403  MINUTES BREVARD CITY COUNCIL Strategic Planning Retreat Mary C.J Jenkins Community & Cultural Center February 29, 2024-8:30A.M  The Brevard City Council met fora a Strategic Planning Retreat on' Thursday, February 29, 2024, at 8:30a a.m. att thel Mary C.) Jenkins Community & Cultural Center, Present- Mayor Maureen Copelof, Mayor Pro Tem Gary Daniel, Council Members Macl Morrow, Aaron Baker, Pamela Holder and Lauren Wise. StaffPresent- - City Manager Wilson Hooper, Assistant City Manager/Finance Director Dean Luebbe, City Clerk Denise Hodsdon, Assistant to the City Manager Alex Shepherd, HR Director Kelley Craiga and Communications Coordinator Becky McCann. Staff! present for morning session: Planning Director Paul Ray, Fire Chief Bobby Cooper, Police ChiefTom Jordan, Public Works Director Wesley Shook, Water Treatment Plant ORC Dennis Richardson, Wastewater Treatment Plant ORCI Emory Owen, and  with Mayor Maureen Copelof! presiding.  Community Center Director" Tyree Griffin.  Facilitator- Rebecca Jackson, Adjunct Faculty Member, UNC Chapel Hill School  ofGovernment Center for PublicLeadership: and Governance.  Press - Jonl Rich, Transylvania Times  A. Welcome and Call to Order- Mayor Copelofcalled thei meeting to order at B. Certification of Quorum - City Clerk Denise Hodsdon certified thata  8:30: a.m. and welcomed those present.  quorum was present. C. Agenda Time Agenda Item 8:30 Welcome 10:30 Break  8:45 What were our priorities, and have we achieved them? 9:30 What arei the main Vision themes for the City of Brevard? 10:45 What are the City of Brevard's departmental needs?  What are factors that led to successes?  What are the! keyi issues and trends we need to consider when developing long-term  and short-term strategy?  12:15 Working Lunch 2:30 Break  1:00 What are the overarching three-year Goals and Objectives for the City of Brevard?  How do we move the needle int the next 12-18 months? What are our Key Strategic Actions (KSA) for FY 2025? 2:45 Ist there consensus on our Goal Areas and Key Strategic Actions? How will we prioritize our Key Strategic Actions? What are the top Key Strategic Actions for Fiscal Year 2025?  4:00 What have we accomplished during our time together and what are our next steps?  4:30 Adjourn    404  Retreatl Materials- A complete copy oft ther retreat materials andi information Facilitator Rebecca Jackson introduced herself and went over the objectives,  provided to Council is on filei int the City Clerk's office. group expectations andg ground rules for the retreat. The objectives for thel Retreat were as follows: To review and celebrate the City of Breardsaccomplshmens To strive for consensus on' Vision themes To develop 3-year Goals (strategic focus areas) 18 months thata align tot the City's Goals  Toi identify Key Strategic Actions (Critical projects or tasks) for the next12- To develop and utilize criteria toj prioritize Key Strategic Actions. Council participated! in as series ofe exercises intended to crafti its vision and identify its goals for the next 121 to 181 months, and toj prioritize "Key Strategic Actions" ite expects the organization to fund and execute over the same period. As parto ofher facilitation agreement, Ms.) Jackson provided the attached "City of Brevard Defining Strategic Direction Consultant's Report" summarizing the results oft the retreat's exercises. Council reviewed the draft report ati its April1,20241 meeting and accepted  thei report with the following minore edits and additions:  Goal 5- Replace refresh Brevard'sapproach to organizing and hosting festivals" to' "more ofa cooperative effort/communicate with key partners"; Goal3-A Add Heart of Brevard and' Transylvania Economic Alliance as Key Next steps- Mr. Hooper noted that Staffv will build the FY2024-2025 Budget Adjourn- - There being no furtherl business, Council adjourned thel Retreat at  Add thel Ecusta Trail to Goals 2 and 3; and  Partners.  proposal around the prioritized action items.  4:48 p.m.  ialetaden Denise Hodsdon, CMC Clerk City  Mmelg  Mayor  Minutes Approved: May20.2024  Minutes -E Brevard City Council Strategic Planning Retreat- February 29, 2024  Page2of2    405  SCHOOL OF GOVERNMENT Center  MUNC  for Public Leadership and Governance  THE CITY OF BREVARD DEFINING STRATEGIC DIRECTION CONSULTANT'S! REPORT  Overview  The UNCS School of Government's Center for Public Leadership and Governance (CPLG)is supporting the City of Brevard's 2024 strategic planning process. The City's Council's retreat was designed to ensure the strategic planning process responds to the city's service needs. The process also generated buy-in and ownership of the Council and leadership staff. To planf for ane effective retreat, planning meetings were conducted byt the consultant with representatives fromt the City Council and city staff leadership to gain insight into Council priorities, as wella ast to better understand group dynamics. An agenda was finalized and distributed to the Council. Ther retreat was held at on February: 29,2024, 8:30a am- 4:30 pm. Tor review priorities and celebrate the City of Brevard's accomplishments. Toi identify Key Strategic Actions (Critical projects or tasks) for the next 12-18 months  The retreat objectives were asf follows:  Tos strive for consensus on' Vision themes To develop 3-year Goals (strategic focus areas) that align tot the City's Goals  To develop and utilize criteria to prioritize Key Strategic Actions.  