy premier, safe, and
high-quality access to the water.
Making
Progress
Economic
Opportunity
and Growth,
Service
Excellence,
and Quality of
Life
Increase more RV sites and cabins for
guest to enjoy and to increase
tourism impacts increasing revenue.
Currently have capital improvement projects
at Mayo Lake Park. One of the projects is to
add additional RV sites to area #1 and an
additional camping cabin. These projects are
50% complete with anticipated completion for
the Spring camping season 2026.
Making
Progress
We are currently in the process of developing
new RV site for Mayo Camping. Currently the
utilities are being installed onto the sides
which include water and electricity. We are
hoping to complete this project within the
month. Construction of a Mayo Lake cabin has
been complete. We are looking to put this in
the camping rotation in a couple weeks.
Making
Progress
Mayo a e ar as o c a y na ze an
launched major camping infrastructure
upgrades to elevate the visitor experience. The
highly anticipated brand-new RV sites are now
complete, fully operational, and equipped
with newly installed water and electrical
utilities to accommodate campers.
Additionally, construction on the premier
Mayo Lake cabin is successfully finished, with
the facility officially entering the active
Making
Progress
Economic
Opportunity
and Growth
and Quality of
Life
Increase amphitheater usage to
increase revenue through tourism.
Mayo Lake Park Amphitheater has had
multiple programs performed for 2025 season
with increased movies and rentals. Facility has
been rented for multiple concerts this year
that were highly visited. Will continue to
promote and develop new programs and
rental opportunities for 2026.
Making
Progress
Mayo Lake Park Amphitheater has had
multiple programs performed for 2025 season
with increased movies and rentals. We
anticipate that this facility will increase in
rentals for concerts, weddings, school events
and other used this year as the park increases
in visitation numbers. We Will continue to
promote and develop new programs and
rental opportunities for 2026.
Making
Progress
The Mayo Lake Park Amphitheater is
experiencing a powerful surge in momentum,
building on a highly successful 2025 season
that saw a major increase in community
movies and private rentals. Driven by rapidly
climbing park attendance, our team
anticipates a sharp rise in bookings this year
for high-profile concerts, weddings, school
functions, and regional events. Moving
through 2026, we are actively scaling up our
marketing efforts to unlock new promotional
avenues and develop fresh programming that
maximizes this premier venue's potential.
Making
Progress
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Recreation, Arts, and Parks
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Lifelong
Learning and
Quality of Life
Increase teen participation in
Outdoor Educational and
Recreational programs.
Outdoor Recreation division is currently
researching and developing new outdoor
educational programs along with Mainstream
outdoor programs. Some of these programs
include interpretive hikes, canoe and kayak
water-based programs and many more.
Working to get the programs developed and
ready to implement for the Spring of 2026.
Making
Progress
The Outdoor Recreation Division is continuing
to research and develop new outdoor
educational programs along with Mainstream
outdoor programs. Some of these programs
include interpretive hikes, canoe and kayak
water-based programs and many more.
Working to get the programs developed and
ready to implement for the Spring of 2026.
Making
Progress
The Outdoor Recreation Division is actively
expanding its footprint by engineering a
dynamic lineup of mainstream outdoor events
and specialized environmental education
programs. Our team is finalizing a diverse
range of seasonal activities, including expert-
led interpretive hikes and guided canoe and
kayak water excursions. We are fully prepared
to launch these initiatives for the current
Spring 2026 calendar, while simultaneously
pivoting our focus to strategize, develop, and
build momentum ahead of the upcoming
2026–2027 season.
Making
Progress
Quality of Life Research programs that are catered
to the Seniors
Special Programs division continues to
develop programs that are geared towards
seniors. Some of these programs include
pickleball, exercise classes, vacation trips and
excursions, etc. Other programs that are being
developed and implemented for the senior
population can be found at the Kirby Cultural
Arts Complex. Some of these classes include
ceramics classes, art classes, theater
productions, and special events.
Making
Progress
the Park Department Kirby Cultural Division
and Special Programs division continues to
develop and provide programs that are geared
towards our senior population. Some of these
programs include pickleball, exercise classes,
vacation trips and excursions, art programs,
painting classes, ceramics, theater
productions, etc.
Making
Progress
The Kirby Cultural Arts and Special Programs
divisions are continually expanding their
dedicated outreach to older adults by
delivering a dynamic selection of senior-
focused activities. Our team is actively driving
physical health and community connection
through active exercise classes, organized
vacation excursions, and competitive
pickleball leagues. Simultaneously, we are
enriching local cultural engagement by
providing immersive, hands-on creative
outlets that include specialized pottery and
ceramics workshops, painting and fine arts
courses, and premier live theater productions.
