HomeMy WebLinkAboutAgenda - 01-29-2016 Retreat 1
Orange County Board of Commissioners
RETREAT AGENDA
Friday, January 29, 2016
9am-4pm
Location: Top of the Hill Great Room
Chapel Hill, N.C.
Desired Outcomes:
Goals and priorities to inform budget decisions for July 1, 2016— June 30, 2017
Retreat Discussion and Decision Making Guidelines
• Begin and end on time
• Listen attentively to each other
• One speaker at a time
• Stick to the tasks and topics that are on the agenda
• Share the floor with each other
• It is OK to disagree with each other...please do so respectfully
• Decide together
Agenda
• Routine-breaking, mind-clearing activities (stretches/silliness/getting to know
each other) to be interspersed as needed.
8:00 Room is available to staff for set up
8:30 A full breakfast will be available
9:00 AM Convene
Facilitator will call group to order, and lead review retreat purposes, agenda,
guidelines, and his role (and roles of other attendees, as needed).
9:20 Administration's Strategic Initiatives
Staff prepares and distributes memo well in advance to inform Board on this.
Board members' homework is to read the memo and come prepared to discuss:
What needs clarification? What good will these initiatives do, and for
whom/where in our county? What else is motivating/simulating about these
initiatives? What's of concern to any of us? What might the Board need to do to
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make these initiatives successful? What are the implications for the Board's
priority setting?
10:00 Brainstorm Board Priorities through June 30, 2016
Board members would be asked to think about this in advance, to arrive with ideas.
Flesh out ideas in randomly created pairs and triads. Pairs/triads generate post-its
and stick them to wall(s) for next step in process.
10:40 Break
11:00 Clarify the Ideas
• Board members approach wall(s) upon which post-its are affixed, read the
ideas, generate additional ideas on post-its if stimulated to do so, ask and
answer questions, cluster similar ideas together and/or under existing-goal
headings.
• Board then reconvenes in full group for discussion:
o Make sure all Board members understand all the ideas in the same way.
o Any questions about any of the ideas?
o Anyone want to elaborate on any ideas?
o Any revisions needed to conform ideas with a one-year implementation
timeframe?
• Discussion shifts to the analytical: identify relationships across the ideas and
between ideas and the current goals: Any contradictions? Any clear time-
sequences? Any redundancies? Any nesting/subsuming of ideas into others
needed? Do all the ideas fit under at least one of the current goals or might new
goal statements be needed? Are there ideas that do not need further prioritizing
by the Board because Board already is committed to it (e.g., it's in progress)?
12:00 Lunch Break
1:00 Choose from Among the Ideas
• Each Commissioner lobbies for his/her top ideas (no numerical limit): "Why I
think these should be our priorities." 7 Commissioners @ 4 minutes each = 30
minutes.
• Group discussion
• First (non-binding) poll of group preferences (each person can choose up to n/3
priorities, where n = the number of ideas on the menu; no "passion-piling:"you
may vote once per idea). We should poll for priorities within one goal at a
time.
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• Count up and report but do not discuss the results.
2:15 Break
2:45 Choosing, continued
Group discussion of first poll results.
What do the results mean to each of us/all of us? Is a coherent set of priorities
emerging? Is there consensus to eliminate any of the ideas for today? Is it helpful
to combine any ideas, or to purposely keep ideas separate from each other? 40
minutes
Revise the menu of options based on group discussion of first poll results, and
conduct a "binding" poll on that new menu (vote for n/3 again). Conduct
additional votes as needed to resolve ties or undesired ambiguities. Define the
Board's priorities under each Goal according to the number of Commissioners in
support of each candidate priority (from 7 to zero).
3:40 Wrap Up
• Next steps in priority setting and implementation of today's results? —
Chair/Manager/Retreat Committee?
• Retreat evaluation: go around table; each person has a few minutes to say what
worked well, what did not work so well for him/her, and ideas for future
retreats that might work better than today.
4:00 Adjourn
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MEMORANDUM
Date: December 13, 2015
TO: Board of County Commissioners
FROM: Travis Myren
Deputy County Manager
RE: Functional Leadership Team Needs Identification Results
Over the last few months, the County Manager's Office facilitated a series of department director
meetings focused on identifying internal and external needs. This information may be used by Board
of County Commissioners during its annual retreat as the Board considers policy goals and priorities for
the future. The goals and priorities developed by the Board will then be used by the County Manager's
Office to formulate budget recommendations, initiatives, and work plans for the next fiscal year.
