Town of

Leland
2030 Strategic
Plan

Strategic Plan
Table of Contents
1 Message from the Mayor

2 Meet Your Town Council

3 Purpose and Strategic Framework

4 Vision, Mission, and Core Values

6 Strategic Priority Areas

8 Strategic Planning Process

10 Survey Results

12 Goals, Objectives, and Strategic Initiatives

18 Glossary
Message from the Mayor
On behalf of the Town Council and the dedicated staff who work diligently to serve our community, I want
to express my gratitude to the residents of Leland for your input and continued support as we look ahead to
2030. Our Town has a bright future, and this Strategic Plan is a pivotal step in shaping a shared vision for Leland
that builds upon our strengths and focuses on future opportunities.

This Strategic Plan is not just a document, it is a roadmap that sets the course for where we want to go as
a community. With the thoughtful guidance of the Town Council at public meetings and through extensive
collaboration with staff, we have developed this Plan to reflect our community’s priorities, particularly in areas
such as public safety, infrastructure, and transparency. Resident input, sought from public meetings and a
digital survey, was a key driver in identifying and prioritizing these focus areas and in shaping our vision for the
future.

The Town Council carefully considered both our past achievements and the challenges that lie ahead. We
conducted an environmental scan to identify key opportunities, engaged in thoughtful discussion during public
meetings about the alignment of our plans with best practices, and worked closely with staff to ensure our
priorities are clear and actionable. We are proud to reinforce Leland’s strengths in engagement and excellence,
and we recognize that improving communication and accessibility will only further enhance our community.

The vision and mission statements outlined in this Plan are meant to reflect not just the work we do, but
why we do it, ensuring our efforts align with the values and aspirations of the people we serve. This Plan
is designed to promote organizational excellence and to guarantee our policies and initiatives support and
strengthen all other guiding plans and documents for the Town.

I encourage you to view this Strategic Plan as a living document,

one that will require our ongoing dedication and effort to bring to
life. As we implement these goals and priorities, I am confident
the collaboration among our Town Council, staff, and residents
will continue to make Leland a wonderful place for everyone.
Thank you for being part of this exciting journey. We look forward
to the positive changes and successes that lie ahead as we work
together to create a bright future for Leland.

Yours in Service,

Brenda Bozeman
Mayor, Town of Leland

1
Meet Your Town
Town Council
Council

Brenda Bozeman Bob Campbell Veronica Carter

Mayor Mayor Pro Tem Council Member

Where and when does

the Town Council meet?
Leland Town Hall
102 Town Hall Drive
Leland, NC 28451
The Town Council meets
the third Thursday of
every month at 6 p.m.
at the Leland Town Hall
Richard Holloman Bill McHugh Council Chambers.
Council Member Council Member

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Purpose
A strategic plan is a roadmap to obtain a more certain future. It is comprised of
an overarching vision, defined priorities, supporting goals, and specific actions.
Strategic planning provides clear direction for the community, including current and
prospective residents and businesses, and for the Town government, by laying out an
actionable agenda over a specific planning horizon. The plan also fosters a culture of
informed decision-making for all stakeholders.

The central purpose in creating this 2030 Strategic Plan was to provide Leland with
a tool that can be used by elected officials and staff to align goal setting, create a
framework for the allocation of resources, and focus efforts on those things that will
meet the vision of the Town. The planning horizon for this Strategic Plan is five years.
The Plan will also be used to inform the citizenry and become the standard to which
the Town can compare attainable metrics.

Strategic Framework
After setting the vision, mission, and affirming the core values for the Town, the
Council identified five Strategic Priority Areas (SPA) through
an analysis of the organization’s internal and external
environment. A SPA is a 5-year critical focus within
an organization’s strategic plan that is essential for
achieving its vision, mission, and long-term goals.
These SPAs span across multiple departments
and strategic goals and represent a high priority
domain that requires targeted efforts, resource
allocation, and specific actions to drive
organizational success and sustain competitive
advantage. They serve as the foundation for setting
goals and objectives, ensuring alignment across all
levels of the organization.

Each SPA then identifies the following:

• Goal – a broad statement about what we intend to achieve
• Objective – identifies how we will achieve our goal
• Key Performance Indicator (KPI) – data staff will develop following adoption of the
plan to measure and report achievement of our objectives
• Strategic Initiative – a specific project with 12-month to 18-month deliverables and
a defined action plan. This is a major organizational lift in terms of time, impact,
and allocation of resources.

