New Bern, NC

• Execute against salary study recommendations in order to ensure positions are competitive relative to market
• Develop a plan for salary band adjustments to keep pace with market demands
• Develop a plan for merit-based salary adjustments to reward employees
• Develop training plans and career growth opportunities where able across all departments
• Devise a recruitment strategy to attract qualified candidates for city positions
• Ensure health insurance costs are as low as possible
• Ensure staff is right-sized for New Bern’s size and service offerings

• Improve emergency response times to meet acceptable service delivery benchmarks
• Execute the Board-approved Fire/Rescue Department Strategic Plan
• Assess threats to City infrastructure and operations

3.  Enhance and Diversify Parks and Recreation Opportunities

• Leverage the donation of Martin Marietta Corp by developing a regional park that will provide positive economic impact
• Improve existing parks, facilities, programs, and amenities.
• Explore partnership opportunities to better utilize Parks and Recreation facilities and programs
• Ensure existing parks, facilities, and amenities are safe, utilized, and relevant
• Evaluate existing parks and recreation user fees, programs, and activities

4.  Maintain Fiscal Responsibility

• Conduct cost-of-service studies across all utility and service rates to ensure rates are fair
• Identify areas to pursue alternative funding sources
• Evaluate possible modifications of offered services
• Continue to maintain a low tax rate relative to benchmark cities

5.  Invest in City Infrastructure to Ensure Long-Term Sustainability

• Improve stormwater infrastructure and drainage capability
• Maintain city streets to an acceptable level
• Evaluate grants and other funding mechanisms to complete capital projects
• Ensure water, sewer, and electric capital planning covers needed infrastructure improvements (Electric substations, sewer pump stations, etc)

6.  Promote Economic Development and Redevelopment in Housing and Commercial Areas

• Drive redevelopment in the Choice Neighborhood Initiative Area
• Identify all resources and tools available to accomplish redevelopment (redevelopment commission, public private partnerships, net revenue funds, etc)
• Create a marketing plan to attract a broader demographic outside the retiree community
• Refocus  our local efforts on hospitality, restaurant and retail amenities
• Refocus our efforts on redevelopment of corridors and gateways into our city (MLK commercial corridor, 5 Points, Hwy. 70 East & West and Hwy. 43)
• Continue to grow our relationship with Craven County leaders, Craven County Board of Education, and Craven Community College to enhance educational offerings