GOLDSBORO, NORTH CAROLINA Position Profile for CITY …THE MERCER GROUP, INC. Phillip G. Robertson Senior Vice President 3443 Highway 39 North Louisburg, North Carolina 27549 (919)

__________________________________________________________________________ CITY MANAGER Goldsboro, North Carolina POSITION PROFILE The Mercer Group, Inc. Page 1 October 27, 2018

GOLDSBORO, NORTH CAROLINA Position Profile

for

CITY MANAGER

THE MERCER GROUP, INC. Phillip G. Robertson Senior Vice President

3443 Highway 39 North Louisburg, North Carolina 27549 (919) 496-2080

Send resume, cover letter, and detailed salary history by 14 January 2019 (Electronic Submission Required) [email protected]

The City of Goldsboro is an Equal Opportunity Employer


CITY MANAGER

GOLDSBORO, NORTH CAROLINA INTRODUCTION TO GOLDSBORO........................................................................................... 3

THE REGION ................................................................................................................................. 4

ABOUT CITY GOVERNMENT ................................................................................................... 5

HISTORY OF GOLDSBORO ........................................................................................................ 6

ISSUES FACING THE POSITION ............................................................................................... 8

CONTINUED FINANCIAL STABILITY ................................................................................. 8

PUBLIC TRUST ......................................................................................................................... 8

OPEN AND FORTHRIGHT COMMUNICATIONS ................................................................ 8

EXECUTIVE STAFF, SUCCESSION PLANNING, AND EMPLOYEE DEVELOPMENT .. 8

INTERNAL CONSENSUS BUILDING AND DECISION MAKING ..................................... 9

COMMUNITY AND ECONOMIC DEVELOPMENT ............................................................. 9

COUNCIL – MANAGER RELATIONS ................................................................................... 9

EMPLOYEE MORALE AND CONTINUED PRODUCTIVITY ............................................. 9

DIVIDED POLITICAL ENVIRONMENT ................................................................................ 9

PROVISIONS OF THE POSITION ............................................................................................. 10

COMPENSATION ................................................................................................................... 10

PERFORMANCE PLANNING AND APPRAISAL ............................................................... 10

RESIDENCY/COMMUNITY INVOLVEMENT .................................................................... 10

AT WILL EMPLOYMENT STATUS ..................................................................................... 10

THE IDEAL CANDIDATE ......................................................................................................... 11

EDUCATION AND EXPERIENCE ........................................................................................ 11

WORKING STYLE, SKILLS, KNOWLEDGE AND ABILITIES ......................................... 12

PERSONAL CHARACTERISTICS ........................................................................................ 13

INTERVIEW PROCESS .......................................................................................................... 13

ADDITIONAL INFORMATION: GOLDSBORO AND WAYNE COUNTY ........................... 15

WEATHER ............................................................................................................................... 15

SCHOOLS/EDUCATIONAL FACILITIES ............................................................................ 15

TRANSPORTATION ............................................................................................................... 16

MEDICAL CARE ..................................................................................................................... 16

MORE INFORMATION .......................................................................................................... 17


INTRODUCTION TO GOLDSBORO

Goldsboro is a progressive city recognized by Our State Magazine, (2018), as a “community sitting at the junction of the past and the present, celebrating the first while enjoying the second … the sky’s the limit for the town’s future” whose “downtown is poised for takeoff … from airmen passing through to longtime locals, everyone’s got a place to be a regular.” Described in its City Portrait (Our State Magazine, 2016) as a place where “you’ll hear the hoo of mourning doves, the yearning train whistle, Seymour Johnson’s bold jets”: each phrase attests to the charm and history of the City of Goldsboro. Goldsboro with a population over 35,000, is a young community with a median age of 33, Goldsboro’s median household income is $32,148. The population is 50.6% Black, 37.7% White and 6.14% Hispanic. Almost 10% (9.5%) speak a non-English language and 95.9% are US Citizens. The median property value is $119,100, and the homeownership rate is 35.5%. The economy of Goldsboro is specialized in Public Administration, Manufacturing and Healthcare &Social Assistance, which employ more people than would be expected in a location of this size. The largest industries are Healthcare & Social Assistance, Manufacturing, and Retail Trade. The highest paying industries are Transportation & Warehousing, Professional, Scientific & Technical Services, and Real Estate, Rental & Leasing. Nestled in the heart of eastern NC between Raleigh and the coast, Goldsboro is situated in North Carolina's Coastal Plain bordered on the south by the Neuse River and the west by the Little River about 43 miles southwest of Greenville, home of East Carolina University, 55 miles southeast of Raleigh, the state capital, and 87 miles northwest of Wilmington and other Southeastern North Carolina coastal localities. Goldsboro’s heritage has roots in the military, agriculture and natural resources.