Making
Progress
Lifelong
Learning and
Quality of Life
Increase research more sustainable
outdoor recreational and educational
programs.
Outdoor division continues to work on
building environmental education and
interpretive trail systems. These trail systems
will be the locations for interpretive classes,
school visits, another outdoor experiential
education that will teach about nature and
sustainable development. Centennial Park will
have multiple interpretive trails that will help
teach about the environment and ecosystems
throughout the park.
Making
Progress
Our outdoor recreation division continues
research and implement programs directly
related to environmental education and
interpretive trails. Classes are conducted at
the Environmental Education Center along
with partnerships with the Wildlife Resource
Commission. We are in a process of
developing an outdoor education interpretive
trail system at Centennial Park that will include
environmental education as well are
stormwater educations.
Making
Progress
The Outdoor Recreation Division is continually
advancing our environmental education and
interpretive trail programming through
research and active field implementation. In a
powerful collaboration with the Wildlife
Resources Commission, we consistently host
interactive public classes at our Environmental
Education Center. Building on this
momentum, our team is currently engineering
a comprehensive outdoor interpretive trail
system at Centennial Park, expanding our
curriculum to blend foundational
environmental science with critical
stormwater management education.
Making
Progress
Capital
Investment
Expand the number of RV and
Campsite to increase revenue and
Economic impact.
Mayo Lake Park currently has a large capital
improvement project that includes expanding
the number of RV and campsites in camp area
number one. This project is approximately
50% complete. We anticipate this project will
increase tourism to Person County and
increase revenues for the park system. It will
also have a positive economic impact to our
community. In addition to this project, Mayo
Park is undergoing construction to add a new
camping cabin.
Making
Progress
Mayor Lake Park is currently trying to finalize a
capital improvement project related to
camping and RV sites. We plan to have this
project complete in the next few weeks. We
have added additional sites to area number 1
that will focus on RV site camping. We hope to
have this operating before May. We currently
have completed our camping cabin project for
this year. We hope to have those available at
the same time the RV sites become available
in May.
Making
Progress
The ayo a e ar v s on as success u y
finalized its major camping Capital
Improvement Project (CIP), with the highly
anticipated upgrades fully complete and
operational. The brand-new RV sites in Area 1
are officially open and running, providing
premium utility hookups tailored specifically
for RV campers. Simultaneously, this year's
camping cabin project is complete, with the
newly constructed cabins fully integrated into
the active rental rotation alongside the
operational RV sites to maximize summer
Making
Progress
3896
Recreation, Arts, and Parks
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Lifelong
Learning and
Quality of Life
Focus on growing all areas of
participation within Kirby Cultural
Arts Center programming.
The Kirby Cultural Arts Complex continues to
offer a wide variety of programs for our
citizens. They have been able to increase the
number of programs over the years and
continue to do so. Some of these programs
include multiple summer camps, outreach
programs, theatrical performances, arts and
humanities, arts classes, and multiple
opportunities for space use and rentals for
other organizations' programs. They have also
increased their ability to offer programs and
their program offerings with the increased
development of Kirby Learning Studios (KLS).
KLS offers a large number of program and
individualized arts and crafts offerings. This
has been a big success and continues to grow.
Making
Progress
our Kirby Cultural Arts Complex continues to
offer a wide variety of programs for our
citizens. Programs have dramatically increase
in offerings . Programs include multiple
summer camps, outreach programs, theatrical
performances, arts and humanities, arts
classes, and multiple opportunities for space
use and rentals and Kirby Learning Studios
(KLS).
Making
Progress
The Kirby Cultural Arts Complex is
experiencing an incredibly successful Spring
and Summer 2026 season, highlighted by a
dramatic expansion in community-driven
cultural offerings. Our current calendar is
thriving with a surge in interactive arts classes,
vibrant humanities programming, immersive
outreach initiatives, and dynamic summer
youth camps. Mainstage theatrical
performances continue to draw strong
crowds, while the multi-functional spaces at
the Kirby Learning Studios (KLS) are seeing
record-high community utilization for private
events and creative studio rentals.
Making
Progress
Lifelong
Learning and
Service
Excellence
Increase arts outreach involvement
and programming in community and
schools.
The Kirby Cultural Arts Complex has
performed multiple outreach programs for
2025 and plans to do so for 2026. These
programs range from working with the public
school system through field trips and school
performances to mural projects and many
other community-based projects. The Kirby
also continues to do community outreach with
their enrichment camps offered at the
Housing Authority.
Making
Progress
Kirby Cultural Arts Complex continues
performed multiple outreach programs. that
outreach program for 2025 were a big success
reaching all of the Housing authorities and
School System.
