Strategic Planning Information & Updates

Mathews County Strategic Work Plan 
 November 2024

Vision Statement

Widely acknowledged as the Pearl of the Chesapeake, Mathews is a beautiful, vibrant County with a rich cultural, political, and economic heritage.  With its 250 miles of waterfront, shoreline management and access to water are priorities.  Researchers studying the effects of rising seas on fragile eco-systems and sustainable energy alternatives in a coastal community are attracted to Mathews.  

Informed citizens work closely with government to protect the County and their way of life.  Through their efforts, the sky is clear and the air sweet.

Development - Development is limited and carefully planned to control pollutants and protect the natural environment.

Trails - Biking and hiking trails weave through forests and meadows while low emission public vehicles minimize the need for cars.

Learning - Life-long learning is an integral part of community life. Schools are outstanding, academically, and athletically, with nationally competitive crew and sailing teams.

Farms - County farms delight consumers and restaurant owners with local products while merchant’s welcome patrons with quality offerings.

Art - The arts community has grown.

Water - Central water, safe streets and sidewalks, sewage and wastewater management systems support historic Mathews Courthouse. The County carefully focuses on economic development, tailors the Comprehensive Plan to Mathews‘ unique requirements and manages Zoning and Ordinances rigorously.

Eco-friendly enterprises - aquaculture, maritime museums, marinas, sailing schools, sea farms, kayak farms, boat tours - concentrate economic activities on the water.

Businesses - Home-based businesses, dependent on Internet service, distribute Mathews’ products worldwide. Other commercial enterprises are approved in select locations when living-wage employment, limited environmental impact, and contribution to revenue can be demonstrated.

By opening communication, encouraging citizen involvement, and seeking funding alternatives, the County has achieved affordable housing, recreational options, health/wellness services, and a sustainable environment for its small, diverse population.

Close Citizens - Citizens appreciate each other. They value their history; close-knit, family traditions; even-handed government; community services; and independence. Together, citizens look to the future with pride.

Mission Statement

The government of Mathews County exists to provide the citizens of the county with services which will address their individual and collective needs both for the present and the future.  In partnership with the citizens, the government of Mathews County pledges a civic stewardship that is fiscally accountable, socially responsible and worthy of citizen trust.

Core Values

5. Fiscal Responsibility
6. Citizens’ Right to be Heard
7. Full Board Participation in Decisions
8. Open Communications
9. Transparency

2024/25 Work Plan

Infrastructure – Develop and maintain adequate facilities, utilities, and enterprise systems to sustain quality of life, support appropriate new development, and provide for efficient County operations and service delivery.

Schools

• Complete an energy audit of public buildings, including schools – report due in February 2025; start to implement recommendations in the FY 2026 Budget and CIP
• Conduct a space and program needs analysis, focused on the middle school but considering the elementary and high schools as well
  • Issue an RFP for an architecture and engineering firm to conduct the analysis by January 1, 2025; include a sports complex in the evaluation
  • Sign a contract with the architecture and engineering firm by March 1, 2025
  • Receive the space and program needs analysis report by end of year (EOY) 2025. 
  • Develop a financing plan for the approved construction program in 2026 
  • Occupy a new or renovated building(s) - 2028/29

Other

• Municipal water & sewer – study the options from the 2022 preliminary engineering report; get a quote from the engineering firm for the next steps within 30 days (by December 15^th)
• Develop a public facility master plan for County buildings other than schools by December 31, 2025.

Government performance – Continually work to improve efficiency, effectiveness, and equity in service delivery with an appropriate organizational structure and through the adoption and revision of appropriate policies, procedures, and practices; adapt and implement best practices. 

• With the Schools, issue an RFP for new financial management software – issue the RFP by January 1, 2025; include a placeholder amount in the FY 2026 Budget/CIP
• Conduct an analysis of County development fees – Fiscal Year 2027
• Develop a five-to-ten-year CIP, including costs and funding sources; determine the role of the Planning Commission (initiation or review) in the process 
• Develop a staffing plan, addressing needed positions and succession, for the next three to five years
• Review and update the County employee manual – utilize a third party for review to recommend changes - 2025
• Stop paying overtime for less than forty hours worked in a work period – implement July 1, 2025
• As a condition for funding by the County, continue to require audits from outside agencies 
• Provide clarity regarding IT personnel access to systems utilized by the Constitutional Officers 
• Provide staff training in customer service and other areas to improve service delivery – 2025 
• Conduct a review of the Comprehensive Plan – start January 1, 2025, and finish by December 31, 2025

Economic development – Support business development and expansion that increases the tax base, provides gainful employment, and enhances quality of life.  Agriculture and tourism are important components.  