Goldsboro is best known as home to Seymour Johnson Air Force Base, one of the best, oldest and most distinguished fighter communities in the world. Seymour Johnson is a major Air Combat Command base and is the current home of the 4th Fighter Wing. The wing is home to the multi-role, all-weather F-15E Strike Eagle and provides worldwide deployable aircraft and personnel capable of executing combat missions in support of the Aerospace Expeditionary Force. The base is named for Navy Lt. Seymour A. Johnson, a test pilot from Goldsboro who died in an

airplane crash near Norbeck, Maryland, on March 5, 1941. In August 1940 the War Department designated the airport as essential to national defense. Seymour Johnson is the only Air Force base named in honor of a naval officer.


THE REGION

Home to many local agribusinesses, the area around Goldsboro boasts a diverse production of crops including swine, poultry, tobacco, corn, soybeans, cotton, cattle, wheat, and vegetables, in addition to a variety of seasonal crops, from strawberries during the summer months to pumpkins, grapes and Christmas trees in the fall and winter. In the Goldsboro/Wayne-County area there are acres of open land, fields of lush crops, pastures of grazing livestock, and vineyards laden with grapes.

Natural resources enjoyed in the area include hiking, boating and camping at the Cliffs of the Neuse State Park, riding at the Busco Beach ATV Park and Campground, attending events at the Goldsboro Equestrian Center, and enjoying the many offerings of the Goldsboro Department of Parks and Recreation. Goldsboro and Wayne County contain trails which are a part of the NC Mountains to the Sea Trail and 70 miles of interconnected paddle trails designated as Wayne County Water Trails.

The City of Goldsboro has a robust parks and recreation program, which means there are plenty of opportunities for residents of all ages to get out and get active. The City recently added the new W.A. Foster Recreation Center and the Bryan Multi-Sports Complex — both state-of-the-art facilities — to its recreation offerings. Connect Sports, a senior leader in sports destination marketing and event management, recently ranked the Multi-Sports Complex among the best soccer facilities in the nation. For entertainment and nightlife, look no further than Downtown Goldsboro. A recent streetscape project makes our revitalized downtown the place to be. Downtown Goldsboro offers something for everyone, from one-of-a-kind shopping to fare from around the world and year-round live entertainment at the Paramount Theatre. The Maxwell Center, Wayne County’s new convention center, is also a great place to attend and host events in Goldsboro. Goldsboro and the Wayne County area sum up themselves with 4 Ps: pigs, pickles, planes, and poultry! Goldsboro and Wayne County are the proud home to Seymour Johnson Air Force Base, Mount Olive Pickle Company, Cliffs of the Neuse State Park, Beak Week Poultry Festival, an award-winning historic downtown, NC Pickle Festival and Wings Over Wayne Air Show. Goldsboro and Wayne County are located on the NC Barbeque Society Historic Trail and the Mountains To Sea Trail, which is a perfect blend. Live music downtown, farm tours, craft beer, boutique shops, signature restaurants, F-15E Strike Eagles soaring across the sky …there are so many things to experience and do in Goldsboro and Wayne County.