Making
Progress
The Kirby Cultural Arts Complex is sustaining
incredible momentum into a highly successful
Spring and Summer 2026 season, with
community programming and venue rentals
performing exceptionally well. This year's
thriving activity builds directly upon our
milestone 2025 outreach initiatives, which
successfully established critical partnerships
across all local housing authorities and the
public school system.
Making
Progress
Economic
Opportunity
and Growth
Increase bookings for sports
tournaments and host the 2025 Little
League Youth Softball All-Star
tournament for the district.
The Rentals division is working to increase the
amount of travel sports bookings for the Rock
Athletic Complex. We have increased bookings
for 2025 and plan to continue that trend in
2026. Person County again hosted Little
League All Stars softball for 2025. The
tournaments were a big success. Looking to
host All Stars again for 2026.
Making
Progress
Our rental division continues to try and
increase the participation of travel sports
bookings. There have been multiple travel
teams to book facilities within Person County
for 2025. We also see a trend that continues
to increase 2026.
Making
Progress
The Rental Division is driving highly positive
momentum for the 2026 season, marked by a
continuous upward trend in tournament and
facility utilization across Person County.
Building on the strong foundation of the 2025
season which successfully attracted multiple
travel organizations to our venues, our team’s
targeted outreach is delivering measurable
results. This strategic push has yielded a
significant increase in high-impact travel
sports bookings, positioning our athletic fields
and facilities as premier regional destinations
for competitive leagues.
Making
Progress
Capital
Investment
Continue to increase outdoor
recreation amenities at the complex
to fulfill the development masterplan
Continued to work with volunteer
organizations and individuals to increase the
outdoor recreation amenities and the Rock
Athletic Complex. Added an additional 3 miles
of hiking and mountain biking trails and will
continue to add trails and amenities to this
location, working towards master plan goals.
Making
Progress
we continue to work with volunteer
organizations and individuals to increase the
outdoor recreation amenities and the Rock
Athletic Complex. we recently had a grant
opening of the 3 miles of hiking and mountain
biking trails section At that Sports Plex. our
next section of trails will connect the Sports
Plex to Northern Middle School.
Making
Progress
The department, in close collaboration with
dedicated volunteer organizations and local
community advocates, is making exceptional
progress for the 2026 season at the Rock
Athletic Complex. We recently celebrated a
major milestone, we recently hosted the
highly successful grand opening of a brand-
new, three-mile loop of dedicated hiking and
mountain biking trails right within the complex
that is currently highly used. Building directly
on this momentum, our teams are actively
breaking ground on the next critical trail
section, which will seamlessly connect the
sports plex directly to Northern Middle School
to expand safe, accessible recreation for local
students and families.
Making
Progress
3997
Recreation, Arts, and Parks
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Lifelong
Learning
Work with the Person County School
system and Roxboro Community
School to extend the environmental
education nature trail onto school
property.
Continues to work with the Friends of the
Parks, Person County Schools and the Roxboro
Community School. Have permission to extend
trail system onto Person County Schools
property. The Friends of the Parks continues
to work with volunteers to develop these
trails. This project is about 50% complete.
Making
Progress
We are currently working work with the
Friends of the Parks, Person County Schools
Roxboro Community School, TORC, and local
volunteers to extend trails to school
properties. The Friends of the Parks continues
to work with volunteers to develop these
trails. This project is about 50% complete. One
project currently underway is to connect the
trail system from the sports plex to Northern
middle school.
Making
Progress
The department is driving incredible progress
for the 2026 season by forging strategic
partnerships with Friends of the Parks, Person
County Schools, Roxboro Community School,
the Triangle Off-Road Cyclists (TORC), and
highly dedicated local volunteers. Mobilized
crews and community volunteers are currently
focusing their energy on the most active phase
of the project: constructing the critical
connector line that links the main sports plex
trail system directly to Northern Middle
School to deliver enhanced, safe recreational
access for local students.
Making
Progress
Economic
Opportunity
and Growth
Increase program offerings and
program participation in athletics at
the Sportsplex facility.
Athletics division continues to increase
participation and athletic programs located at
the Rock Athletic Complex. This year there was
an increase of Little League participation
numbers. We anticipate the new additional
programs that we are going to offer in 2026
will have participation increases overall for the
Athletics division.
Making
Progress
Athletics division continues working to
increase participation and athletic programs
located at the Rock Athletic Complex. We
anticipate the new additional programs that
we are going to offer in 2026 will have
participation increases overall for the Athletics
division. There will also be new program such
as
Making
Progress
The Athletics Division is driving incredible
growth at the Rock Athletic Complex,
highlighted by a highly successful Spring 2026
youth baseball and softball season. Building
directly on this powerful momentum, our
team is already deep into the active planning
and implementation phases for an expansive
summer lineup. These strategic new offerings
are projected to deliver an overall surge in
department participation, expanding access to
quality recreational sports for athletes of all
ages throughout the community.