The internal needs identified during this process focus on how County government operates as an
organization. The internal needs will largely be addressed by the County Manager's Office and the
Management Support Services Team, but they are presented here to inform the Board of how internal
priorities have been established and to highlight certain initiatives that may need to be supported by
existing or additional financial resources.
The external needs presented in this report represent policy concerns that are largely the purview of
the Board of County Commissioners. They are presented here to convey the perspectives of
Department Directors who are responsible for implementing Board policy and are leaders in their
respective professional disciplines.
Process
The needs identification process was started by engaging each of the five (5) functional leadership
teams. The leadership teams are organized by functional area to correspond to the appropriation units
in the annual Budget. The teams are General Government, Support Services, Community Services,
Public Safety, and Human Services and Education.
The teams used the Board goals initially adopted in 2009 as a foundation for the needs identification
exercise. Each of the teams engaged in a brainstorming session on internal and external needs and
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then ranked those needs using a weighted voting process where each participant was allocated five
votes to distribute among the internal and external needs. The teams also identified specific strategies
to address the needs which were organized in a strategy toolbox. The results of the functional
leadership team meetings are attached as Appendix A.
Based on the needs identified in the functional leadership teams, themes were developed as a way to
organize the information. A comprehensive list of the needs identified by the leadership teams were
then presented to Department Directors in November. At that time, Department Directors were again
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asked to reprioritize the needs now that they had the benefit of seeing a comprehensive inventory.
The results of the comprehensive department director prioritization are attached as Appendix B.
Internal Priorities
Internal needs were organized around six general themes, organization and management, workforce,
communication, facilities and vehicles, finance and payroll, and technology. Work on the internal
priorities has already begun. Although each of the issues on the list is important, the Manager's Office
has developed a plan to address the internal needs that received four or more votes from Department
Directors. Each of those initiatives is described briefly below.
• Compensation and Classification
The highest ranked internal need was a need to revise the classification and compensation
system in a way that begins to relieve wage compression within the salary schedule. A
consultant has been engaged to develop and assign costs to salary progression models that will
mitigate compression within the grades over time. The new Assistant Human Resources
Director has also begun work on classifying positions in the appropriate salary grades using
standard classification metrics.
• Centralized Call Center for Support Services
The needs identification process revealed a need to streamline communication with internal
support services departments. The Management Support Services team is reviewing potential
solutions such as a centralized call center for support services. This need could be addressed
using a Help Desk model for service calls within the organization.
• Countywide Goals Need to be Prioritized/Streamlined
Following the leadership of the BOCC retreat planning committee, the Manager's Office is
prepared to actively engage in a discussion about policy goals for the coming year and to work
with Department Directors on implementation.
• Cross-departmental Initiative Development
The leadership teams expressed a desire to work more collaboratively on issues and initiatives
that cross departmental boundaries. The functional leadership teams are intended to facilitate
this interaction, and as part of the upcoming budget process, the teams will be challenged with
developing interdepartmental initiatives and projects that encourage interdisciplinary
approaches.
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• Documentation of Standard Operating Procedures
Department Directors articulated an interest in developing a more streamlined and
straightforward medium for accessing and following standard operating procedures. This
would promote greater consistency and accuracy in the implementation of administrative
protocols. The Management Support Team will lead a process to begin developing this type of
documentation.
• Media Policy and Training
One of the areas of procedural uncertainty identified by the teams involved interaction with the
media. The County Manager's Office will work with Community Relations and Tourism to
create a media policy and to conduct training on effective media relations for local government
professionals. The media policy is expected to be completed in January.
• Payroll Processes and Depth
Finance and Administrative Services has started a process improvement initiative to improve
the manner in which payroll services are administered. A survey has been distributed to
County managers and employees to identify specific problems they encounter in payroll
processing. The survey responses will be used to prioritize solutions. The department is also
creating additional staff capacity to improve depth through staff training.
• Website Improvement
The teams also discussed a need to improve the navigability, functionality, and content of the
current website. Community Relations and Information Technology have organized training
sessions for departmental content managers to address concerns about content and usability.
The perspective of the website will also change as Community Relations will formally take
ownership of the site next fiscal year, converting the perception of the website from a
technology platform to a communication tool. Information Technology will remain responsible
for supporting the technical backbone on which the site operates.
