[{"_1":2,"_123":-5,"_124":-5},"loaderData",{"_3":4,"_26":27},"root",{"_5":6,"_17":10,"_18":19,"_20":21,"_22":10,"_23":-5,"_24":-5,"_25":10},"user",{"_7":8,"_9":10,"_11":10,"_12":-5,"_13":-5,"_14":15,"_16":-5},"roles",[],"isAuthenticated",false,"isPremium","planName","subscriptionStatus","featureFlags",{},"insightsBudget","isDevelopmentHost","userPreferences",{},"recaptchaSiteKey","6LcvOJcUAAAAAHsB-gPGfGktcRlKpH7OTIU_dMTD","isImpersonating","impersonation","affiliateStatus","isFreedomPortal","routes/v2/article/layout",{"_28":29,"_30":31},"notFound",true,"relatedArticles",[32,75,87,99,111],{"_33":34,"_35":36,"_37":38,"_39":40,"_41":42,"_43":44,"_45":46,"_47":48,"_49":50,"_51":52,"_53":54,"_55":56,"_57":58,"_59":60,"_61":62,"_63":64,"_65":66,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},"mediaId",6105105,"mediaKeyId","2787222-edf25aa69c1b461cb1395b7ba978ad2b","parentId",2787222,"title","Commissioners outline priorities: water and sewer, UDO update, capital projects and tax approach","audioSeconds",1560,"startMs",18540000,"endMs",20100000,"viewUrl","/Search/View?dp=1&key=2787222-edf25aa69c1b461cb1395b7ba978ad2b&start=18540&end=20100","thumbnailUrl","https://assets.pipeline.soar.com/2787222-edf25aa69c1b461cb1395b7ba978ad2b/thumbnail_18540000.jpg","articleUrl","/articles/6105105/Johnston-County/North-Carolina/Commissioners-outline-priorities-water-and-sewer-UDO-update-capital-projects-and-tax-approach","mediaUrl","https://secure.pipeline.soar.com/6105105-8d28b4ca3cb724e2e8e87d6eeab5e3ae/orig.mp4?Expires=1771199913&Signature=Z8tronTCTvXA43vO9gEgynwVlK988dukxrV7L2knu03QDw1XqqUTq1lp-pwrBwvWKVpmiwnglGyiRHIRyvJOjY~0ohWZJrb54Sdw761dOzJ6vEwEIjvGx9yIIRL8gnZ06PLc5i8fuaZwVfvitHfLd0dynwiSS1PuH0tpey35f-sMSeLj8MgkWpJ5fgF5JD18aF2O2aR0lXvJcUTBn32D8-Z-lr2S28ToQ8XCECSh5HF5fuxiffb7krykesju30iUOGOCy~XCMpwk6ivN3C5n-RsjS2HAaVkjHN0li9SFGcIIhWQb~9aYVibCgDLhgPd97I8DGxfj-KOyid89kfm9FA__&Key-Pair-Id=KUT5TJCACFTXG","author","Johnston County, NC","date","2025-03-27T05:00:54.887Z","article","County staff and the board reviewed a wide set of strategic priorities and action items during the planning session facilitated by Amy Cannon (North Carolina Association of County Commissioners) and county leaders.

Progress noted: Staff summarized work completed since the last planning retreat, including updated Census‑period briefings, draft county facility master planning work, a utilities regionalization study and ongoing work on the county’s sales‑tax and Medicaid hold‑harmless analyses.

Top priorities for the next 12 months: Commissioners emphasized a short list of near‑term items the board wants staff to advance:

- Water and sewer strategy: refine short‑term water‑supply options while pursuing longer‑term regional approaches, interlocal agreements and potential interbasin transfers; coordinate with towns and neighboring counties on system capacity and annexation requests.
- UDO and land use: complete the Unified Development Ordinance update in 2025 and use the county’s land‑use plan to steer higher‑density development toward municipalities and priority corridors; preserve agricultural lands where appropriate.
- Capital planning and debt: finalize a formal capital improvement program (CIP) and associated multi‑year financing plan, prioritize county projects by funding capacity and align funding approach with the forthcoming revaluation and budget cycle.
- Transportation and growth management: complete the updated transportation plan, continue to explore passenger‑rail station opportunities (Raleigh–Selma corridor) and support targeted multimodal investments.
- Broadband and digital equity: move forward on second‑phase broadband grants and vendor selection to expand high‑speed coverage.

Tax-rate approach and revaluation: Commissioners discussed preferences for a revenue‑neutral or revenue‑aware approach to the next tax rate after the county’s property revaluation is finalized. Several commissioners urged staff to model multiple scenarios and to “back into” a tax rate once revenue assumptions and capital needs are finalized.