• Consider tax incentives or abatement to improve blighted property – ask the County Attorney to provide a briefing on the Board’s authority and options
• Have a joint meeting of the Board of Supervisors and the Economic Development Authority – within 6 months (by May 1, 2025)
• With the EDA, develop an incentive’s philosophy to promote business recruitment and expansion
• Consider EDA ownership of a County industrial/business park

Recreation/culture – provide opportunities for structured and unstructured indoor and outdoor recreational and cultural opportunities for all age groups.   

• Develop a trail and bike plan for the County; ask the Parks & Recreation Commission to explore funding opportunities – 2025 
• Utilize the 62-acre County-owned parcel to develop recreational amenities
• Conduct a preliminary engineering review to establish parking at Haven Beach – ASAP
• Ask the YMCA for a proposal for a joint venture to establish an indoor community pool – by March 1, 2025

Public safety – Protect life and property, plan for emergency management, mitigate risks, and respond to individual and community-wide crises.   

Housing – Provide an environment that supports the development of safe, affordable, and diverse housing options to accommodate growth and enhance quality of life in the County.

• Consider reducing the minimum lot size for single family dwellings to promote more affordable housing opportunities – include in the comprehensive plan review discussion
• Consider allowing for accessory uses and “tiny homes” as affordable housing options.
• Convene a stakeholder’s group to discuss the regulation and taxation of transient housing – 2025 

Education – Support life-long learning for all residents and businesses.

Chronological Work Plan

Immediate or Ongoing

• Conduct a preliminary engineering review to establish parking at Haven Beach -ASAP
• Municipal water & sewer – study the options from the 2022 preliminary engineering report; get a quote from the engineering firm for the next steps within 30 days (by December 15^th)
  • Issue an RFP for an architecture and engineering firm to conduct a space and program needs analysis for County schools by January 1, 2025; include a sports complex in the evaluation
• With the Schools, issue an RFP for new financial management software – issue the RFP by January 1, 2025; include a placeholder amount in the FY 2026 Budget/CIP
• As a condition for funding by the County, continue to require audits from outside agencies

In 2025

• Complete an energy audit of public buildings, including schools – report due in February 2025; start to implement recommendations in the FY 2026 Budget and CIP
• Ask the YMCA for a proposal for a joint venture to establish an indoor community pool – by March 1, 2025
• Have a joint meeting of the Board of Supervisors and the Economic Development Authority – within 6 months (by May 1, 2025)
• Stop paying overtime for less than forty hours worked in a work period – implement July 1, 2025
• Develop a public facility master plan for County buildings other than schools by December 31, 2025.
• Review and update the County employee manual – utilize a third party for review to recommend changes 
• Provide staff training in customer service and other areas to improve service delivery 
• Conduct a review of the Comprehensive Plan – start January 1, 2025, and finish by December 31, 2025
• Convene a stakeholders’ group to discuss the regulation and taxation of transient housing
• Develop a five-to-ten-year CIP, including costs and funding sources; determine the role of the Planning Commission (initiation or review) in the process 
• Develop a staffing plan, addressing needed positions and succession, for the next three to five years
• Provide clarity regarding IT personnel access to systems utilized by the Constitutional Officers 
• Consider tax incentives or abatement to improve blighted property – ask the County Attorney to provide a briefing on the Board’s authority and options
• Develop a trail and bike plan for the County; ask the Parks & Recreation Commission to explore funding opportunities

Calendar Year 2026 and After

• Develop a financing plan for the approved schools’ construction program in 2026 
• Conduct an analysis of County development fees – Fiscal Year 2027
• Occupy a new or renovated schools building(s) - 2028/29

Indeterminate

• With the EDA, develop an incentive philosophy to promote business recruitment and expansion
• Consider EDA ownership of a County industrial/business park
• Utilize the 62-acre County-owned parcel to develop recreational amenities
• Establish a policy for County ownership of large capital assets purchased with citizens’ tax dollars for use by volunteer fire and rescue agencies; consider a no-cost lease arrangement; address maintenance responsibilities
• Consider reducing the minimum lot size for single-family dwellings to promote more affordable housing opportunities – include in the comprehensive plan review discussion
• Consider allowing for accessory uses and “tiny homes” as affordable housing options.