• GIS Services
The groups identified a growing role for geographic information systems (GIS) in their daily
work. They expressed a desire to be able to quickly and easily provide a geographic context to
service demand, implementation, and evaluation. The County Manager's Office will explore !,
ways to expand GIS capacity and capability in the organization to address this need.
External Priorities
External needs were organized around twelve general themes, employment, public safety,
transportation, affordable housing, mental health, broadband access, health care, communication with
the public, intergovernmental cooperation and resource sharing, economic development, service
delivery models, and environment and sustainability. As stated above, these needs were identified
from the perspective of department directors using the current goals as a foundation. We are hopeful
that these ideas can serve as a resource to the Commissioners as they engage in a discussion of policy
priorities. The higher scoring policy areas are described below to provide the context in which they
were offered.
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• Employment
Employment was discussed in several of the functional leadership team meetings. Department
directors highlighted access to employment as one of the primary vehicles to address poverty
and economic inequality. This need was punctuated by recent policy changes in the food and
nutrition program that require able bodied adults without dependents to engage in some type
of work or education activity to preserve eligibility in the program. However, the discussion
also addressed ways to reduce specific barriers to employment such as work readiness training,
transportation, child care, and criminal backgrounds.
• Radio System Improvements
Within the public safety theme, the highest scoring need was to improve the radio system that
is used by first responders and public safety related staff to communicate in the field. The
teams also discussed the importance of working with public works and transportation related
departments as well as the school systems to make sure the system is accessible and operable
in all of the public facilities located in the County. The County has issued a request for proposal
for a consultant to conduct a needs assessment and to develop a plan to solicit and select a
radio system provider. This system would supplement and improve the reliability, coverage,
capacity, and penetration of the current system.
• Transportation Access to County Services
The leadership teams recognized that transportation represents a significant barrier to
accessing County services for residents who do not have access to reliable personal
transportation. For example, the public safety team noted that additional transportation
resources could help individuals attend court appearances in Hillsborough and reduce failures
to appear in court. The Human Services and Education Team also recognized a need to
transport residents to employment and training and senior services.
• Affordable Housing
Several teams identified affordable housing opportunities as a need for County residents. They
suggested that the need of affordability extends beyond residents with very low incomes to the
working poor and seniors. As a result, they expressed a need for a broad range of affordable
housing options, including senior housing with services, and noted that land use policies should
be examined to identify opportunities for changes that would make affordable housing more
available.
• Broadband Access in Rural Communities
The teams acknowledged that adequate internet service has become essential to accessing
services and educational opportunities, participating in the job market, and accessing
information in general. This need appears to be most pronounced in rural parts of the County
where land based internet service is less available and cellular data networks are less robust.
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• Intergovernmental Relationships
Almost all of the departments are involved in some type of intergovernmental relationship.
Although each of these relationships is unique, the teams discussed a desire to standardize the
financial terms of those agreements through formulas or some other mechanism that would
allow for long term, sustainable agreements. The teams also recognized an opportunity to
improve cooperation with municipal partners specifically on inclement weather responses
through a better definition of responsibilities and communication.
• Economic Development
The highest scoring need was in the area of economic development. This need was viewed by
the teams as another vehicle to economic prosperity and sustainability. The teams suggested
that the availability of infrastructure such as water, sewer, and high speed data are critical
elements to promote economic development and could be used to guide sustainable
development. The teams also discussed a need to encourage a diverse range of economic
opportunities for County residents.
• Service Models
The service model discussion focused on the most effective way to deliver County services and
whether services ought to be centralized or decentralized in the County. Department Directors
suggested that developing a general agreement and clarity on that question would help to
guide service delivery and policy implementation decisions.
We hope that this information is helpful to the Board of County Commissioners as goals and priorities
are discussed at the annual retreat and for future policy discussions. We look forward to working with
the Board on this process. If you have any questions or concerns, please contact me or Bonnie.
CC: Bonnie Hammersley, Orange County Manager
Department Directors
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APPENDIX A -FUNCTIONAL LEADERSHIP TEAM RESULTS
EXTERNAL NEEDS
Goal 1
Ensure a community network of basic human services and infrastructure that maintains,
protects and promotes the well-being of all County residents.