Staff requests and next steps: Staff was asked to provide multi‑year projections that incorporate revaluation appeals, school and county capital needs and Medicaid hold‑harmless sensitivity. The board will reconvene tomorrow to prioritize specific capital projects and to set short‑ and long‑range timelines for work on the UDO and utility plans.

Ending: Commissioners confirmed a public meeting schedule for final input on the transportation plan and planned a group dinner to continue informal discussion. Staff will deliver the requested modeling and policy options ahead of the next meeting cycle.","mediaType","Video","parentTitle","Johnston County Board of Commissioners Strategic Planning Session- Part 2: March 26, 2025","oneSentenceSummary","At the strategic planning retreat commissioners reviewed staff progress and outlined priorities for the coming year, including utility planning and regional water strategies, the UDO update, transportation planning, capital projects for schools and social services, broadband and a review of the revaluation and tax‑rate approach.","taxTitle","Johnston County, North Carolina","taxId",14192,"location","headline","","shortSummary",{"_33":76,"_35":36,"_37":38,"_39":77,"_41":78,"_43":79,"_45":80,"_47":81,"_49":82,"_51":83,"_53":84,"_55":56,"_57":58,"_59":85,"_61":62,"_63":64,"_65":86,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6105110,"Davenport: Johnston County’s triple‑A credit rating affirmed; fund balance, debt plans discussed",1240,14420000,15660000,"/Search/View?dp=1&key=2787222-edf25aa69c1b461cb1395b7ba978ad2b&start=14420&end=15660","https://assets.pipeline.soar.com/2787222-edf25aa69c1b461cb1395b7ba978ad2b/thumbnail_14420000.jpg","/articles/6105110/Johnston-County/North-Carolina/Davenport-Johnston-Countys-tripleA-credit-rating-affirmed-fund-balance-debt-plans-discussed","https://secure.pipeline.soar.com/6105110-3c129b7a0e82c6cf2855f3695d2013ef/orig.mp4?Expires=1771199913&Signature=Gf7Pm2nIneU2GB5kVQkW95O4Mg-hQs5bj0Xn0Md2eOHaDi5Zm4MRYiSsPkM3DeDmFubbbVIdu2WMdnGS-aINos9bHOQWSskFfDcWcee~SracIL4yCU4qtrgTXxc85wPeJYLRrlMFe1xU34pNkAtmEpuZu-mpkhc07yL7XIEaCtREjQk-ZrlEF6lTt5EuBmmKfaCUHhVnwmnNxuTmjaAh5K01WoeETwHNCxTr503vnxNRiUj8Yjxy8M-RVbe0ywAe2Gq3Oss4xSVxwkLD~QrvdPKaw7dQTXrBJMkvs7~2YL5apK3lwC4IZetnEFHRbfjtqOUFlTvWFw~N764WK2QFcg__&Key-Pair-Id=KUT5TJCACFTXG","Financial advisers from Davenport & Company told the Johnston County Board of Commissioners that the county’s credit ratings remain at the highest level after recent briefings with Moody’s and Standard & Poor’s. Kyle Wags and Austin Sachs summarized recent financing activity, current debt profiles and recommended guardrails for future borrowing.

What the board learned: Davenport reported that the county closed a $100 million general‑obligation bond sale at about a 3.4% fixed interest rate for 20 years. The advisers said a $30 million limited‑obligation bond (LOB) for community college and school projects is expected on the market within weeks pending Local Government Commission approval.

Ratings and reserves: Davenport noted Johnston County now has multiple AAA ratings and that Moody’s and S&P cited the county’s robust economic growth, consistently positive operating results and an ample fund balance. The advisers reported the county’s general‑fund unassigned fund balance is high — roughly 65–70% of annual general‑fund revenues — well above AAA medians. They suggested the county could prudently target a somewhat lower formal fund‑balance policy (Davenport suggested 40–50% as a working range) while still preserving fiscal flexibility.

Assessed value growth and debt capacity: County staff and advisers said the county’s total assessed value has roughly doubled over the past decade (from about $15 billion to $30 billion), with compound annual growth near 7–8%. Davenport showed two policy ratios: debt as a share of assessed value (about 1.2% after the recent bond) and debt service as a share of annual expenditures (about 11%). The county’s formal policy caps are 4% of assessed value and 20% of expenditures; Davenport recommended considering reducing the assessed‑value cap toward 3% to align with triple‑A peers.

