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Fuquay-Varina Strategic Plan
The Town of Fuquay-Varina's strategic plan...
- clearly identifies the governing body's priorities,
- aligns resources and work plans with the Town Board’s vision,
- and provides the capacity to adapt to short-term realities while pursuing and evaluating progress on long-term goals.
Strategic Plan Progress Report
The Strategic Plan Progress Report, provided to the Town Board at its February 2023 retreat, gives status updates on the initiatives associated with the Strategic Plan’s objectives.
Key:
Completed
Ongoing
In progress
Most initiatives are ongoing in nature and may always show an ongoing status. Some initiatives will take several years to complete and will show an in progress status until completed.
The progress report is categorized by core 6 values: effective government and governance, fiscal strength, safety and security, economic vitality, preserving character and identity, and quality of life.
Effective Government and Governance
- Provide exceptional customer service while enhancing citizen engagement
- Advance operational efficiency and effectiveness by improving internal business processes and integrating technology solutions
- Recruit, retain, and develop skilled, knowledgeable, motivated, and public service- oriented Town staff
Develop a Town-wide customer service training program tailored to employees. | |
Promote transparency and 24/7 access to user-friendly information on the Town website. | |
Develop a community engagement solution. |
Implement a GIS-integrated work order management system. | |
Implement a project management system for development review and Town projects. | |
Maintain a robust and reliable technology infrastructure through continued investment. |
Maintain a competitive compensation and benefits package through compensation studies and peer benchmarking. | |
Provide internal and external professional development opportunities. | |
Develop a strategy to recruit and retain a diverse and highly qualified workforce while fostering an inclusive workplace culture. |
Fiscal Strength
- Maintain and improve the Town’s bond rating
- Leverage grant opportunities and partnerships to increase return on investment
- Ensure fiscal sustainability and resilience through effective long term financial planning
Provide financial policies and procedures that yield appropriate internal controls and management. | |
Maintain a healthy fund balance consistent with or better than prescribed by policy. | |
Foster nonresidential tax base growth. |
Pursue Federal and State grant funding for transportation improvements. | |
Support efforts to increase NCDOT investment in improvements and maintenance of state roads in and around Fuquay-Varina. | |
Seek County, State, and Federal environmental grants to leverage further investment in recreational improvements. |
Adhere to debt ratios in accordance with Town financial policies. | |
Adopt a Five-Year Operating and Capital Plan aligning with forecasted revenues. | |
Perform preventative maintenance and plan for lifecycle replacement of facilities and infrastructure consistent with industry norms. |
Safety and Security
- Cultivate a safe and inclusive community
- Apply innovation and technology to enhance public safety
- Invest in public safety facilities and infrastructure
Nurture and enhance meaningful relationships built on trust and understanding with the community. | |
Implement a comprehensive recruiting plan that reflects a commitment to a diverse public safety workforce. | |
Reduce Part 1 (violent and property) crimes in the Town. |
Utilize trend data and statistics to develop strategies to reduce crime and fire code violations. | |
Invest in technology infrastructure, training, and practices to reduce the risks of cybersecurity threats. | |
Implement an Integrated Traffic Signal (ITS) system to improve transportation safety and mobility. |
Install security cameras at all Town parks and major facilities. | |
Invest in water quality infrastructure and increase water capacity to accommodate long-term needs of water customers. | |
Construct and open Fire Station No. 4 while also planning for future public safety facility needs to align with Town growth. |
Economic Vitality
- Maintain a growing economy by providing the necessary infrastructure to support short, medium, and long-term growth
- Provide supportive land use planning and development regulations
- Promote Fuquay-Varina as a destination for investment to support diverse growth and sustainability
Identify areas of interest, consistent with the adopted land use plan, where infrastructure expansion can support non-residential private investment. | |
Appropriate funding and seek financing for infrastructure projects in targeted growth areas. | |
Participate in public infrastructure to leverage private sector investment that promotes urban development and living. |
Proactively engage development community to promote non-residential land uses. | |
Ensure development ordinances adequately address non-residential adaptive reuse. | |
Preserve industrial and employment center land identified in the adopted land use plan for non-residential development. |
Identify and recruit specific retail, commercial, and medical services that are important to the community. | |
Recruit a manufacturing user (or users) to the Fuquay-Varina Business Park. | |
Partner with local organizations to develop entrepreneurship. |
Preserving Character and Identity
- Prioritize community design and character through effective land use planning policies
- Encourage the development community to integrate natural landscape, site, and character conditions into new development
- Partner with local, regional, and state organizations to promote community heritage and preservation
Continually update land use development policies to reflect community needs and aspirations. | |
Identify unique, historical, environmental, or cultural elements that can be expanded upon to create a sense of identity and place. | |
Develop multi-modal (pedestrian-friendly) systems that connect neighborhoods to public and private assets. |
Encourage developers to preserve existing natural land features into proposed development. | |
Ensure neighborhoods consist of quality housing products with integrated non-residential uses. | |
Encourage the preservation of natural landscapes and incentivize retention of existing vegetation in proposed residential development. |
- Partner with local, regional, and state organizations to promote community heritage and preservation
Increase public awareness and appreciation of the Town’s historic resources through education and outreach. | |
Work cooperatively with preservation partners to identify historic landmarks and guide property owners toward preservation. | |
Encourage the renovation and re-use of downtown historic properties. |
Quality of Life
- Offer diverse and inclusive recreational and cultural programming
- Develop recreational facilities that are in geographic proximity to all residents
- Develop the creative and arts identity of downtown and the Town as a whole
Expand active adult programming to support the mental, physical, and emotional health of active adults with diverse interests and lifestyles. | |
Expand environmental programming and education at Town nature and passive parks. | |
Develop outdoor cultural arts and historical programming to be provided at Town park sites. |
Acquire property and develop active recreation facilities to accommodate growth in youth and adult programs. | |
Develop greenways and passive recreation assets to connect neighborhoods with destinations. | |
Construct additional Town park amenities and make facility improvements to enhance user experience. |
Fully develop a public art program in collaboration with stakeholders. | |
Build on the success of the FM2FV concert series by developing additional elements to existing and new events. | |
Partner with downtown stakeholders to develop mutually beneficial and cross-promotional opportunities. |
The Town Board will revisit and update the Strategic Plan in Fiscal Year 2024 to reflect initiatives that have been accomplished.
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Katie Lumb
Budget & Fiscal Strategy ManagerPhone: 919-567-3926
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Katie Lumb
Budget & Fiscal Strategy ManagerPhone: 919-567-3926
Progress report key:
Completed
Ongoing
In progress
Most initiatives are ongoing in nature and may always show an ongoing status. Some initiatives will take several years to complete and will show an in-progress status until completed.