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Vision
To make the goals of the Strategic Plan a reality, the Town’s Vision, Mission, and Core Values were
reevaluated to ensure alignment between Council and staff.

A local government Vision statement is 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 the local government aims to achieve in
collaboration with its residents, businesses, and other stakeholders.

A Vision statement serves as a guiding beacon, providing a sense of direction and purpose for the
community's growth and development. Council developed a list of themes that residents prioritized,
which allowed Council and staff to create the following Vision statement that depicts the future
aspirations for the Town:

Leland is a vibrant, safe, inviting, and resilient Town with exceptional services that
support a diverse community.

Mission
A Mission statement outlines all the things the Town is doing in the present, and will do in the future,
to reach our goals and should answer the following key questions:

• Who are we?

• What is our purpose?
• Who do we serve?
• What makes us unique?

As with the Vision statement, Council developed a list of themes that staff used to create the following
Mission statement that defines our role in pursuing the Vision:

We serve our community with ethics, integrity, and transparency while providing efficient, effective,
and fiscally responsible municipal services through a commitment to excellence and our core values.
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Core Values
Core Values describe how we operate and what we rely upon internally to make decisions, as
they identify principles and ethics that drive the organization’s actions and behaviors. Core Values
ultimately shape the organizational culture and decision-making process.

Council discussed and affirmed the existing Core Values continue to resonate as the type of behaviors
expected of both Council and staff to move forward as a successful organization and therefore remain
unchanged.

Communication Engagement

Service Excellence Respect

Supportive Work Environment

As depicted in our servant leadership tree, servant

leadership is the centerpiece of our culture, with the
Core Values of respect, communication, engagement,
supportive work environment, and service excellence.

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Strategic Priority Areas

Safe Community
The Town of Leland seeks to foster a community where every resident
feels safe and secure by implementing proactive measures, enhancing
public safety services, and promoting community engagement. Our
commitment is to create an environment where individuals, families,
and businesses thrive in peace, free from crime and hazards, with
accessible resources and a responsive, transparent governance
structure that ensures the well-being of all.

Resilient, High-Quality
Infrastructure and
Environment
The Town of Leland is committed to enhancing mobility,
interconnectivity, and walkability by improving road conditions,
expanding sidewalks, and increasing multi-use pathways. We aim
to provide resilient stormwater management and a flood risk
mitigation system to safeguard residents and businesses. Additionally,
we are dedicated to protecting and enhancing the Town’s natural
environment by preserving green spaces, open areas, water access,
and conservation lands for the enjoyment of current and future
generations.

Communication and
Engagement
The Town of Leland aims to enhance public engagement and
trust by increasing participation in Town activities, improving
transparency, strengthening social media presence, and elevating
customer service satisfaction. Internally, the focus is on better
communication and collaboration among departments. Externally,
the Town seeks to promote its achievements and services, ensure
effective crisis communication, and foster positive relationships with
other government entities. Additionally, the Town is committed to
expanding and diversifying recreational services to improve residents’
quality of life through accessible and valued parks and recreation
programs.
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 Organizational
Excellence
The Town of Leland seeks to demonstrate forward-thinking and
high-performing standards within the Town government through
exceptional leadership, internal support functions, innovation, and
strategic planning by promoting an organizational climate that fosters
an exceptional, diverse, engaged, and healthy workforce that delivers
excellent services. The Town also seeks to have the appropriate
facilities and necessary equipment available to serve the public.

Business and
Neighborhood
Enhancement
The Town of Leland is focused on fostering partnerships that promote
planned growth, enhance community pride, and strengthen its
sense of place. The Town seeks to grow and strengthen economic
prosperity through exceptional service and collaborative efforts to
recruit and retain quality organizations that advance our commercial,
industrial, residential, health, tourism, and hospitality sectors.

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Strategic Planning Process

During the Fiscal Year 2024-2025 budget planning process, staff proposed including resources to
engage a third-party facilitator and consultant to assist in the creation of a strategic plan. The search
for a facilitator began in July 2023, utilizing assistance through the UNC School of Government
Center for Public Leadership and Governance. From those discussions, the Town engaged True North
Performance Group, LLC (TNPG), to assist in the creation of this strategic plan. TNPG brought extensive
experience working within municipal government settings, as well as expertise in strategic planning
and performance management.