Facilitator and Consultant: Rebecca Jackson, Adjunct Faculty Member, UNC Chapel Hill School Attendees: City of Brevard Mayor, City Council Members, City! Manager, City Clerk and various  of Government, Centerf for Public Leadership and Governance  Department Heads  Page1of16    406  SCHOOL OF GOVERNMENT  MUNC Center for Public Leadership and Governance  The City of Brevard's Progress Successes  The City Council Mayor shared a report of the City'sprogress over the last 12-18 months. Thec consultant led a Council discussion, seeking individual Council input on what they were most proud of accomplishing and what theys saw asl keys to success Overall, the strongest  recurring themes were: Escustal Funding Affordable Housing partnerships and policy changes Roadi improvements Pedestrian, bike and safetyi improvements Wastewater treatment plan Infrastructure, including bridge Gatewayt t the national forest Community relationships and engagements Intergovernmental. engagement NCDOT collaboration Publici inputp process State compensation and funding support Downtown investment Masterplan Streetscape  Thec overall feeling was one ofp pridei int the ability to accomplish so much int thel last 12-18 months, and also feeling like therei is still so mucht to do. Council discussed thei importance of executing the plans that haveb been developed recently, being focused one execution, and follow through oft thosep plans. An overall theme came through oft that the City! has "planted many seeds" and nowi it was time tov water and grow. Council also discussed the importance of  adapting to change.  1  -  Page 2of16    407  SCHOOL OF GOVERNMENT  MUNC  Center for PublicLeadership and Governance  Differences Between Comprehensive Plans and Strategic Plans The Council considered the differences between ther recent comprehensive plan and an  organizational: strategic plan. Comprehensive plani includes:  Scope: Long-range vision document; outlines community's goals, aspirations, and policies fori future development and growth over a span of typically 10 to 20 years. Focus: Covers broadi range of topics: Land use, transportation, housing, economic development, environmental conservation, infrastructure, ando community services. Legal Requirement: Comprehensive plans mandated byl law asa at tool for guiding land use  Public Involvement: Involves community engagement. decisions and managing growth. Flexibility: Flexible for policy decisions. An organizational: strategic plani includes:  Scope: Focused action-oriented; Typically covers a period from 2-10 years. Focus: Identifies specific objectives, priorities, initiatives, andy performance measures to achieve organizational goals and address pressing issues or challenges andi is consistent Departments and Employees: Developed holistically 5o that various levels of the Resource. Allocation:. Are usedt to allocate resources strategically, including budgetary allocations, staffing, CIP, IT and other resources, toi implement targeted initiatives and Performance Monitoring: Includes mechanisms for monitoring progress, evaluating outcomes, and adjusting as needed to ensure the effective implementation of  with a Comp. Plan. organization can be aligned. achieve desired outcomes. strategies.  Page e30f16    408  SCHOOL OF GOVERNMENT  MUNC Vision Themes:  Center for Public Leadership and Governance  Alocalg government vision statement isa a concise and aspirational expression that outlines the future state or desired outcomes for a community as envisioned by its governing body. This statement typically reflects the long-term goals, values, and aspirations that the local government aims to achieve inc collaboration with its residents, businesses, and other Av vision statement: serves as a guiding beacon, providing a sense of direction and purpose for The City Council tookas step! backi int time to consider the! history of Brevard. Important events and dates of cultural, political, ande economical significance were discussed to understand  stakeholders.  the community's growth ando development.  Brevard moref fully and to develop a vision for the future.  