Utility financing: The advisers briefed the board on the county’s utility (water/wastewater) finances, which are run as an enterprise fund and currently carry double‑A ratings. Utility debt is longer‑dated (typical 30‑year schedules) and includes low‑interest state loans and revenue bonds. Advisers said utility investments should be aligned with a regional approach to water supply and urged continued coordination with neighboring jurisdictions.

What the board asked: Commissioners questioned the advisability of lowering the assessed‑value policy and whether longer debt terms (25–30 years) would ever be appropriate for non‑utility projects. Advisers said longer terms are usually reserved for utility assets with very long useful lives; general‑government projects typically follow 20‑year schedules in the county’s plan.

Ending: Davenport recommended the board continue to fund multi‑year capital plans, review debt affordability annually and coordinate utility planning and regional partnerships before authorizing additional large borrowings.","Financial advisers told the commissioners Johnston County has top‑tier credit ratings, a fund balance well above typical AAA peers, and capacity for planned school and utility borrowing; advisers urged cautious, multi‑year budgeting and recommended lowering a legacy debt ratio policy to better match current finances.",{"_33":88,"_35":36,"_37":38,"_39":89,"_41":90,"_43":91,"_45":92,"_47":93,"_49":94,"_51":95,"_53":96,"_55":56,"_57":58,"_59":97,"_61":62,"_63":64,"_65":98,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6105114,"NC State economist tells commissioners residential development often costs counties more than it brings in",1378,10622000,12000000,"/Search/View?dp=1&key=2787222-edf25aa69c1b461cb1395b7ba978ad2b&start=10622&end=12000","https://assets.pipeline.soar.com/2787222-edf25aa69c1b461cb1395b7ba978ad2b/thumbnail_10622000.jpg","/articles/6105114/Johnston-County/North-Carolina/NC-State-economist-tells-commissioners-residential-development-often-costs-counties-more-than-it-brings-in","https://secure.pipeline.soar.com/6105114-619327e8e29f499206d5e52f1cb97891/orig.mp4?Expires=1771199913&Signature=EhKkmgYHuRuWPsxdc0cd3h8yNBiQN8MMYYR49H20n59J85Vr8KjDUhQjSRKVz8OPz1kTMEJTGd9M6TqBAc16yFqSNQSPC5IrvcWVTzIAUmPhewJXVjN3dObHDYbKBUFm3TPcM2aXmwFkgnnayFT5sm7LpLAQUsIBPsoXc3cRcH4zw-fke5tivSmAummjlgtN0UKF73cMRTVGXCI~s2QDQ0qW4lngeh6Bn9-0PGqGbVh52N6xV35eP7Kt3ZFJFtepBeJT--GdDibDwQEKikepyYL8VsvBjCn-tS1YM5wrNBGB-i0QqxD2x9-mlQDccVqQAJ~CRtpyg1hdGrEiE3w2nA__&Key-Pair-Id=KUT5TJCACFTXG","Jeff Dorfman, professor of agricultural and resource economics at NC State University, told the Johnston County Board of Commissioners that counties seeking balanced budgets should consider how different land uses affect local public finances. \"On average nationally, residential development pays in 87¢ for every $1 it gets back,\" Dorfman said. \"Businesses are paying in over $3 for every $1 they get back, and Farm and Forest Land is paying in over $2 for every dollar it gets back.\"

Dorfman summarized three policy levers that change the fiscal equation: density, location and mix. Denser development — short cul‑de‑sacs, smaller lots, clustered conservation subdivisions and multifamily housing — lowers per‑unit road, sewer and emergency‑service costs. Locating new housing where infrastructure already exists or encouraging infill redevelopment reduces service costs compared with leapfrog development that extends utilities and maintenance costs across miles.

He also addressed farmland and green space as economic assets: beyond environmental benefits, preserved green space can raise surrounding property values and reduce stormwater and infrastructure expenses. \"Green spaces increase property values of land by an average of 10 percent,\" Dorfman said, and trees can lower stormwater costs in urban settings by thousands of dollars per acre annually.

Fiscal tools and choices: Dorfman recommended counties use cost‑of‑service and fiscal‑impact models when evaluating rezonings, tax‑incentive requests and large development proposals. He described such models as Excel‑based tools county staff and planning commissions can run to estimate a 20‑year fiscal outcome for a proposed project. He also described policy options to pair housing growth with job creation — for example, requiring a developer or the state to ensure a given share of affordable housing when the county provides large inducements to employers.

What commissioners asked: Commissioners asked whether multifamily housing always reduces school children per unit and how infill or clustered development affects long‑term infrastructure needs. Dorfman said two‑bedroom units generally yield fewer schoolchildren than three‑bedroom houses, which changes a project’s fiscal balance.