The strategic planning process was an opportunity to discuss the historical accomplishments of the
Town, what it does today, and how it will outline a clear path for advancing our vision. The process
allowed Councilmembers, staff, and the public to contribute to an updated shared vision for the future
and identified five strategic priority areas, each with a set of goals, objectives, and strategic initiatives.
The five-year plan establishes a document for Council and staff to use that will inform future decision-
making and investment opportunities of the Town.

Council Retreat
In June 2024, planning meetings were conducted by the consultant with representatives from the
Council and staff leadership to gain insight into Council priorities and better understand group
dynamics. This process also generated buy-in and ownership from Council to ensure an effective
retreat.

The Council held a public meeting retreat in July, and accomplished the following objectives:
• Provided an opportunity for the Council to collaborate as a team
• Reviewed and celebrated the Town’s accomplishments
• Gained consensus on long-term Vision, Mission, and Core Value themes
• Participated in an environmental scan to consider trends, changes, and key issues
• Developed 5-year Strategic Priority Areas and Goals with measurable outcomes
• Identified and prioritized Key Strategic Initiatives (projects/critical tasks) to accomplish over the
next 12 to 18 months (1-year action plan)

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Staff Retreat
Staff held a leadership retreat in August that continued to build upon the foundational items identified
during the Council retreat, including the creation of updated Vision and Mission statements and
additional refinement of goals, objectives, and strategic initiatives. Through these retreats, Council
and staff were able to ensure alignment in the framework of the plan, which will result in its successful
implementation.

An important consideration that was also discussed in the Council and staff retreats was to build the
strategic plan while reinforcing the themes included in the following primary guiding documents the
Town already utilizes, which have been developed with significant public input, in their planning and
decision-making efforts:
• Leland 2045 • Emergency Management Strategic Plan
• Economic Development Strategic Plan • Capital Improvement Plan
• Fire/Rescue Strategic Plan • Parks, Recreation, and Open Space Master Plan
• Police Strategic Plan
All of these plans, as well as other adopted plans, can be found at www.townofleland.com.

Finalization
In September, after the strategic priority areas and associated goals were drafted, a survey was
distributed to the community and staff. The purpose of the survey was to refine the process by gaining
an indication of preferences from respondents that would build upon the work of the Council and help
inform the Council's priorities.

A Special Meeting was held in early October to report on the progress of the draft Plan which also
provided an opportunity for Council and the public to provide feedback. Staff took the information
received from the meeting and further refined the document. The Plan was then presented at a
Regular meeting in October for final approval by the Council.

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Community Survey Results
Residents were asked to provide input by prioritizing the Town’s Vision statement themes and
the goals associated with each of the five Strategic Priority Areas (SPA). These priorities are key
components of the Strategic Plan, aiming to ensure Leland’s long-term objectives align with the
community’s priorities. The rankings are listed based upon the averages gathered from the
survey results.

Strategic Priority Area Weighted Average Rankings

Safe Community 4.31

Resilient, High-Quality Infrastructure and Environment 4.01

Communication and Engagement 3.93

Organizational Excellence 3.86

Business and Neighborhood Enhancement 3.28

The community survey shows residents view Safe Community as the top priority. The Town is
committed to ensuring everyone feels safe by enhancing public safety services and promoting
community involvement. Although Business and Neighborhood Enhancement was prioritized the
lowest out of the five SPAs, a weighted average above 3 still indicates broad support, and will still
remain an important priority for the Town. Placemaking helps residents enjoy safe public spaces and
fosters a sense of community by making areas like parks and streets more attractive and useful, as
seen with the expansion of Founders Park. It also boosts economic growth by attracting and retaining
businesses benefiting both residents and the local economy.

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Staff Survey Results
Town staff were also asked to prioritize the Town’s Vision statement themes and goals associated with
the five Strategic Priority Areas.

Strategic Priority Area Weighted Average Rankings

Safe Community 4.40

Organizational Excellence 4.26

Resilient, High-Quality Infrastructure and Environment 4.24

Business and Neighborhood Enhancement 4.10

Communication and Engagement 3.90

How were the rankings calculated?