Employment 27
Need Identification GG SS CS PS HS&E Composite Score
Access to Employment Opportunities 17 17
Workforce Diversity-identify gaps, benchmarks, outreach
efforts 6 6
Literacy skills-coordinate with school systems 3 3
Multigenerational poverty 1 1
Work readiness training to address skill deficits 0
Training for dislocated, older workers 0
Economic opportunities for the under-employed 0
• Day care/child care 0
Criminal records as barriers to employment 0
Strategy Toolbox GG SS CS PS HS&E
Access Durham Connect funds
Develop workforce training-focused on skilled trades
Work Keys
School systems could provide access to classroom space for
training when not in use for instruction
Analyze the TROSA model for delivering job training
Develop apprenticeships and on the job training opportunities
Work with Workforce Development Board to direct and prioritize
funds to local workforce needs
Create Job Coaches within the County
Create County/Local Government Intern Program w/DSS
Public Safety 23
Need Identification GG SS CS PS HS&E Composite Score
Radio system improvement-coverage,capacity, capability;
include public works, schools, animal services 8 8
Improve the efficiency of processing cases through the system 6
Body camera and dash cameras-consistent application and
platform 4 4
Emergency warning system for special populations-hearing
impaired, seniors, etc. 3 3
Focus efforts on preventation to avoid interactions with the
criminal justice system 2 2
10
Expedite prosecution of animal cruelty cases/seizures of
dangerous animals 0
High cost of service to inmates in the jail -phone, medical co-
pays 0
Integrate Public Safety into the specific goals of the Board of
County Commissioners
Strategy Toolbox GG SS CS PS HS&E �F
Create DWI investigation package to expedite case processing;
use DAS
Dr.authorization for admission at First @ Blue Ridge treatment-
jail physician will not sign authorization form
Improve scheduling court appearances by County staff(medics,
telecommunicators);ADA ask for stipulations prior to court; use
affidavits
Modify changes in State law that make ordinance violations Class
III misdemeanors-include in legislative agenda
Transportation 17
Need Identification GG SS CS PS HS&E Composite Score
Transportation Access to County services 2 9 11
Access to Hillsborough for court hearings to reduce failures to
appear 6 6
Access to Durham Tech 0
Affordable Housing 11
Need Identification GG SS CS PS HS&E Composite Score
Access to Affordable Housing options 2 9 11
Land use policies related to affordable housing 0
Senior housing with services 0
Broad range of housing options 0
Workforce housing 0
Mental Health 8
Needs Identification GG SS CS PS HS&E Composite Score
Access to mental health treatment 8 8
Training for first responders and other staff with direct public
contact 0
Mental health issues in the jail population/criminal justice
system 0
Strategy Toolbox GG SS CS PS HS&E
More efficient mental health referral mechanisms
Crisis unit for public safety
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11
Prioritize County mental health investment using
interdepartmental staff team including schools
Collect/access data from mental health providers
Increase knowledge of available services
Broadband access 5
Needs Identification GG SS CS PS HS&E Composite Score
Broadband access in rural communities 4 1 5
Health care 4
Needs Identification GG SS CS PS HS&E Composite Score
Access for 19-64 year olds without insurance 4 4
Capacity of providers 0
Mental Health treatment 0
Goal 2
Promote an interactive and transparent system of governance that reflects community
values.
Communication 6
Needs Identification GG SS CS PS HS&E Composite Score
Outreach to community with focus on underserved areas of the
County-identify barriers to accessing services,geographic
sensitivity/equity in service delivery 2 2
Communication/awareness/coordination of services 2 2
Geographic balance of information sharing 2 2
is
Strategy Toolbox GG SS CS PS HS&E
Public overview of expenditures and revenues...PAFR
Call Center for County government-One Call/311
Community Survey
Create an Orange County community and economic
development story
Interface with the non-profit community to identify resources
Publicize inventory of spaces to reserve for public use
Article 46 real time accounting-access for municipal partners
GIS Service on Website
Work with United Way 211 on service inventory
12
Intergovernmental Cooperation and Resource Sharing 4
Need Identification GG SS CS PS HS&E Composite Score
Standardize Town/County cooperative project relationships on
funding formulas for libraries, parks and open space
development,fiscal impact of development 4 4
Improve cooperation on inclement weather events-define
responsibilities and communication 0
Work with Towns and School Districts to improve efficiency and
reduce duplication
Strategy Toolbox GG SS CS PS HS&E
Reduce duplication of recreation facilities by using school
facilities for public and recreation uses
Public information/education on bond referendum
Green Tract Priorities
Goal 3
Implement planning and economic development policies which create a balanced, dynamic
local economy, and which promote diversity, sustainable growth and enhanced revenue
while embracing community values.