Ending: Commissioners said they would use Dorfman’s fiscal framing in the county’s UDO update, capital plan and utility planning discussions to seek a mix of uses that minimizes net fiscal cost while supporting economic development.","Professor Jeff Dorfman told commissioners that most community cost‑of‑service studies find single‑family residential development consumes more county resources than it generates in local taxes, while commercial development and preserved farmland typically produce net surpluses for local governments.",{"_33":100,"_35":36,"_37":38,"_39":101,"_41":102,"_43":103,"_45":104,"_47":105,"_49":106,"_51":107,"_53":108,"_55":56,"_57":58,"_59":109,"_61":62,"_63":64,"_65":110,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6105119,"Johnston County commissioners take CliftonStrengths assessment to guide teamwork",740,3280000,4020000,"/Search/View?dp=1&key=2787222-edf25aa69c1b461cb1395b7ba978ad2b&start=3280&end=4020","https://assets.pipeline.soar.com/2787222-edf25aa69c1b461cb1395b7ba978ad2b/thumbnail_3280000.jpg","/articles/6105119/Johnston-County/North-Carolina/Johnston-County-commissioners-take-CliftonStrengths-assessment-to-guide-teamwork","https://secure.pipeline.soar.com/6105119-3175cdccad42612f8795a18aaf11bb3d/orig.mp4?Expires=1771199913&Signature=KAjL2zSBVhm5oPgRZtmTIAeXotkKIt0Us6FZ-qwsB3m8rXTR1763I3BajKfGUea97f8BqB3wJeLkCH2PfkauoNrHbxl3elxxdKW-OBc5Olq7trjsL-pTIJ2aDhk2Gq34QZDPJGU9UJL6a4VXFoNmILBvK6yGrAHD5ebrh-45eobKhoZzFLYlt9fze921RjmCxsEwmh-J-U~k2ylekuqSNkyYV7zs7pn8fQj9O5k8MyaWYDVyF5RLVFzsGh8t3CsvAqGz87Bx879Kc3Vq0MQCpZtpGwJKRkRFVmSaUa13bU48UVdFAH7ZNR~HKwbezITzGzvgC2V65KHxAoRHp~5~3g__&Key-Pair-Id=KUT5TJCACFTXG","Jess Fulmer, chief people officer at Withers Ravenel, led an hour‑plus CliftonStrengths workshop for the Johnston County Board of Commissioners during the strategic planning retreat, summarizing aggregated results and discussing how the group’s top themes can affect board functioning.

How it was done: Commissioners and select staff took Gallup’s CliftonStrengths assessment in advance. Fulmer presented the board’s most frequent top themes across four domains: executing, influencing, relationship building and strategic thinking. She noted the board’s top five themes included Arranger, Positivity, Strategic, Communication and Developer.

Why it matters: Fulmer and county staff framed the session as a governance and team‑development tool intended to improve collaboration and decision making rather than a policy directive. Commissioners used the session to identify complementary skill sets on the board — for example, members who favor strategy or execution — and discussed how to pair those strengths when reviewing policy or capital projects.

What board members said: Several commissioners praised the session for increasing mutual understanding. Commissioners described the board as “doers” who can combine open‑ended adaptability with core belief and mission‑focus; several members also called out “blind spots” that can be managed using awareness and pairing of complementary talents.

Next steps: Fulmer recommended commissioners review follow‑up CliftonStrengths materials and suggested staff circulate the board‑level strengths grid as a reminder. The board endorsed continuing the approach as a recurring tool for onboarding new commissioners and staff.","The board completed a CliftonStrengths team session, with a Withers Ravenel facilitator reviewing members’ dominant talent themes and how the board might use those strengths in teamwork and decision making.",{"_33":112,"_35":36,"_37":38,"_39":113,"_41":114,"_43":115,"_45":116,"_47":117,"_49":118,"_51":119,"_53":120,"_55":56,"_57":58,"_59":121,"_61":62,"_63":64,"_65":122,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6105124,"Johnston County adds residents rapidly; county finance officials warn Medicaid ‘hold harmless’ payments can shrink",2230,406000,2636000,"/Search/View?dp=1&key=2787222-edf25aa69c1b461cb1395b7ba978ad2b&start=406&end=2636","https://assets.pipeline.soar.com/2787222-edf25aa69c1b461cb1395b7ba978ad2b/thumbnail_406000.jpg","/articles/6105124/Johnston-County/North-Carolina/Johnston-County-adds-residents-rapidly-county-finance-officials-warn-Medicaid-hold-harmless-payments-can-shrink","https://secure.pipeline.soar.com/6105124-41db6112ef67e4599699101f9aafa8cd/orig.mp4?Expires=1771199913&Signature=h6wJs5NfFOZp42HqxtzMeGtY1W3hx2Uuihq2K1Zp4Jnxrs4nW~naDvXEhjF1JrTufDbgVjiDzNm9TwTmqHrnNEcnLZK2UO3w3TifIC4rz1PDxyHo2gVB0kBNa2zA4WZJtNeG3ugUE-k2ZATAudnchDoObzY~bu74a-CqAc9uaJb-ptcpYoxdqco4ce-X0x8~Xo0YtH6KM3sTPJk5rPZkNsM5pJEHoIvqHDQzZeb8lY3zk5lFut~UyVwgwt3Q4TAWoGhpPCVj~0fdfiVTCYEwjC01rw~ZBHI4zw9qklWAA7V39OCGdRNGB~HrFsAZHDqY9SGV73LmrwqCpfr5HilhPQ__&Key-Pair-Id=KUT5TJCACFTXG","Denise Canada, a policy analyst with the North Carolina Association of County Commissioners, told the Johnston County Board of Commissioners that new Census estimates put the county’s population at about 250,000 and that about 13% of that total moved to the county since July 2020. \"You have 250,000 residents in Johnston County. Thirteen percent of those people have moved here just since July 2020,\" Canada said during the board's strategic planning session.