The prioritization results of the five Strategic Priority Areas (SPA) for the community and resident
survey were calculated using the weighted averages of their associated goals. Each of the SPA
goals were assigned weighted averages based on the survey responses, reflecting their perceived
importance. Averaging the weighted scores of the goals associated with each SPA resulted in a single
score that represents the overall importance of that SPA. This approach ensures that the most critical
SPAs and goals are ranked and ordered according to the survey results, and also that the prioritization
process is more accurate and objective, providing a balanced framework for decision-making that
aligns with the input received from the survey.

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 Safe Community
Goal 1.1 Eliminate criminal activity
Objective 1.1.1: Maintain a low crime rate and increase the clearance rate
Strategic Initiative: Evaluate and implement new technology to prevent and solve crime
Strategic Initiative: Conduct an analysis of the unmanned aircraft system program
Objective 1.1.2: Increase Police patrol presence in neighborhoods
Objective 1.1.3: Increase the area of the Town covered with a safety camera system
Strategic Initiative: Establish a plan to implement a Town-wide camera system
Objective 1.1.4: Engage the community in educational initiatives that promote crime prevention, awareness, and safety

Goal 1.2 Strengthen preparedness to effectively respond to emergencies

and calls for service
Strategic Initiative: Establish a Continuity of Operations Plan (COOP)
Strategic Initiative: Update the Emergency Operations Plan (EOP)
Strategic Initiative: Complete the Threat and Hazard Identification and Risk Assessment (THIRA)
Strategic Initiative: Implement a quarterly emergency simulation training program
Objective 1.2.1: Maintain response time of first fire apparatus arrival at the scene of an emergency call in the Fire
District within 480 seconds from the time of dispatch 90% of the time
Objective 1.2.2: Reduce patrol time spent on reactive calls for service
Objective 1.2.3: Engage the community in educational initiatives that promote preparedness
Objective 1.2.4: Reduce the impact of training hours on available staffing resources for operations
Strategic Initiative: Evaluate and develop a plan to increase on-shift training hours
Objective 1.2.5: Maintain a Fire Insurance Rating of 2 or better as evaluated every five years by the NC State Fire
Marshal’s Office

Goal 1.3 Ensure necessary Public Safety resources are available to serve the public
Objective 1.3.1: Acquire and maintain accreditation for Police and Fire Departments
Objective 1.3.2: Maintain appropriate Public Safety staff and resource allocations
Strategic Initiative: Perform a study to evaluate Public Safety staff and resource allocations based on
South Atlantic Region FBI data and National Fire Protection Association standards
Objective 1.3.3: Prioritize and build necessary facilities to ensure structures in the Fire District limits are no further
than five miles from a fire station

Goal 1.4 Achieve orderly and safe movement within the transportation
environment
Objective 1.4.1: Reduce the number of traffic accidents
Objective 1.4.2: Engage the community in educational initiatives that promote traffic safety

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 Resilient, High-Quality
Infrastructure and Environment
Goal 2.1 Protect and enhance the Town’s natural environment by preserving
green spaces, open areas, water access, and conservation lands
Objective 2.1.1: Increase green space and public water access
Objective 2.1.2: Increase participation in environmental recreation programs
Objective 2.1.3: Complete park projects identified in the Parks, Recreation, and Open Space Master Plan
Strategic Initiative: Update the Parks, Recreation, and Open Space Master Plan
Strategic Initiative: Update the Code of Ordinances to improve open space requirements

Goal 2.2 Limit risks to health, safety, and property through stormwater management
and flood mitigation
Objective 2.2.1: Reduce stormwater deficiencies with a prioritized process for repairs within the Town’s
stormwater network
Strategic Initiative: Conduct an assessment to identify and prioritize stormwater deficiencies within the Town’s
stormwater network
Objective 2.2.2: Limit development in areas with designated flood risk
Strategic Initiative: Create an ordinance to reduce development within the floodplain

Goal 2.3 Improve the connectivity of the transportation network for all users
Objective 2.3.1: Increase appropriate sidewalk and multi-use path installations and connections
Strategic Initiative: Conduct an assessment to identify sidewalk and multi-use path additions and connections
Strategic Initiative: Prioritize and implement recommendations outlined in the ADA Transition Plan
Objective 2.3.2: Improve street and road interconnectivity
Strategic Initiative: Identify street connections recommended in the Integrated Mobility Plan (IMP)
Strategic Initiative: Update the Code of Ordinances to improve street interconnectivity requirements