Defining moments in history which shaped the character of the City we see today? The City Council createda a timeline of importante events that shaped the character of the City we see today. Many important dates were mentioned  including:  Vanderbilt investments: Trades growth, local investments, building and boomingi in  architecture, transportation and regional national connections Incorporation of government: and first county meeting Economic booms and establishments of the National Forest  Brevard becomes County seat Therei is af focus on recreation Industrial growth- - Eucusta Plant regulations Tradesi industry: strong Switcht to Council/ / Manager form of Government Schools were integrated Faith communities growing and crucial roles Disparities between communities growing Technology grows in 2000s Closure of manufacturing plants Becoming a Mainstreet Community  Municipal expansion with professional character coherent with state standards and  Page4of16    409  SCHOOL OF GOVERNMENT  MUNC  Center for Public Leadership and Governance  Brevard /Pisgah forest featured int the Bike Magazine Re-envisioned the community center Residential shifts at trend Breweries trending Industry shifts tot tourism- economic growth Rise ofs short term rentals and lack of new buildings Tourism and arts are strong and growing Covid made us aware of our nimbleness to adapt Covid brought funding to complete large projects Juneteenth made al holiday recognized previously. Bringing all community together.  What the future brings: Recognizing all people in the community who haver not been Thinking of the Brevard Community we want to see in the future. The Council collaborated on themes fora a! 5-year visions statement for Brevard. After group discussion oni individual Council Member visions for thei future as expressed during a" 'postcards exercise." The Council came toa a consensus on which themes had the highest prioritization. The Council developed the following vision themes. The first three highlighted themes were the  City Council's highest priority. Unique authentic character Vibrancy Unity, community, diversity Care for natural resources Responsible growth Outdoor Recreation Environmental preservation Family oriented Housing for all Safe and healthy Age-friendly Connectivity Economic vitality Living wherey you work Vibrant downtown  PostcardFromthe Future  The City Council agreedt to review the current vision statement to ensure consistency.  Page5of16    410  SCHOOL OF GOVERNMENT  MUNC  Center for Public Leadership and Governance  The City of Brevard is a High Performing Organization with a Strategic HIGH PERFORMING ORGANIZATION: The consultant presented an overview of high performing  Planning and Performance Management Framework  organizations ands strategic planning.  Superior Performance  Leadership  G  Customer Onentation  STRATEGIC PLANNING FRAMEWORK: The consultant presented best practices in strategic planning and performance measurement and discussed the importance of alignment of  planning andi implementation. Thet benefit and uses ofl local government strategic plans were presented andi include: Provides direction & guidance from the electedo officials 2. Transforms ideas into actions 3. Informs the Federal and State Legislative Agendas 4. Aligns core government functions and processes with desired strategies  Long-term strategy provides direction, identifies outcomesa andis the basis for performance: analysis  TGY  VISION: Whatd dowev want! Harnett Countyt tobellkef forf future generations? Mission: Whatisc ourp purposef for existence? Values: What are ourb bellefs and attitudest thatguldel behaviora andhow aren relationship witho others? Strategy/ Goals: Whatr needstobe donef first? Performance: Howv willv wet tracke our progress?  trategrcoalsa  Page 6of16    411  SCHOOL OF GOVERNMENT  MUNC  Center for PublicLeadership and Governance  5. Establishes Performance Management &E Evaluation (Benchmarking and reporting) 6. Provides direction to Budgeting/Resource. Allocation 7. Isfoundationalt toi internal ande external communication: strategies 8. Aligns citizen satisfaction, prioritization, engagement and education 9. Ensures employee engagement andi informs orientation 10. Provides al basis fort transparency anda accountability.  Developing an organizational strategic plan aligns the organization for success.  