Economic Development 14
Needs Identification GG SS CS PS HS&E Composite Score
Infrastructure for economic development-water/sewer and data 4 4
Reduce barriers to economic development- lack of
infrastructure, high land cost,tax burden, no industrial park 3 3
Connect social justice goals to economic development projects
3 3
Economic diversity 2 2
Strategy Toolbox GG SS CS PS HS&E Composite Score
Pre-zone property for development 2 2
Goal 4
Invest in quality County facilities, a diverse work force, and technology to achieve a high
performing County government.
Needs Identifitcation GG SS CS PS HS&E Composite Score
Better define centralized vs. decentralized service models for
delivering County services 1 1
13
Strategy Toolbox GG SS CS PS HS&E Composite Score
Streamline payments for County services,fees,taxes 0
Use Community Centers to help in the delivery of County
services o
Goal 5
Create, preserve, and protect a natural environment that includes clean water, clean air,
wildlife, important natural lands and sustainable energy for present and future
generations.
Needs Identification GG SS CS PS HS&E Composite Score
Reduction of state/federal funds for conservation programs 1 1
Strategy Toolbox GG SS CS PS HS&E Composite Score
Rooftop Park-top floor of parking deck 3 3
Goal 6
Ensure a high quality of life and lifelong learning that champions diversity, education at all
levels, libraries, parks, recreation, and animal welfare.
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APPENDIX A - FUNCTIONAL LEADERSHIP TEAM RESULTS
INTERNAL NEEDS
Organization/Management GG SS CS PS HS&E Composite Score
Countywide goals need to be prioritized/streamlined 2 4 2 3 11
Cross departmental initiative development-find staff
time for creative process; use mini-retreat or
department head meetings to focus on problem solving 5 4 9
Document Standard Operating Procedures- HR, Finance,
IT 7 7
Provide opportunties to present department briefings to
BOCC in less formal settings and get feedback on
initiatives 6 6
Define responsibility for intergovernmental and
legislative liaision 6 6
Department head meetings could be used for group
brainstorming, County-level issues 5 5
Central face page for Intranet-announcements, project
management updates,support buttons for more
info/forms 5 5
Centralized call center for support services 5 5
Clarify HR/Payroll/Finance roles-create united
voice/standards 4 4
Define relationships between BOCC,Advisory Boards,
and County Manager's Office 4 4
Inclement weather coordination across departments for
response 4 4
County Manager Communication—priorities and vision 3 3
Increase threshold for contract approvals to department
heads 2 1 3
Data Driven Decision Making/Balanced Scorecard 3 3
Support Change Management process for internal
services-creation of business partnership 2 2
Ordinance enforcement/adjudication -class III criminal
misdemeanors vs. infractions 2 2
Process improvement initative to elminate steps that do
not add value 1 1
Establish a role for department head input in advisory
board appointments 1 1
Develop timelines for prioritized projects 1 1
Clarify report vs. information item on agenda 0
15
Interactive Petition List to upload documents/status
0
Service level definitions for support services-
SLA/service porfolios 0
Revisit performance measurement process and use 0
Define who pays for training, vehicles, etc. 0
Workforce GG SS CS PS HS&E Composite Score
Compensation and classification system 2 2 4 8 16
Consistency of HR policies 2 1 1. 4
Training needs assesssment- integrate training
requriements into WPPR process; training needs for
public safety employees-invite outside agencies 3 3
Training on staff safety, FEMA, serving consumers with
special needs 2 2
Social Media integration-use as recruitment tool 2 2
Centralized vs. Decentralized IT/CR/Training 1 1
HR staff role clarification/Relationship to Payroll 0
Attendance policy 0
Workforce Diversity 0
Workforce Profile 0
Employee responses for non-public safety employees
during an emergency event 0
Communications Internal GG SS CS PS HS&E Composite Score
Develop media policy and conduct training on
responding to media inquiries 3 3
Coordinate public information/social media messages
during crisis communication 3 3
Production of News/Media Communication 1 1 2
Community Relations-create better definition of
responsibilities of staff 1 1
Designate Comm. Relations as the owner of the website
7/1/16 0
BOCC updates/summaries of action 0