Goal 2.4 Enhance Town infrastructure

Objective 2.4.1: Resurface roads according to an appropriate useful life cycle
Strategic Initiative: Update the street assessment report and prioritize road maintenance projects
Objective 2.4.2: Increase installation of bicycle lanes, new pavement markings, and crosswalks
Strategic Initiative: Identify bicycle lanes, new pavement markings, and crosswalks recommended in the
Integrated Mobility Plan (IMP)

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 Communication and Engagement
Goal 3.1 Promote transparency of public information
Objective 3.1.1: Enhance availability of performance information and operational data available to stakeholders
Strategic Initiative: Create an online transparency publication
Objective 3.1.2: Increase accessibility of public information
Strategic Initiative: Enhance the comprehensive communication strategy for the budget process

Goal 3.2 Cultivate a more informed community

Objective 3.2.1: Increase public awareness of the Town’s successes and services
Strategic Initiative: Implement targeted public awareness campaigns
Strategic Initiative: Develop template/kit for elected officials for community events/hot topics
Objective 3.2.2: Expand the ways information is received
Objective 3.2.3: Ensure the Town’s online presence is user-friendly and informative
Strategic Initiative: Refine the Town’s website and digital presence
Objective 3.2.4: Distribute timely crisis communication for significant events and significant changes in events

Goal 3.3 Encourage an engaged community

Objective 3.3.1: Increase opportunities for public engagement
Strategic Initiative: Develop a community outreach program
Objective 3.3.2: Increase brand recognition by ensuring compliance with the brand style guide
Objective 3.3.3: Strengthen social media presence to engage with a broader audience
Strategic Initiative: Develop a social media presence action plan

Goal 3.4 Enhance recreational services and programs   

Objective 3.4.1: Increase participation in recreational activities
Objective 3.4.2: Develop programming to meet community needs
Strategic Initiative: Create and adopt a Parks, Recreation, and Cultural Resources Strategic Plan

Goal 3.5 Strengthen intergovernmental and external stakeholder relationships   

Objective 3.5.1: Increase Council’s engagement with Federal and State delegations
Objective 3.5.2: Increase engagement with local governments in the surrounding area
Objective 3.5.3: Increase engagement with local businesses, non-profits, and community groups

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 Organizational Excellence
Goal 4.1 Maintain the Town’s positive financial position   
Objective 4.1.1: Maintain the Town’s fund balance in accordance with adopted policy
Strategic Initiative: Review and adopt an updated Fund Balance Policy
Objective 4.1.2: Increase the number of requests for funding from outside agencies
Strategic Initiative: Create and maintain a master list of funding opportunities
Objective 4.1.3: Maintain the Council’s debt balance in accordance with adopted policy
Strategic Initiative: Create and adopt a debt management policy

Goal 4.2 Cultivate and develop high-performing Board and Committee members    
Objective 4.2.1: Increase training and development opportunities
Strategic Initiative: Create specialized training programs for each Board and Committee

Goal 4.3 Realize efficiencies in internal and external administrative services

through technology and/or innovation
Objective 4.3.1: Increase IT training opportunities for employees
Strategic Initiative: Create a comprehensive IT training program
Objective 4.3.2: Increase automated business processes
Strategic Initiative: Create a business process automation plan
Objective 4.3.3: Enhance and streamline standard operating procedures (SOP) throughout the organization

Goal 4.4 Attract and retain a highly skilled workforce   

Objective 4.4.1: Reduce the employee turnover rate
Objective 4.4.2: Increase the number of recruiting methods
Strategic Initiative: Create a comprehensive recruiting and hiring policy and program
Objective 4.4.3: Increase the number of employee training opportunities
Strategic Initiative: Create a comprehensive training and professional development program

Goal 4.5 Ensure necessary facilities and equipment are available to serve the public  
Objective 4.5.1: Reduce closure or downtime for facilities and equipment
Objective 4.5.2: Complete the acquisition or build of identified Town-owned facilities
Strategic Initiative: Conduct a space needs assessment
Objective 4.5.3: Maintain the acquisition and replacement plan for fleet and equipment
Strategic Initiative: Create an acquisition and replacement plan for fleet and equipment