ABOUT CITY GOVERNMENT The City of Goldsboro has a City Council/City Manager form of government. As its governing body, Goldsboro's City Council is comprised of six members elected by specific districts and a Mayor elected at large. The Mayor and City Council, who are all elected to office for each four-year term, develop City policies for the City of Goldsboro. The Mayor is the official and ceremonial head of the City Government and presides at Council meetings. As the legislative body of the City, the City Council adopts ordinances and resolutions and establishes policies, programs and procedures necessary for governing Goldsboro.

City Council is primarily responsible for setting policy and law for the present and future of the city. City Council recognizes that its role generally is that of a policy-making body and has a strong history of appreciating the distinct roles of city management from city council. One of the most important task each year for Council is approving the annual City budget and setting accompanying tax rate. The City Council and the Mayor appoint the City Manager. The City Manager is responsible for all management functions of the City, including preparation of the budget, delivery of services, hiring of personnel, and implementation of capital projects. The City Manager must provide pertinent information to the Mayor and City Council concerning issues facing Goldsboro. Moreover, the City Council expects the City Manager to keep the council informed on relevant information.


HISTORY OF GOLDSBORO The city of Goldsboro became the county seat for Wayne County in 1847 and has expanded to an area encompassing over twenty-five square miles. With a population exceeding 35,000, Goldsboro has developed largely as the transportation center for the area's agriculture industry. Goldsboro is renowned as the home of Seymour Johnson Air Force Base.

When Wayne County was formed in 1789, the town of Waynesborough developed along the banks of the Neuse River, around the county courthouse built there. In the late 1830s, the Wilmington and Raleigh (Weldon) Railroad line was built to the east of Waynesborough. At the intersection of the railroad and the New Bern Road, a hotel was built, and a community began to establish itself. This community became known as Goldsborough's Junction after Major Matthew T. Goldsborough, an Assistant Chief Engineer with the railroad line. The town of Goldsborough was incorporated in 1847, and the name officially changed to Goldsboro in 1869.

After the Wilmington and Weldon Railroad line was completed, a hotel was built at the intersection of the railroad and New Bern Road. Because of the hotel, the village was made a stopping point for trains and began to establish itself as a community. In 1856 the North Carolina Railroad connected Goldsborough to Charlotte and in 1858, the railroad was completed from Goldsborough to Beaufort, allowing connections in all four directions. By 1861, the population of Goldsborough was estimated to be 1,500 hundred people.


By the onset of the Civil War, Goldsborough was one of the most important railroad junctions in the South during the Civil War. Here the Atlantic and North Carolina Railroad, which ran from Morehead City to Raleigh, intersected the Wilmington and Weldon Railroad, which ran from Wilmington to Richmond. These railroads were vital to both sides during the war. Supplies arriving on blockade runners at Wilmington were shipped by rail through Goldsborough to the Confederate army in Virginia, making Goldsborough an important depot. Confederate troops were stationed here during the war, to guard the city and to be available to be sent quickly by rail where needed.

Hospitals were established for the wounded coming back from the front. Some of these troops are among the 800 Confederate soldiers buried in a mass grave at Willowdale Cemetery. When New Bern fell in March 1862, breastworks were built eighteen blocks east of Goldsborough along Stoney Creek. Remains of these are found along Claiborne Street.

In December 1862, Union and Confederate troops fought for possession of the Wilmington and Weldon Railroad Bridge. Union General John Foster marched from New Bern with 10,000 infantry, 640 cavalry and 40 artillery pieces and reached the area on the morning of December 17. The objective of Foster’s Raid was the destruction of this railroad bridge over the Neuse River, three miles south of Goldsborough. Supplies shipped by rail from the port at Wilmington had to cross this bridge on their way to the Army of Northern Virginia, making this bridge, and Goldsborough, vital links in the confederate supply chain. Foster also intended his raid to be a demonstration in favor of the Union army, which was then involved in an attack at Fredericksburg, Virginia.

The bridge was defended by a small Confederate force commanded by Generals Gustavus Smith, Thomas Clingman, and Nathan Evans. Union troops attacked from the other side of the railroad and, after pushing back the Confederates, succeeded in burning the bridge. Union troops then destroyed the railroad tracks atop the near embankment.