Making
Progress
New Initiatives
4098
Register of Deeds
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Capital
Investment
Investment in technological updates
to streamline work processes for
efficiency/accuracy and bring new
offerings to the citizens of Person
County. (B)
Utilizing electronic tools to increase frequency
of land record verification/reduce error
percentage.
Making
Progress
Current FY updates complete, addressing
anomalies in processes.
Making
Progress
Processes updated, verification of land records
completed within 7 days or less, available
verified County land records in line with larger
surrounding counties. Online ordering of land
records and submission of Assumed Business
Name documents framework in place, will test
05/2026.
Making
Progress
Service
Excellence
With technological updates, vital
records (birth/death FY26, marriage
FY27 (projected date from state))
available for issuance from all 100 NC
counties. This will alleviate travel
and/or lengthy wait times for Person
County citizens when requesting
records from other counties/state at
current county issuance cost.
County and state level requirements
completed; anticipate test run 12/2025.
Making
Progress
State death issuance security paper vendor
delay; test run rescheduled for 03/2026.
Making
Progress
Test runs for State birth/death record issuance
complete, will go live for County FY27. Test
runs for adoption records for Person County
complete, able to issue any adopted birth
records for registrants born in Person County
(previously only available from State level).
Making
Progress
FY 2025-26 OBJECTIVES (See Adopted Budget
New Initiatives
4199
Sheriff
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 14 :
14.2
Strengthen partnerships with law
enforcement agencies, community
organizations, and residents to
address root causes of crime
Continuous and on-going for the Sheriff's
Office. Continue to strive to work well with
other law enforcement agencies and partners.
Completed
Continuous and on-going for the Sheriff's
Office. Continue to strive to work well with
other law enforcement agencies and partners.
Completed
Continuous and on-going for the Sheriff's
Office. Continue to strive to work well with
other law enforcement agencies and partners.
Completed
Quality of Life
Continue to reduce crime with
efforts and policing techniques that
are proven to be successful.
Continuous and on-going for the Sheriff's
Office. Continue to implement ways to reduce
crime within Person County. (Crime mapping
and proactive targeted patrols and
check oints.
Completed
Continuous and on-going for the Sheriff's
Office. Continue to implement ways to reduce
crime within Person County. (Crime mapping
and proactive targeted patrols and
check oints.
Completed
Continuous and on-going for the Sheriff's
Office. Continue to implement ways to reduce
crime within Person County. (Crime mapping
and proactive targeted patrols and
check oints.
Completed
Service
Excellence
Continue to strengthen the Sheriff’s
Office with emphasis on equipment
and training.
The Sheriff's Office and its deputies continue
to train with the necessary training. It would
be nice to have an increased budget in this
area for the 26-27 Fiscal Year in order to grow
in this as ect.
Making
Progress
The Sheriff's Office and its deputies continue
to train with the necessary training. Deputies
are regularly attending both mandatory and
extra trainings , both in house and externally.
Making
Progress
The Sheriff's Office and its deputies continue
to train with the necessary training. Deputies
are regularly attending both mandatory and
extra trainings , both in house and externally.
Making
Progress
Service
Excellence
Continue to grow personnel in new
positions of with lateral movements
or promotions.
With retirements, resignations and
terminations, this remains challenging. Law
governing training for deputies puts us behind
when hiring new deputies. It's a large window
between BLET and Field Training before that
deputy is functioning at 100% in that position.
Making
Progress
Regulations changed which allow us to hire for
1 year again prior to attending training,
therefore keeping staffing full. A standardized
promotional process has been implemented.
Making
Progress
We have had a promotional process, which we
intend to do yearly. Promotions have been
made. We also have had retirements,
resignations and terminations, and we will
continue to fill vacancies with qualified
candidates.
Making
Progress
Service
Excellence
Complete and finalize the Sheriff’s
Office New Policy and Procedure
Manual.
This was completed and are in the Policy's
infancy. Deputies and employees have signed
Policy acknowledgements. We will continue to
update these policies and create new ones for
areas that continue to arise.
Completed
This was completed and are in the Policy's
infancy. Deputies and employees have signed
Policy acknowledgements. We will continue to
update these policies and create new ones for
areas that continue to arise.
Completed
This was completed, and we are in the Policy's
infancy. Deputies and employees have signed
Policy acknowledgements. We will continue to
update these policies and create new ones for
areas that continue to arise.