That growth has pushed the county into a faster-growing peer group: Canada said recent data put Johnston County among the top 10 fastest-growing U.S. counties in its size tier and in the top 100 nationally on percentage growth. She told the board the county added roughly 7,100 residents in 2023 and about 7,400 in 2024 — roughly a 3.1% annual growth rate. \"So that's roughly 20 people a day,\" a commissioner noted aloud.

Why it matters: Fast population growth can expand the tax base and sales-tax receipts but also drives recurring costs for schools, roads and public safety. Canada cautioned the board that sales tax is the most volatile revenue source and should be budgeted conservatively as the county moves into another revaluation cycle.

Household and workforce signals: Canada said the county’s workforce shows above-average educational attainment in some measures but also noted mixed indicators. She said a sizeable share of households have postsecondary credentials and that the county’s unemployment rate has generally tracked below the statewide average. On where residents work, Canada showed that roughly 70–77% of employed residents work outside Johnston County, with Wake County as the largest single destination — a pattern commissioners called a classic “bedroom community” dynamic.

Sales tax and online sales: Canada pointed to post‑2020 shifts in consumer behavior and the 2018 U.S. Supreme Court decision in South Dakota v. Wayfair as drivers of higher sales tax collections from online purchases. She described large month‑to‑month swings during the pandemic and then a return toward more normal year‑over‑year variation.

Medicaid “swap” and hold‑harmless payments: Canada walked the board through a long‑running state‑level arrangement she called the 2007 Medicaid “swap.” Under that legislation the state assumed the counties’ prior 15% share of state Medicaid costs and counties gave up a half‑cent of local sales tax in exchange. The state created a county Medicaid hold‑harmless payment that partially replaces the lost local sales tax when Medicaid grants or expenditures differ from the sales‑tax amount. Canada said the hold‑harmless payment grows or shrinks depending on state Medicaid spending and sales‑tax revenue: \"That difference where I've drawn the arrow, that's a Medicaid hold harmless payment that you receive every year.\"

County finance staff told the board the most recent hold‑harmless payment was roughly $7.7 million; they also said the payment had been higher in prior years, around $9.9 million two years earlier. County staff warned that a smaller hold‑harmless payment contributed to an unexpected budget gap the board confronted in the prior year.

What the board asked for: Commissioners asked Canada and staff for more detail about the origin of new residents (state-to-state flows), the age mix of recent migrants, and historical commuting patterns. Canada said she would pursue IRS migration data and follow up with the board.

Ending: The board directed staff to use the presentation’s data as context for the county’s 2026 budget conversation and for long‑range capital planning. Commissioners emphasized the need to budget sales‑tax receipts conservatively and to factor hold‑harmless uncertainty into multi‑year projections.","Data presented to the Johnston County Board of Commissioners shows the county’s population and tax base have grown rapidly since 2020, boosting revenues but also complicating budgeting because of changing Medicaid-related state distributions and volatile sales-tax receipts.","actionData","errors"]

Article not found

Commissioners outline priorities: water and sewer, UDO update, capital projects and tax approach

Davenport: Johnston County’s triple‑A credit rating affirmed; fund balance, debt plans discussed

NC State economist tells commissioners residential development often costs counties more than it brings in

Johnston County commissioners take CliftonStrengths assessment to guide teamwork

Johnston County adds residents rapidly; county finance officials warn Medicaid ‘hold harmless’ payments can shrink