Late that afternoon, as Foster’s army was marching back towards New Bern, Confederate forces crossed these fields and attacked Foster’s rear guard on the other side of the railroad but were repulsed by a heavy fire of musketry and artillery. The Confederates suffered around 150 casualties. Union losses were less than 100.

In 1865, Goldsborough was Union General Sherman’s objective on his march through the Carolinas. Three Union armies converged on Goldsborough to use the railroads for supply and to prepare for further action. These armies reached Goldsborough after the Battles of Bentonville and Wyse Forks in March of 1865. Union hospitals were established, and the city was occupied for three weeks by over 100,000 Union soldiers. Some troops remained in Goldsborough after the war until early 1869. In 1869, the spelling was officially changed to Goldsboro.

Goldsborough was granted a U.S. Post Office on March 30, 1841, and its first Postmaster was Samuel A. Andrews. It has been in continuous operation ever since inception.


ISSUES FACING THE POSITION (The following issues were identified through interviews with the Mayor and Council and selected Staff. Successfully addressing these issues will be of primary importance to the new City Manager.)

CONTINUED FINANCIAL STABILITY The City government is currently in a stable financial situation. That stability must continue through the strong financial stewardship that has become a hallmark of the City of Goldsboro. The City’s bond rating has recently been upgraded by S&P to its highest position ever, (AA-). The existing economic climate will require the new City Manager to identify, prioritize, and address all budgeting, spending and revenue issues. The new City Manager will be looked to by the Mayor and Council for advice, options, and guidance regarding ways to increase revenues, identify opportunities for operational savings, and exploration of alternative funding sources.

PUBLIC TRUST It will be important for the new City Manager to maintain and enhance the trust and credibility that is currently placed in the City government by the residents and business community of Goldsboro. Residents and business leaders wish to continue and improve upon an open, accessible administration and they want to feel comfortable talking and working with the new Manager. This will entail the new Manager becoming involved with, and in, the community to the same extent as other prominent community leaders. The new City Manager will be expected to facilitate an involved, democratic process of government, welcoming the participation of all interested citizens. This may include identifying, developing, and facilitating effective roles for Citizen Boards and Committees.

OPEN AND FORTHRIGHT COMMUNICATIONS Of crucial importance is the expectation that the new City Manager will promote and model open, thorough and clear communications between the Manager’s office, City staff and the City Council. The usual dilemma of separation of powers versus the desire for information need not result in choking the flow of information “up and down”. Board members are typically enthusiastic and interested in City business, while staff members are equally enthusiastic and well qualified. All share the expectation that the City Manager will welcome the exchange and share the resources offered by both groups in a forthright, consistent, and fair manner.

EXECUTIVE STAFF, SUCCESSION PLANNING, AND EMPLOYEE DEVELOPMENT Goldsboro city government and its residents have long benefited from having an exceptionally qualified and expert management team of department heads, as well as experienced staff in many other positions. The new City Manager will be expected to address all phases of succession planning. Within the next few years, there is a possibility that some department heads and other tenured staff will retire; the new manager will be expected to recruit and hire replacements for these key positions that will, at a minimum, maintain the current operational integrity and cohesiveness of the senior staff. Emphasis also needs to be placed on developing mid-level management expertise within the current staff ranks so that as senior staff leave there are experienced and tenured staff from within to take their place.


INTERNAL CONSENSUS BUILDING AND DECISION MAKING The new City Manager must garner and maintain the confidence of the City Council. The City Manager will be expected to assist Council in making the best decisions, while practicing open communication with all City Council members equally. Further, the new City Manager will be expected to develop and implement ways in which staff will adopt a more comprehensive, definitive approach to research on issues, recommendations, and presentations to the City Council while streamlining agenda and deliberation processes.