Facilities and Vehicles GG SS CS PS HS&E Composite Score ,
AMS Work order system 3 1 4
Vehicle Services include replacement policies 1 1 2
Communication on the status of capital
projects/remodels 1 1
16
Create inventory of available space for County use 1 1
Coordiante access for four wheel drive capable vehicles
during emergency responses 1 1
Facility service to 24X7 facilities 0
Custodial schedule—revise AM schedule to meet PM
needs 0
HVAC resource shortage 0
Moving services 0
Training on Building Systems 0
Improve communication and feedback for grounds
maintnenace and landscaping services 0
Parking at Public Defender Offices 0
Facility security standards 0
Finance & Payroll GG SS CS PS HS&E Composite Score
Payroll/KRONOS including backup 1 2 6 9
Indirect cost/Chargeback model for vehicles and utilities 1 1
Enterprise fund details 0
Revenue Recording 0
Create/improve fixed asset inventory/asset
management 0
Technology GG SS CS PS HS&E Composite Score
Webpage 1 2 5 1 9
Video compatibility, public access to video evidence,
storage, home video direct to 911 5 5
Internalize A/V Support due to increased use of County
facilities(Whitted) 4 4
GIS services 2 2
IT capital improvement process 1 1
Access to graphic/web designers? 1 1
Software Training 0
Purchasing process for peripheral devices 0
Records management 0
""""'"ATIPENDIX B - DEPARTMMIT-DIRECTOR PRIORITIZATION
EXTERNAL NEEDS
GOAL 1
Ensure a community network of basic human services and infrastructure that maintains,protects,and promotes the well-being of
all County residents
Literacy skills-coordinate with school systems 5 51
Workforce Diversity-identify gaps,benchmarks,outreach efforts 2 1 1
Multigenerational poverty 2 1 1
Access to Employment Opportunities 1 1
Work readiness training to address skill deficits 1 1
Training for dislocated,older workers 1 1
Economic opportunities for the under-employed 1 1
Day care/child care 1 1
Criminal records as barriers to employment p
Radio system improvement-coverage,capacity,capability;include public works,schools,animal services 7 3 1 3
Focus efforts on prevention to avoid interactions with the criminal justice system 2 1 11
Integrate Public Safety into the specific goals of the Board of County Commissioners 2 2
Body camera and dash cameras-consistent application and platform 1 1
Expedite prosecution of animal cruelty cases/seizures of dangerous animals 1 1
Improve the efficiency of processing cases through the system p
Emergency warning system for special populations-hearing impaired,seniors,etc. p
High cost of service to inmates in the jail -phone,medical co-pays p
'WNW IININPONMPIP -sr
TRANSPORTATION
8
Transportation Access to County services 8 1 1 1 1 2 1 1
Access to Hillsborough for court hearings to reduce failures to appear p
Access to Durham Tech 0
AFFORDABLE HOUSING
13
Broad range of housing options 5 1 2 1 1
Senior housing with services 4 3 11
Land use policies related to affordable housing 3 1 1 11
Access to Affordable Housing options 1 1
Workforce housing 0`
Access to mental health treatment 2 1 1
Training for first responders and other staff with direct public contact 0
Mental health issues in the jail population/criminal justice system p �l
Page 1 of 3
APPENDIX B - DEPARTMENT D"IRrCTOR.PRIORITIZATION ;
EXTERNAL NEEDS
BROADBAND ACCESS ..
Broadband access in rural communities I 4 2 1 lI
f ,
Mental Health treatment 3 1 1 11
Access for 19-64 year olds without insurance 0
Capacity of providers 0
Goal 2
Promote an interactive and transparent system of governance that reflects community values.
illiM COMMUNICATION
4
Outreach to community with focus on underserved areas of the County-identify barriers to accessing services,geographic sensitivity/equity in service
delivery 3 1 1 1
Communication/awareness/coordination of services 1 11
Geographic balance of information sharing 0
INTERGOVERNMENTAL COOPERATION AND RESOURCE SHARING 'I
10 1
Standardize Town/County cooperative project relationships on funding formulas for libraries,parks and open space development,fiscal impact of
development
4 1 1 1 1
Improve cooperation on inclement weather events-define responsibilities and communication 4 41
Work with Towns and School Districts to improve efficiency and reduce duplication 2 1 1
Goal 3
Implement planning and economic development policies which create a balanced,dynamic local economy,and which promote
diversity,sustainable growth and enhanced revenue while embracing community values.