Completed
Quality of Life
Continue to apply for grants, as
necessary and appropriate, to help
address departmental needs.
The usual grants have been submitted for 25
26 fiscal year and there were challenges in
receiving ones we have received in the past
due to government shutdowns and need for
NC western counties' riorities.
Making
Progress
The usual grants have been submitted for 25
26 fiscal year and there were challenges in
receiving ones we have received in the past
due to government shutdowns and need for
NC western counties' riorities.
Making
Progress
The usual grants have been submitted for 25
26 fiscal year and there were challenges in
receiving ones we have received in the past
due to government shutdowns and need for
NC western counties' riorities.
Making
Progress
Quality of Life
New Body Worn Camera Grant to
update and increase the current
inventor of Bod Worn Cameras.
These were received and are in the process of
being paid for.Completed Received , implemented and deputies are
training on the body cameras.Completed Received and implemented and deputies are
training on the body cameras.Completed
Quality of Life
Updating locations and addition of
FLOCK License Plate Readers
(Numerous Successful Cases Solved).
These were received and installed and are
functional. Working in cooperation with Parks
and Rec to get one more up and installed on
the new ark.
Completed
These were received and installed and are
functional. Working in cooperation with Parks
and Rec to get one more up and installed on
the new ark.
Completed
These were received and installed and are
functional. Several crimes have been solved
due to these devices and they continue to be a
hel ful aid in identif in criminal activit
Completed
Quality of Life
To cont nue recru tment an a
positions in the Detention Center.
Filling staffing positions in the
Detention Center (Up to 14 vacancies
in 2022/ Currently 5) Implementation
of Training Agreement/ Contract )25
retirees, resignations or
terminations/ 51 rejections due to
not meeting
This is an ongoing battle to retain detention
officers. The pay and opportunities are greater
at other nearby agencies. Obtaining a high
quality of employee in these positions is very
challenging. Background checks continue as
applications are received to fill vacancies.
Deputies have participated in numerous job
fairs and have created a flyer for distribution.
Making
Progress
This is an ongoing battle to retain detention
officers. The pay and opportunities are greater
at other nearby agencies. Obtaining a high
quality of employee in these positions is very
challenging. Background checks continue as
applications are received to fill vacancies.
Currently there are only two vacancies to date.
Making
Progress
This is an ongoing battle to retain detention
officers. The pay and opportunities are greater
at other nearby agencies. Obtaining a high
quality of employee in these positions is very
challenging. Background checks continue as
applications are received to fill vacancies.
Currently there are four vacancies to date.
Making
Progress
Service
Excellence
To continue to ensure all new
employees are trained and certified.
Continue to have retirements. With these, we
have openings in which we continuously hire
and fill these vacancies. These positions are
sometimes filled with uncertified deputies
which require more time to get certified and
trained and sometimes we fill with certified in
which they only need field training.
Making
Progress
We have implemented standardized field
training, and are also currently conducting
training meetings for LEOs and are enrolling
detention officers in BDOT each class.
Making
Progress
We have implemented standardized field
training, and are also currently conducting
training meetings for LEOs and are enrolling
detention officers in BDOT each class.
Making
Progress
Quality of Life
Develop relationships with mental
health resources that can provide
better services for detainees.
Reached out to sources in regards to obtaining
services for inmates. RHA co-responders have
met with us in regards to this.
Making
Progress
we now have 2 co-responders available and
are currently utilizing them when incidents call
for their deployment. We have used on
several occasions
Making
Progress
We now have 2 co-responders available and
are currently utilizing them when incidents call
for their deployment. We have used on
several occasions.
Making
Progress
Quality of Life
Enhance public safety and community wellbeing
FY 2025-26 OBJECTIVES (See Adopted Budget
42100
Sheriff
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Quality of Life
Aga n, attempt mp ementat on o a
road cleanup work crew utilizing
inmate workers. This will help with
much-needed clean-up of roads in
Person County and also increase the
rate paid to house Statewide
Misdemeanant Confinement
Program (SMCP) inmates from $40 to
$60 per day per inmate. This has
been a challenge due to constant
Unable to implement this program until the
Detention Center is fully staffed and at a level
where they can maintain safety and security of
the jail foremost.
Not Started
We are close to being fully staffed in the
detention center and we have possibly
arranged employment with a part time deputy
who is interested in heading up this program
with background in this area.
Making
Progress
With the volunteering and addition of 2 part-
time detention officers. We were able begin
this program. To date we utilize roughly 10
inmates a day/3 days a week and are getting
500hrs as required by the State. In April they
collected 320 bags of trash and covered 48.5
miles of roadway in Person Co.