COMMUNITY AND ECONOMIC DEVELOPMENT As a cooperative effort with City Council and community organizations, the new City Manager will have the opportunity to lead the efforts in developing, implementing and administering programs and policies that will attract retail and commercial development. It will be crucial for the new City Manager to solicit community input regarding the types of development that are desired in the City of Goldsboro. Additionally, education of all community segments regarding the need for enhanced economic development efforts will be essential. The new City Manager should be willing to address the costs, benefits, and feasibility of each business or industry with concerned and interested citizens.

COUNCIL – MANAGER RELATIONS The present Mayor and City Council are strong in their support of a professional City Manager. They rely on the Manager for strategic and operational continuity within the City. Council members are actively interested in the services and functions of City government and working with the City Manager and staff in policy development, long- and short-term planning, and budgeting. They regard the planning for Goldsboro’s future as a partnership between the Council and the Manager. The Mayor and Council members will expect the City Manager to facilitate their policy role through careful research, presentation of options and analysis, as well as recommendations for possible decisions in the development and implementation of public policy. It will be important for the new City Manager to provide the same information in a timely manner to all Council members, so that they are equally well prepared and informed.

EMPLOYEE MORALE AND CONTINUED PRODUCTIVITY The current City workforce is hallmarked by experience, high morale, and exceptional productivity. It will be crucial for the new Manager to continue to foster this culture of excellence and service to the citizens of Goldsboro as long time employees retire and new employees are brought on board.

DIVIDED POLITICAL ENVIRONMENT On various issues, there is currently a divided political environment among politically active groups within the community and with certain issues before City Council. The new City Manager will be expected to effectively and apolitically bridge the gaps between ideologies and identify common ground while maintaining trust in the City’s government.


PROVISIONS OF THE POSITION The City Manager is appointed by the Mayor and City Council, based on professional training and qualifications, to carry out the Council’s policies and decisions and to ensure that the entire community is being efficiently and effectively served. The City Manager’s duties and responsibilities will include the following: Sees that all laws and ordinances are faithfully enforced.

Advises the Council of financial conditions and current and future needs, including well-articulated options.

Administers the annual budget as adopted by the City Council.

Manages and supervises departments of the City.

Appoints and removes, with Council notification, Department Heads and staff of the City.

Provides leadership and direction in the development of short- and long-range plans.

Coordinates activities with other elected officials and boards, departments and agencies.

Provides professional advice on City administration and organization to Council and Department Heads.

Communicates official plans, policies and procedures to elected officials, City staff, and the general public.

Facilitates effective communication between the Council and City management, and the Council and the public.

Studies and standardizes procedures to improve efficiency and effectiveness of operations.

Receives complaints from staff, residents and the general public and assists in resolving conflicts.

Prepares studies, reports and related information for decision-making purposes.

Attends meetings of the City Council, and events at which the Council’s attendance may be required.

COMPENSATION: Salary is negotiable depending upon qualifications and experience; there is an attractive and competitive fringe benefits plan. PERFORMANCE PLANNING AND APPRAISAL: A new City Manager can expect to establish mutually agreeable performance goals and measures with the Mayor and Council within the first few months of employment. This will be facilitated by The Mercer Group. RESIDENCY/COMMUNITY INVOLVEMENT: Within 180 days of the end of his/her probationary period, the City Manager must move his/her residence within the City limits. The City Manager will be expected to take part in and support community events, programs and activities that are related to the quality of life in the community. AT WILL EMPLOYMENT STATUS: The City Manager serves at the pleasure of the Mayor and City Council within the provisions of the employment contract.


THE IDEAL CANDIDATE

EDUCATION AND EXPERIENCE

Bachelor’s degree in public administration, business administration or a field closely related to

government management. A Master’s degree in a related field is strongly desired.

Minimum of seven years' progressively increasing executive responsibility for revenue enhancement, organization, management, policy formulation and service delivery in a full-service organization approaching the size and complexity of Goldsboro or larger.

A record of successfully dealing with elected officials and boards, other than and in concert with the City Council.

A proven record of safeguarding and enhancing the public’s trust in local government.

Fiscally astute with experience in the principles and practice of governmental management, including taxation, budgeting, finance, grantsmanship, environmental protection, human resource management, and program and service delivery and evaluation.