Foodbackf from Citizons, DataDivenDechions: and Continuous! Improvoment  Strategic Planning Set Direction, Deline! Mission, Vision, Values, and Goals  Transparency & Innovation Communicate Results, Engage: and Empower Customers andEmployees Performance Management Performances Stat: Identify Resultsa and Commit toD Data Driven Evaluation andi Improvement  Set Priorities Define Objectives, Performance Targets and Targets for Action  Better Results for Citizens  Allocate Resources Align Budgett to Programs and Performancel Targets TacticaiPlanning  Execution: Delivering  Implement & Integrate Ensure Excellent Customer Service  High Quality Sorvices Provide World Class Services: and  Page7of16    412  SCHOOL OF GOVERNMENT  MUNC Center for Public Leadership and Governance  Directors Report and Environmental Scanning  The City Council heardf from the City of Brevard's Department Directors. Directors expressed keyi issues and trends that Council should consider when developing long-t -term and short-term The Council collaborated in ane exercise ofe environmental scanningi is an analysis oft the current state of Brevard andt thec ongoing trends int the internal ande external environment that impacts success, currently andi int thet future. This allows the Council toi identify opportunities and key strategici issuesi int the community and organization. The results are extremely usefuli in shaping  strategy.  goals ands strategies. Trends- Internal:  Staffing needs Cross training Professionalizing Lagging technology in our organization Outgrowing out space Equipment needs Expanding scope of large projects impacting operations Inflation/ Construction costs/ Cost of Livingi increasing Grant funding available Employee/workfore shortages Infill and growth Technology enhancements: changing, social media Remote worki increasing Intergovernmental agencies: contracts and agreements County conflicts State limitations Conflicting visions Changes inp policy makers (federal and! State) Federal /State funding for directed projects Pharm investments Outdoor equipment manufacturing Breweries Architecture/arts Retiree destination Level off and visitor spending Covid was al boomf for the City financially Short Term Rentals  Trends- External:  Political Factors: Local, State and Federal policy  Economic Climate: What's the financial picture?  Baby! boomers and new people transition impacting property availability  Page8of16    413  SCHOOL OF GOVERNMENT  MUNC  Center for Public Leadership and Governance  Customer Needs: Changing Demographics? Changing requirements?  Constituents expectations are rising Increased expectations of citizens overall Affordable housing Safety Roads Stormwater infrastructure Water/Sewer Generational families VS. transplants mismatch Population demographics change Communication and feeling heard Intentional engagement Volunteer engagements Connect with residents and leverage partnerships Provide morei information for citizens Mismatched technology (Cityl levels) Teleworking opportunities trending up ITsecurityi issues/ /security threats Funding City/County relationships National economic events and trends Up coming recessions Reliance on tourism economy  Technology Factors Uncertainties  CONTEXTMAP TRENDS  04 ECONOMIC CLMATE  OPOLIEAL FALCTORS  Asm EnPAAAP OCSMERNEEDS  TECHNOLOGY FAGIORS  OUNCERTAINTIES  Page 9of16    414  SCHOOL OF GOVERNMENT  MUNC  Center for Public Leadership and Governance  Developing a Strategic Goals, Objectives and Key Strategic Actions Goals areas identify what the organization intends to achieve and defines a path the organization must follow tor reach the vision. Goals are further defined by specific objectives that measure results with Key Performance Indicators (KPI) and Key Strategic Actions (KSA). The City Council collaborated on themes for Brevard's Goal areas. There were7 7 goal areas developed by the Council. They are listedi inr no particular orderi int this document. The Key Strategic Actions listed under each goal area were identified by Council as priorities to focus oni int ther next 12-18 months. There were 20H KSAs identified by Council. The Council then useda a "Levels of Support Spectrum," explained below, to agree on the KSAI list. There was  (KSA) for the City of Brevard  consensus regarding thel list of KSAS.  Levels ofs Support  Ratey your individual! level ofs support fort thisi idea/topic/issue. We're usinga as spectrum to gauge: support, nota vote ofy YES or NO.  Full support or Agreement with most aspects of Significant concerns or outright  Continued strong dsogreement with  agreement with the proposal, and, despite  disagreement with some ora all not oppose the action ord decision ("standing aside").  thep proposal. continued concerns withs some elements oft the proposal, but will theproposal Ifall members oft thes group are at! levels a-c, then there is some degree ofo consensus. Ifallr members oft the group express approval at levels A, Bo or C, then they have reached consensus. Ifs some members continue to disagree strongly (level D), then consensus has not been reached. The challenge to the groupi is to see whati interest must! be addressed int the proposal to move people at Dto C(or higher) and from Cto B (or higher) andi from Bto A. Ina addition, itisi important tof find out the nature of disagreements witha a proposal. Itis often  elements, willingness tog go along witht thep proposal.  