Making
Progress
New Initiatives
43101
Social Services
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 6 :
6.1
Negotiate lease renewal or purchase
of Human Services Building or secure
new facility prior to Aug. 2025
Goal 9 :
9.3
Increase participation and work
opportunities for parents through
the Work First Family Assistance
Pro ram
Progress has been slow due to low
participation.
Making
Progress
Progress limited this quarter due to vacancy in
the position
Making
Progress
DSS hired a the Social Worker II Work First
position as of October 2026 with 50% of time
focused on Work First Programming.
Making
Progress
Goal 15 :
15.1 Improve access to healthcare
services
Marketing and increasing public awareness of
the services we provide.
Making
Progress
Allowed the NC Medicaid Enrollment Broker
to set up outside DSS to assist clients with any
issues with their Medicaid Managed Health
Care Plans.
Making
Progress
NC Medicaid Enrollment Broker continues to
be onsite at least quarterly. DSS provided
information to the community regarding Adult
Services during the May 2026 Human Services
Huddle U Communit Forum.
Making
Progress
15.2 Promote healthy lifestyles and
behaviors
DSS has increased awareness of DSS and other
agency programs to assist in this goal.
Making
Progress
DSS staff participates in County Wellness
Events. There is also an employee exercise
rou available.
Making
Progress
DSS staff participates in County Wellness
Events. There is also an employee exercise
rou that meets re ularl
Making
Progress
Service
Excellence
Continue to align the agency for
consolidation and continue to
provide great customer service.
Meetings and conversations with VA to
provide services for the community.
Making
Progress
The agency has been consolidated with
Veterans Services since April 2024. Human
resource functions, budgeting, internal
communications, and customer service have
all im roved as a result of consolidation.
Completed Completed Completed
Service
Excellence
Expand in-house training at DSS for
IMC and Services programs.
The Assistant Consolidated Human Services
Director will focus more on evaluating and
assisting the Adult Services unit as the elderly
population is growing in Person County. The
Staff Development Specialist positions in IMC
are continuing to train and evaluate all
em lo ees in Medicaid.
Making
Progress
Standardized in house training been created
for Medicaid for all new hires.
Making
Progress
Adult Services in-house training for Child
Welfare focused on APS intake was conducted
May 2026. Staff Development Specialist
conducted (monthly) refresher training based
on second case file reviews.
Making
Progress
Service
Excellence
Develop more leadership training for
DSS Management Team and trainings
for all staff.
Made plans for leadership trainings and held
multiple management meetings to address
this.
Making
Progress
Held a conflict resolution training for DSS
management.
Making
Progress
DSS is coordinating with Person Industries to
provide de-escalation training for all DSS staff.
Program Integrity Training conducted by
contractor in Ma 2026.
Making
Progress
Service
Excellence
Continue to pass all audits and report
cards.
Continued to pass monthly report cards and
had a current zero error rate for FNS.
Making
Progress
Continued to pass monthly report cards and
had a current zero error rate for FNS.
Making
Progress
Continued to pass monthly report cards and
had a current zero error rate for FNS.
Making
Progress
Service
Excellence
Meet the need of the County with
FEMA shelter and create
preventative services.
Continued to be prepared and work with
community agencies to provide this service.
Making
Progress
Continued to be prepared and work with
community agencies to provide this service.
Making
Progress
In partnership with Emergency
Management and other county
departments, successfully opened a winter
warming center and shelter in January
2026.
Making
Progress
Service
Excellence
Continue to develop, update and
implement pertinent DSS polices.Continue to work on this goal.Making
Progress
Identified the need to revise the current
emergency shelter protocol.
Making
Progress
Continuing to work on the goal of revising
emergency shelter protocol.
Making
Progress
Service
Excellence
Increase implementation of
accountability standards for all DSS
programs.
DSS has federal, state, and internal oversight
for accountability standards.
Making
Progress
DSS works with state program consultants to
monitor service delivery standards and
benchmarks.
Making
Progress
Implemented new county performance
management system. DSS works with
state program consultants to monitor
service delivery standards and
benchmarks.
Making
Progress
Capital
Investment
Continue to provide sheltering and
any FEMA services to the county if
needed.
Continued to work with partnering agencies to
be ready to supply this need.
Making
Progress
Continued to work with partnering agencies to
be ready to supply this need.
Making
Progress
Continued to work with partnering agencies to
be ready to supply this need.
Making
Progress
Promote healthy communities
FY 2025-26 OBJECTIVES (See Adopted Budget
New Initiatives
Capital Investment
Sustain the capital planning process
Lifelong Learning
Work with partners to create and support opportunities for the current and future workforce to learn and develop new skills
Quality of Life
Completed in FY25.