Solid experience and skill in revenue enhancement, financial management, financial planning and administration of budgets.

Experience with a broad variety of services, including economic and commercial development, regional governmental collaboration, utilities, land use planning, community development, transportation, and parks and recreation.

Experience with focused economic development and revitalization programs and initiatives.

A record of effective hiring and of promoting employee development and leadership, including delegation, accountability, training and rewards for performance.

A record of customer service and responsiveness to residents, establishing an organizational practice of customer-friendly services.


WORKING STYLE, SKILLS, KNOWLEDGE AND ABILITIES

A participative leader who is comfortable among highly competent and successful people in both the

public and private sectors.

A representative of the City of Goldsboro at the Local, State and National levels.

A lobbyist at the national level, with knowledge of the importance of maintaining the military presence of Seymour Johnson Air Force Base.

A results-oriented and apolitical Manager who can make difficult strategic decisions and communicate them in a respectful, compassionate manner.

An individual that keeps the Mayor and City Council apprised of potential problems and attendant options, being detail oriented but understanding the amount of detail needed for each interaction or discussion.

A leader who sets direction, then remains in regular communication with Department Heads to hold them accountable for accomplishments.

A Manager who supports policy development by the Council and is skilled at translating policy into practice with staff members.

A person who will become a member of community and civic organizations, appear at community meetings and events, regional planning and service partnerships, and neighborhood meetings, and is available for evening or weekend public meetings.

A leader with the foresight to imagine and anticipate trends, opportunities, and problems. A person who can help to articulate to residents and staff the Council’s vision.

Someone with a thorough approach to examining alternatives, and presenting well-documented options and recommendations to elected officials in a timely manner, including explanation of alternatives, pros and cons.

A person who will use demonstrated skills in interpersonal, written and verbal communications to build strong trust with the Council and the public, while enhancing the credibility of City government and the position of City Manager.

A person who promotes teamwork, shares information willingly, and encourages an open and transparent government.

A leader who can make a quick decision under pressure when the situation demands.

A skilled public speaker and presenter with an understanding of the media and the importance of positive public relations.

Someone familiar with trends in technology useful for city functions.

A Manager who is aware of local, regional, state and national issues and practices.


PERSONAL CHARACTERISTICS

Unquestioned honesty, integrity and ethics demonstrated by the highest standards of professional

conduct.

Strategic thinking, serving as a catalyst in developing and implementing initiatives that benefit all residents.

Someone who is not interested in who gets the credit for good things happening; not a “monument builder”.

Accessible and forthright and respectful with the Council, residents and City staff.

Professional in all aspects; with the ability to listen without prejudice.

Well-developed sense of humor.

Understands the need to listen and learn before acting upon initiatives or making significant changes. A person who will tackle approved projects and programs with a “can-do” attitude.

Relationship-builder with community members, the City Council and staff, and other colleagues.

Unifier, one who brings people together across traditional boundaries and helps to build consensus.

Sensitive to community history and values and enjoys becoming involved in community events and groups.

Someone with the self-confidence to welcome the experience and expertise of the Council and staff, helping both groups to focus their resources on long-term gains.

Leadership, a person who builds an open rapport with staff members, welcoming consultation on new ideas and problem-solving. A person who respects individuals and values professional development for each.

An innovative individual of high energy.

A person who comfortably combines drive and diplomacy.

INTERVIEW PROCESS: After screening and qualification by The Mercer Group, Inc., and approval by the Mayor and City Council, candidates will be invited to Goldsboro for introductions and interview with the Mayor and Council, and possibly staff or others. Following the signing of a waiver by the candidate, intensive background investigations will be conducted, which may include visits to the current or previous employer of the final candidate(s) as part of the selection process.