helpfult to characterize concerns ast follows: - Minor concerns with wording or editing. which, ifc changed, would lead to agreement.  Agreement with the maint thrust of the proposal, but concerns with specific elements . Major concerns: principles disagreement with the overall direction of the proposal, whichi ifr not addressed, wouldl lead ther member tol blockt the consensus (level D). Source: Hustedde, Smutko, and Kapsa, Turning Lemons into Lemonade (n.d.)  Page 10 of16    415  SCHOOL OF GOVERNMENT  MUNC Center for Public Leadership and Governance Thez 201 KSAS weret then prioritized witha as strategic filter designed inc collaboration byt the  Council. The filter included thet following criteria:  Essential Services (What keeps the lights on andi is mandatory by law)  What creates efficiencies Connected services completion? needs?  Ongoing projects that are critical and priorities - what needs tol happen for successful What has been' "hanging on the wall" and really needs to get done? "Big vs Small Impact" What has al bigi impact ont the community andi meets citizens  The! KSA receiving the most dots were considered the! highest relative priority.  oal  VISION  Gas  Gos  Vy  Page: 11 of16    416  SCHOOL OF GOVERNMENT  MUNC Center for Public Leadership and Governance  GOAL1:Tol be a safe community Increase public trust inj police Ensure adequate response time Provide road and traffic safety  Goal Objectives  Maintain current conditions (low crime rates) and addressing negative public perception  Address new threats (opioids & encampments)  Goal Key Partners County NCDOT  Goal Key Strategic Actions for FY2025  This Goall has 2 Key Strategic Actions. The City Council vote for top priorityi isi indicate in 1. Develop al Public Safety staffing proposal that considers growth (3) 2. Review thea agreement with the County fori fire service GOAL 2: To provide effective and sustainable infrastructure  parathesis.  Goal Obiectives  Provie effective' Wastewater Treatment Plant (WWTP) Provide effective sidewalks and streets Provide effective! Stormwater infrastructure Goal Key Strategic Actions for FY2025 1. Make progress ont the WWTP (4)  Maintain and execute ona an appropriate Capital Improvement Plan  This Goall has 6 Key Strategic Actions. The City Council vote for top priorityi isi indicate in  parathesis.  2. Continue tos seek funding on the Downtown master Plan (1) 3. Increase maintenance ofe existingi infrastructure (5) 4. Provide budget proposal to accelerate: street repaving schedule 5. Update stormwater plan and seek funding for approved options (4) 6. Consider revisions tot fee-in-lieu policy for sidewalks  Page 12of16    417  SCHOOL OF GOVERNMENT  MUNC  Center for Publicleadership and Governance  GOAL 3:To cultivate a vibrant economy in Brevard, characterized by  vitality and sustainable development Ensure consistency to the compp plan Support local businesses Levering local resources match the cost ofl living Goal Key Partners Henderson County Transylvania County Friends of the ET Goal Key Strategic Actions for FY2025  Goal Objectives  Incentivize specialized manufacturing: andi industries Focus ont the arts and culture of the community  Increase the number ofj jobs available int the community with competitive salaries that  This Goal has 1 Key Strategic Actions. The City Council vote for top priority isi indicate in  parathesis.  1. Create an economic development incentive policy (2)  Page 13of16    418  SCHOOL OF GOVERNMENT  MUNC Center for Public Leadership and Governance  GOAL 4: To ensure affordable housing fora all Ensure adequate choices for diverse housing needs Ensure adequate availability if housing for all int the community  Goal Objectives  Ensure housing that is affordable and appropriate for the workforce int the community  Goal KeyPartners  Habitat for Humanity Faith! based organizations Goal Key Strategic Actions for FY2025 1. Ensure progress on Phasel lof DFIStudy (4) 2. Pursue grants fori infrastructure (Azalea/Rhodo neighborhood) 3. Underwrite programs that produce affordable units (3)  This Goal has 41 Key Strategic Actions. The City Council vote for top priorityi is indicate in  parathesis.  4. Continue reviewing the UDO to encourage "missing middle" housing/density where GOAL 5:To promote unity, foster a strong sense of community, and ençourage collaboration among residents and stakeholders To: support festival and special evets (MLK celebration and. Juneteenth) To provide effective communication: and community engagement Provide advocacy for the community (legislative policy and agendas)  appropriate (2)  Goal Obiectives  To support DEI initiatives To leverage Boards and Committees To gain citizen input Goal Key Partners Heart of Brevard TDA Chamber  Goal Key Strategic Actions for FY2025  This Goal has 1H Key Strategic Actions." The City Council vote for topp priorityi isi indicate in  parathesis.  