44102
Soil and Water
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 2 :
2.4
Complete Person County Trail
Feasibility Study and work with
partners to implement
recommendations
Study completed in FY25; received multiple
letters in opposition to the trail; referred
questions and concerns the Recreation, Arts
and Parks De artment
Completed
Goal 6 :
6.4 Complete construction and open
“County Farm” park
Worked with Piedmont Conservation Council
to identify other resource concerns and grants
to address these concerns.
Making
Progress Continuing to assist Parks & Rec as needed. Making
Progress Looking into offering educational trail at park.Making
Progress
Goal 9 :
9.1
Offer education-based programs for
all ages and expand outreach
through partnerships with
communit or anizations
SWCD Board approved funds for 3rd, 4th, &
5th grade poster contests.
Making
Progress
Developed Watershed themed study guide.
Informed all 3rd, 4th, 5th grade teachers
about program.
Making
Progress
Presented 3 programs at Helena. Concluded
Poster contest. Presented at "Thank a Farmer"
Breakfast.
Making
Progress
Goal 16 :
16.1 Implement conservation programs
$58,667 Cost Share funds allocated -
Encumbered 73% of cost share funds; $75,000
StRAP funds - Encumbered 80% of StRAP grant
and 15% for administration.
Making
Progress
Encumbered 88% of cost share funds; Initiated
applications and contracts;
Making
Progress
Closed 1 contract; Began work on 2
applications.
Making
Progress
Quality of Life
Promote and implement County,
State, and Federal programs that
provide technical and financial
assistance to agricultural and non-
agricultural landowners and citizens
that conserve our natural resources.
Collected TS Chantal information and provided
technical assistance to impacted landowners.
Press release and notifications sent for FY26
ag cost share programs and BMAP; funds are
being allocated. Working on StRAP contracts
and sites.
Making
Progress
Referred citizens to BMAP and marketed State
cost-share programs. Provide technical
assistance to citizens on erosion issues and
pond maintenance as well as general
assistance; Presented at Civics Academy
Making
Progress
Presented at "Thank a Farmer" Breakfast;
Began planning the Conservation Farm Family
of the Year celebration that highlights
conservation efforts and BMPs.
Making
Progress
Lifelong
Learning
Expand environmental education
opportunities with additional staff
and through partnering with other
de artments and or anization
Hired new part-time Environmental Education
& Program Support person; began onboarding
new staff.
Making
Progress
Continued training of new staff. Developed
marketing plan to expand outreach. Worked
on organizing Envirothon interest meeting;
Presented at Civics Academ
Making
Progress
Expanded programs from 2 to 5 schools;
Working with RCS on re-establishing an
Envirothon team; Developing Stewardship
Week ro rams.
Making
Progress
Service
Excellence
Provide support staff to the
Environmental Issues Advisory Board
and Agricultural Advisory Board.
Worked with EIAC on internal issues;
Empowered AAB to adopt 2026 meeting
schedule; Addressed AAB concerns on
proposed Solar Energy System ordinance
amendment.
Making
Progress
Attended EIAC meetings; Scheduled next AAB
meeting; Posting agendas & minutes for public
view
Making
Progress
Attended EIAC meetings; Led discussion with
EIAC on proposed Solar ordinance
amendment; Cancelled AAB meeting due to
weather; Posting agendas & minutes for public
view.
Making
Progress
Quality of Life
Establish an agricultural conservation
easement program fund to assist
with Farmland Preservation efforts.
Not Started Not Started Not Started
Quality of Life Continue to build and promote the
VAD/EVAD programs.
Received notification of award for ADFP Trust
Fund grant of $8,500 to support program;
Enrolled and recorded 15 EVAD conservation
a reements.
Making
Progress
Waiting on grant contract; Shared program
information to Bushy Fork Grange; Presented
at Keeping the Farm Workshop
Making
Progress
Finalized grant contract; began updating
materials & developing new signage
Making
Progress
Quality of Life Expand & Promote the Person
County Quilt Trail
Received requests to reestablish the Quilt Trail
committee.Not Started Included Quilt Trail into Farm City Week
Breakfast presentation
Making
Progress
Began partnership with TDA to form new Quilt
Trail Committee; Scheduled kick-off meeting.
Making
Progress
Quality of Life
Proactively meet the changing needs of the community
FY 2025-26 OBJECTIVES (See Adopted Budget
New Initiatives
Economic Opportunity and Growt
Develop and maintain infrastructure that enhances quality of life
Capital Investment
Ensure county facilities meet the needs of the public and employees
Lifelong Learning
Work with partners to create and support opportunities for the current and future workforce to learn and develop new skills
45103
Tax
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Service
Excellence
Maintain a collection rate of over
98.5 %, which is higher than the state
average and the average of our peer
counties.