POSITION ADVERTISEMENT CITY MANAGER

CITY OF GOLDSBORO, NORTH CAROLINA This is an exceptional opportunity to manage one of the most successful, responsive, and historic cities in the southeastern United States. The county seat of Wayne County, with a population of over 35,000, seeks a City Manager to sustain a tradition of professionalism and excellence. Goldsboro values education, a historic tradition and a civic-minded, caring public. The City is recognized for its high quality of family life, thriving agribusiness, and as the home of Seymour Johnson Air Force Base. Located in North Carolina’s coastal plain, Goldsboro is a city like no other. Goldsboro sits amid (one hour in each direction) the cities of Raleigh, New Bern, Greenville, and Fayetteville. The City is also just over an hour from the center of Research Triangle Park and, in the other direction, the beaches of Wilmington and Wrightsville. Goldsboro is politically, geographically, economically and strategically positioned to continue to grow as a center of commerce, nationally recognized military stewardship (home to Seymour Johnson Air Base), tourism, and education (seventeen colleges and universities are located within an hours’ drive). The City prides itself on being a safe and secure community with a strong and diverse economy and an exceptional quality of life for its citizens. Goldsboro is viewed as a model of excellence in government as well as a city of racial and cultural harmony. Goldsboro has a professional staff of more than 460 full-time employees. The general fund budget for fiscal year 2018-2019 is over $61 million. The manager is appointed by the seven-member Mayor and City Council. During the past thirty two years Goldsboro has had three city managers. The Mayor and City Council seek a professional manager to provide strategic and operational leadership. The ideal candidate possesses an agile financial mind and proven experience and demonstrated success relating effectively with all segments of a diverse community, hiring executive level managers, succession planning, implementing meaningful strategic planning initiatives, and the capacity to manage organizational change. Market competitive salary depending on qualifications, plus excellent fringe benefits. Bachelor’s degree (Master’s degree in public administration, business, law or a related field highly preferred) with a minimum of seven to ten years of experience in high level management positions. If chosen for an interview with the mayor and council, a candidate will be required to cooperate with The Mercer Group, Inc. in its conduct of background checks. Send resume; cover letter that demonstrates how your qualifications, interests, and experience coincide with this posting; detailed salary history; to Phillip Robertson, The Mercer Group, Inc., [email protected] (electronic submission required) by 14 January 2019. View an in-depth profile of the position at www.MercerGroupInc.com by clicking on the “Current Searches” tab on the screen.


ADDITIONAL INFORMATION: GOLDSBORO AND WAYNE COUNTY

WEATHER Goldsboro's location on the Atlantic Coastal Plain lends it a humid subtropical climate, with hot humid summers and cool winters. The hottest month is July, with an average high temperature of 91 °F (33 °C), and an average low of 71 °F (22 °C). The record high temperature in Goldsboro of 118.4 °F (48 °C) was recorded in July 2007. Prior to that, the record had been set at 105.8 °F (40.4 °C) in July 1997. The coldest month is January, with an average high of 54 °F (12 °C), and an average low of 33 °F (1 °C). Record low temperatures were recorded as -0.8 °F (-18.2 °C) in January 1985 and 2.1 °F (-16.6 °C) on Christmas day in 1989.* Annual total rainfall is 49.84 inches, falling relatively evenly with a slight wet season in the late summer/early fall. Some light to moderate snowfall can occur in winter, but it is sporadic and can range from only a trace to totals over a foot (30 cm) in some years. The wettest month is in July with an average of 3.4 inches of rain falling on 13 to 14 days. The driest month in Goldsboro, NC is October with an average of 1.9 inches of rain falling on 8 to 9 days. *(The largest snowstorm in history for the Southeast U.S. coast occurred just before Christmas 1989. This storm broke all-time snowfall records along the coast of NC and SC.)

SCHOOLS/EDUCATIONAL FACILITIES There are two colleges in Goldsboro, North Carolina Wesleyan College (Goldsboro campus) and Wayne Community College. Wayne Community College is home to a prestigious nursing program that features a nursing simulation lab, offering a state-of-the-art virtual hospital setting. In addition to these, the location of Goldsboro and its proximity to major highways, provides easy access to many of North Carolina’s colleges and universities including:

University of Mount Olive (30 miles); East Carolina University (50 miles); Campbell University (52 miles); Shaw University (55 miles); St. Augustine’s University (55 miles); North Carolina State University (55 miles); University of North Carolina, Chapel Hill (82 miles); and, Duke University (87 miles).