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 Business and Neighborhood
Enhancement
Goal 5.1 Develop and implement strategies to retain, attract, and start-up business
Objective 5.1.1: Coordinate business attraction efforts in target sectors to increase jobs created over Area Median
Income (AMI)
Strategic Initiative: Develop a dedicated economic development fund
Objective 5.1.2: Increase entrepreneurial business starts, jobs created, and counseling hours
Strategic Initiative: Create an entrepreneurial support initiative
Objective 5.1.3: Increase Business Retention and Expansion (BRE) visits and jobs
Strategic Initiative: Create and implement a Business Retention and Expansion (BRE) program

Goal 5.2 Market and promote Leland to attract quality business, a talented
workforce, and tourism   
Objective 5.2.1: Increase promotion and investment to leverage the Leland Innovation Park (LIP) and the Gateway
District
Objective 5.2.2: Encourage customized training programs from educational partners tailored to the needs of employers
Objective 5.2.3: Increase travel and tourism opportunities through collaboration with the Leland Tourism
Development Authority (TDA)
Strategic Initiative: Update the Leland TDA Strategic Plan

Goal 5.3 Follow adopted plans and policies to create, improve, and maintain a
healthy and vibrant community
Objective 5.3.1: Provide consistent and efficient development review, code enforcement, and inspection services
Objective 5.3.2: Encourage growth patterns and styles through land development regulations based upon
adopted plans
Strategic Initiative: Create requirements for street yards
Strategic Initiative: Create the South Navassa Road corridor study
Strategic Initiative: Create the Village Road corridor study
Strategic Initiative: Evaluate zoning regulations, districts, and restrictions

Goal 5.4 Make strategic investments and create partnerships in placemaking    

Objective 5.4.1: Increase investment in beautification, public art, and amenity initiatives to enhance aesthetic appeal,
encourage social interaction, and foster a lively, engaging environment
Strategic Initiative: Determine placemaking opportunities

Goal 5.5 Identify and grow resources for economic development and housing
opportunities      
Objective 5.5.1: Increase opportunities for partnerships, funding, and investment in economic development strategies
Objective 5.5.2: Increase opportunities for partnerships and investment in housing opportunities for all

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Glossary
Town Council

Area Median Income (AMI): A statistic calculated annually by the U.S. Department of Housing and Urban
Development (HUD) for each county and metropolitan area. It is defined as the income level at which half of the
values are above it and half are below it. AMI is a good measure of a typical income level for an area because it
takes all households into account equally.
Reference: Objective 5.1.1
Clearance Rate: The percentage of crimes investigated by the Leland Criminal Investigations Division that are
resolved by an arrest or other means.
Reference: Objective 1.1.1
Continuity of Operations Plan (COOP): A plan for a local government that ensures the essential services
continue during emergencies and disasters.
Reference: Goal 1.2
Crime Rate: The ratio of crimes in an area to the population of that area.
Reference: Objective 1.1.1
Emergency Operations Plan (EOP): A plan that outlines how an organization will respond to and recover from
a disaster or emergency. An EOP is designed to protect people and property by reducing the negative effects of
disasters and emergencies.
Reference: Goal 1.2
Fire Insurance Rating: An inspection, conducted by the NC Office of State Fire Marshal (OSFM), that gauges
the ability of a local fire department to respond to fires. The inspection results in a rating of 1 (highest level of
protection) to a 10 (no fire protection) and has a direct effect on the insurance premiums that individuals pay on
their homes and commercial buildings. (www.townofleland.com/ISO)
Reference: Objective 1.2.5
Fund Balance (Unassigned): Available funds that have not been restricted, committed, or assigned to a specific
purpose or other funds.
Reference: Objective 4.1.1
South Atlantic Region FBI: https://cde.ucr.cjis.gov/LATEST/webapp/#/pages/home
Reference: Objective 1.3.2
National Fire Protection Association (NFPA): https://www.nfpa.org/downloadable-resources/fact-sheets/nfpa-
1710-requirements-fact-sheet
Reference: Objective 1.3.2
Placemaking: A process that aims to improve public spaces and the quality of life for the people who use them.
Reference: Goal 5.4
Threat and Hazard Identification and Risk Assessment (THIRA): A risk assessment process that helps
communities identify what threats and hazards could affect it, what impact those threats and hazards might
have on the community, and what capabilities the community should have as a result.
Reference: Goal 1.2
Tourism Development Authority (TDA): A local government entity that is typically created by a county or
municipality to administer and expend local occupancy tax revenue to promote tourism in a specific area.
Reference: Objective 5.2.3

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