Bills created July 1 and mailed before postage
increase. Collection rate as of November 14th
was 25%.
Making
Progress
Collection rate of 68.06% as of January 1,
2026. This is in line to meet our budgeted
collection rate of 98.5% by June 30, 2026.
Making
Progress
Collection rate of 98.82% as of May 18, 2026.
We have exceeded our budgeted collection
rate of 98.50% by June 30, 2026.
Making
Progress
Service
Excellence
Maintain appraisal databases to
include updates to real and personal
properties due to new construction
or additions/deletions of property.
Ongoing.Making
Progress
Approximately 8,000 listings were mailed prior
to January 1, 2026, and these are being
processed as we prepared to bill for 2026,
which will be early July 2026.
Making
Progress
Listing are still being received and processed
as staff prepare for the 2026 billing cycle.
Making
Progress
Service
Excellence Finish the 2025 reappraisal appeals.
8 cases on file with Property Tax Commission.
3 of these have been settled, with no
reduction and at the local level, saving
attorne costs.
Making
Progress
Settled 1 additional Property Tax Commission
case, with the last 2 residential cases to be
addressed in the next few weeks. This will
leave 3 commercial cases
Making
Progress
For 2025, 1 Commercial appeal remains for
PTC, and 1 residential appeal. 2026 Board of
Equalization and Review finished all worked
on A ril 22 2026.
Making
Progress
FY 2025-26 OBJECTIVES (See Adopted Budget
New Initiatives
46104
Transportation (PATS)
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Capital
Investment
Purchase three replacement vehicles
using grant funding with a 10% local
match.
Order forms have been published by NCDOT.
Orders to be placed by 12/31/2025.
Making
Progress
Vans and Buses ordered. Purchase orders
obtained. Delivery date has not been
determined.
Making
Progress
Two buses from FY25 due to be completed
July 2026. FY26 vans due to be delivered June
2026.
Making
Progress
Capital
Investment
Secure additional funding to support
PATS services. Ongoing process / None found at this time Not Started Verbal Agreement from KTAR for advertising.
Agreement upcoming
Making
Progress
Agreement signed and payment made for
$5,600. Budgeted amount was $3,000.Completed
Service
Excellence
Keep personnel turnover rate low /
Continue upward trend in
de artment morale.
Ongoing process / Turnover rate is low Making
Progress
Ongoing process / Small turnover due to
retirements.
Making
Progress
Ongoing process / Small turnover due to
retirements. New Hires are doing well.
Making
Progress
Service
Excellence
Evaluate staffing levels and route
efficiencies. Ongoing process Making
Progress Ongoing Process Making
Progress Ongoing process Making
Progress
Quality of Life
Explore low emission vehicles (LP gas
specifically) as an option and find
funds available for ro ect.
Multiple conversations with other agencies in
area about conversion of LTV's. Currently van
conversions are not available
Making
Progress
Weighing out cost savings of only one-half of
fleet being able to convert to LP
Making
Progress
Weighing out cost savings of only one-half of
fleet being able to convert to LP and total cost
of conversion.
Making
Progress
Capital
Investment
Find a location for a LP fuel depot on
county owned property.Inquiring about possible location.Not Started
Inquiring about possible location. Fuel Depot
would not need to be as large as originally
lanned
Not Started Inquiring about possible location.Not Started
FY 2025-26 OBJECTIVES (See Adopted Budget
New Initiatives
47105
Veteran Services
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 15 :
15.1 Improve access to healthcare
services
Working with PATS and the DAV van to
coordinate transportation to Durham VA.
Making
Progress
Continuing to work with organizations to
provide transportation to healthcare facilities
Making
Progress
Continuing to work with organizations to
provide transportation to healthcare facilities
Making
progress
15.2 Promote healthy lifestyles and
behaviors
Working to print and distribute to churches
and other business a flyer with healthcare and
VSO access.
Making
Progress
Continuing to print and distribute information
regarding healthcare and transportation
Making
Progress
Continuing to print and distribute information
regarding healthcare and transportation.
Participating in various community health
fairs.
Making
progress
Service
Excellence
Provide support and assistance to
veterans and their families regarding
various inquiries and benefits.
Implementing a laptop with access to VA.gov
and other applications in the VA system for
Veterans to use. Will help to educate the
veterans and de endents on ro rams.
Completed Promoting usage of laptop for veterans and
dependents.
Making
Progress
Promoting usage of laptop for veterans and
dependents. Participating in Huddle Up with
Human Services events to increase awareness
of available benefits.
Making
progress
Quality of Life
Promote healthy communities
FY 2025-26 OBJECTIVES (See Adopted Budget)
New Initiatives
48106