In addition to these, North Carolina has an extensive community college system with campuses spread throughout the state. Public schools in Goldsboro are a part of Wayne County Public Schools. The education needs of the children are met with seven high schools, four middle schools and ten elementary schools. There are a number of private schools in the area. As part of the public-school system, the Wayne School of Engineering, opened in 2007, provides an opportunity to earn a two-year associates degree from Wayne Community College in grades 6 through 12.


TRANSPORTATION The closest civilian airport, Wayne Executive Jetport, is a general aviation facility. The nearest commercial airport with public passenger service is Kinston Regional Jetport (IATA: ISO), approximately 30 miles east of Goldsboro. Raleigh-Durham International Airport (RDU), which serves the area for many of its domestic and international travel needs, is located about 70 miles from Goldsboro. Major highways that run through Goldsboro are US 70 (the main thoroughfare through Goldsboro), US 13, US 117, NC 111, and NC 581. Goldsboro is connected to I-95 which runs north and south through the state at Wilson to the north and Selma to the west. Travel to I-95 by means of I-795 north to Wilson and to Selma along US 70 is approximately 25 miles using either route. The Goldsboro Bypass (US 70 Bypass) was fully opened in May 2016 is designated as Future Interstate 42. The city has a bus system known as “GWTA” which runs four routes.

MEDICAL CARE From Cardiologists to Specialists in Internal Medicine, there are a variety of Physicians located in and near Goldsboro. Hospitals include: Wayne Memorial Hospital, a medical facility located in Goldsboro, is the county's second largest employer; Cherry Hospital is a psychiatric hospital which first started in 1880 as a facility to treat mentally ill African Americans with a museum depicting its history located on the hospital campus; and, O'Berry Neuro-Medical Center is a North Carolina Department of Health and Human Services hospital providing rehabilitative services to the mentally retarded and people with developmental disabilities. Goldsboro and eastern North Carolina are served by three teaching/research facilities: East Carolina University: Greenville, North Carolina Located in Greenville, Vidant Medical Center is the third largest Level I Trauma Center in the nation and serves as the teaching hospital for the Brody School of Medicine at East Carolina University. Duke University: Durham, North Carolina Duke University Hospital is a full-service tertiary and quaternary care hospital that is ranked among the nation’s best. University of North Carolina: Chapel Hill, North Carolina UNC Medical Center is a public academic medical center provides patient care, educates health care professionals and advance medical research in partnership with the UNC School of Medicine.


MORE INFORMATION For further information about Goldsboro, North Carolina, please visit the following: WEBSITE: http://www.goldsboronc.gov/ GOLDSBORO: http://www.visitgoldsboronc.com/ EVENTS: http://www.visitgoldsboronc.com/events/ LOCAL BLOGS: http://www.visitgoldsboronc.com/blog/ VISITOR’S GUIDE: http://www.visitgoldsboronc.com/visitors-guide/ OUR STATE MAGAZINE 2018: https://www.ourstate.com/around-town-goldsboro/ OUR STATE MAGAZINE 2016: https://www.ourstate.com/city-portrait-goldsboro/ DIGITAL NC: https://www.digitalnc.org/blog/historic-images-goldsboro-available-digitalnc/ GOLDSBORO DOWNTOWN DEVELOPMENT: http://www.dgdc.org/about-goldsboro/ FORBES (2017): https://www.forbes.com/places/nc/goldsboro/ SEYMOUR JOHNSON AIR FORCE BASE: https://www.seymourjohnson.af.mil/

Documents

GOLDSBORO, NORTH CAROLINA Position Profile for CITY …THE MERCER GROUP, INC. Phillip G. Robertson Senior Vice President 3443 Highway 39 North Louisburg, North Carolina 27549 (919)