1.F Refresh Brevard's approach to organizing andi hosing festivals  Page 14of16    419  SCHOOL OF GOVERNMENT  MUNC Center for Public Leadership and Governance GOAL 6:7 To ensure we are a high quality organization, optimizing resources and processes to enhance service delivery and responsiveness to the needs of our community. To ensure efficient operations To optimize budget with appropriate tax rate' Top provide effective ITS services tot the departments To maintain legal compliance Toattracta and retain! high quality staff Goal Key Strategic Actions for FY2025  Goal Objectives  Top provide exceptional financial management and maintain fund balance policy To ensure adequate space and equipment for employees to deliver high quality services To ensure organizational design that reflects the community needs Toensure effective project management ensuring that special/critical projects are executed This Goal has 3 Key Strategic Actions. The City Council vote for top priority is indicate in  parathesis.  1.A Address agingt technology and: software systems (4) 2. Complete space needs analysis and changes for all departments 3. Focus on employee engagement (2)  GOAL7:To ensure effective transportation network that enhances the connectivity of the community and access to natural resources > Top provide adequate outdoor recreation opportunities accessible via our transportation To ensure adequate trails and multiuse pathways especially focused on supporting the  Goal Obiectives network Ecusta and Esatoe trail To provide effective greenways and blueways Goal Key Strategic Actions for FY2025  This Goal has 3H Key Strategic Actions. The City Council vote for top priority isi indicate in 1. Create ap parking plan and wayfinding sign plan for the whole city( (3) 2. Complete the Tannery Norths section ofE Estateo Trail (2) 3. Complete easements and design for remaining sections of Esatoe Trail (3)  parathesis.  Page 15 of16    420  SCHOOL OF GOVERNMENT  AUNC  Center for Public Leadership and Governance  CONCLUSION  Inc conclusion, the strategic planning retreat for the City of Brevard has been a collaborative and insightful journey, laying the groundwork for a dynamic and sustainable future. Through engaged discussions, careful analysis, and the integration of diverse perspectives, the Council hasi forgedar roadmap that aligns witht the community's aspirations and positions Brevard for long-term success. Thei identified goals and objectives encapsulate the collective vision for the City, emphasizing Key Strategic Actions for the next 12-18r months. Itise essential to recognize that successful implementation will require ongoing commitment, adaptability, and continuous evaluation. As Brevard moves forward, the success of a strategic plani lies not onlyi ina comprehensive design but alsoi int the commitment of all stakeholders involved. The collaboration between community members, local government, ande external partners will be pivotal inr realizing thee envisioned futuret for Brevard. While this retreat began thej journeyto design a comprehensive organizational strategic plan, additional collaborative work should be  done tof finalize the plan. Consultant recommendations include: Reviewing the organizational mission statement Developing Core' Valuest for the organization Making final revisions tot the plan  Reviewing this document with Council to ensure ite encapsulates the Council's interest Providing and opportunity fori the community and employees to provide feedback andi input Adopting thes strategic plan with expectations of performance management Developing Key Performance Indicators to manage for results  Regular reviews, open communication, and af flexible approach to adjustments willl be crucial elements in ensuring that the strategic planr remains al living document, evolving inr response to changing circumstances ande emerging opportunities. The commitment to transparency, community engagement, and: shared responsibility willl bei integral tot the plan's effectiveness. Brevardi is poised for af future defined by sustainable growth, enhanced quality of life, anda sense of community pride. As Brevard embarks ont thej journey ahead, carryf forward the momentum generated through this strategic planning process, fostering a collective commitment tot the well-being: and prosperity of Brevard and its residents. lappreciate the dedication and enthusiasm demonstrated by all participants throughout this strategic planning endeavor. Witha as shared vision anda ac commitment to excellence, llookf forwardt to witnessing  the positive transformation and continued: success of Brevard  Sincerely,  Rebecca Jackson, Adjunct Faculty Member, UNC SOG Center for Public Leadership and  Governance; CEO, True North Performance Group, LLC  Page 16of16