ECONOMIC DEVELOPMENT
26
Infrastructure for economic development-water/sewer and data 16 1 4 1 1 1 4 3 11
Reduce barriers to economic development-lack of infrastructure,high land cost,tax burden,no industrial park 8 2 1 1 1 2 11
Connect social justice goals to economic development projects 2 21
Economic diversity
0
OD
Page 2 of 3
APPENDIX B - DrPi4RTMENT DIRECTOR PRIORITIZATION
EXTERNAL NEEDS Goal 4
Invest in quality County facilities,a diverse work force,and technology to achieve a high performing County
government.
Better define centralized vs.decentralized service models for delivering County services I 7 1 3 2 11
Goal 5
Create,preserve,and protect a natural environment that includes clean water,clean air,wildlife,important natural lands and
sustainable energy for present and future generations.
ENVIRONMENT AND SUSTAINABILITY
2
Reduction of state/federal funds for conservation programs 2 2
Goal 6
Ensure a high quality of life and lifelong learning that champions diversity,education at all levels,libraries,parks,recreation,and
animal welfare.
co
Page 3 of 3
APPENDIX B - DEPARTMENT DIRECTOR PRIORITIZATION
INTERNAL NEEDS
ORGANIZATION/MANAGEMENT
44 $
Centralized call center for support services
9 3 2 2 2
Countywide goals need to be prioritized/streamlined 6 5 11
Cross departmental initiative development-find staff time for creative process;use mini-retreat or department head meetings to
focus on problem solving 4 1 1 1 1
Document Standard Operating Procedures-HR,Finance,IT 4 2 2
Increase threshold for contract approvals to department heads 4 1 1 2
Revisit performance measurement process and use 3 1 1 1
Provide opportunities to present department briefings to BOCC in less formal settings and get feedback on initiatives 2 1 1
Data Driven Decision Making/Balanced Scorecard 2 1 1
Process improvement imitative to eliminate steps that do not add value 2 1 1
Define responsibility for intergovernmental and legislative liaison 1 1
Department head meetings could be used for group brainstorming,County-level issues 1 1
Clarify HR/Payroll/Finance roles-create united voice/standards 1 1
Define relationships between BOCC,Advisory Boards,and County Manager's Office 1 1
County Manager Communication—priorities and vision 1 1
Support Change Management process for internal services-creation of business partnership 1 1
Establish a role for department head input in advisory board appointments 1 1
Clarify report vs.information item on agenda 1 1
Inclement weather coordination across departments for response 0
Ordinance enforcement/adjudication-class III criminal misdemeanors vs.infractions 0
Develop timelines for prioritized projects 0
Interactive Petition List to upload documents/status 0
Service level definitions for support services-SLA/service portfolios 0
Define who pays for training,vehicles,etc. 0
WORKFORCE
Compensation and classification system - 19 2 3 1 2 1 1 1 1 1 1 1 2 1 1
Centralized vs.Decentralized IT/CR/Training 2 2
Consistency of HR policies 1 1
Training on staff safety,FEMA,serving consumers with special needs 1 i
Training needs assessment-integrate training requirements into WPPR process;training needs for public safety employees- 0
Social Media integration-use as recruitment tool 0
HR staff role clarification/Relationship to Payroll 0
Attendance policy 0
Workforce Diversity 0
Workforce Profile 0
N
Employee responses for non-public safety employees during an emergency event 0
APPENDIX B - DEPARTMENT DIRECTOR PRIORITIZATION
INTERNAL NEEDS.
COMMUNICATION
7 -
Develop media policy and conduct training on responding to media inquiries 4 1 1 1 1
Production of News/Media Communication 1 1
Community Relations-create better definition of responsibilities of staff 1 1
Designate Comm.Relations as the owner of the website 7/1/16 1 1
Coordinate public information/social media messages during crisis communication 0
BOCC updates/summaries of action 0
FACILITIES AND VEHICLES
AMS Work order system 1 1
Create inventory of available space for County use 1 1
Facility service to 24X7 facilities 1 1
Custodial schedule—revise AM schedule to meet PM needs 1 1
Improve communication and feedback for grounds maintenance and landscaping services 1 1
Facility security standards 1 1
Conference room central calendar for scheduling 1 1
Vehicle Services include replacement policies 0
Communication on the status of capital projects/remodels 0
Coordinate access for four wheel drive capable vehicles during emergency responses 0
HVAC resource shortage 0
Moving services 0
Training on Building Systems 0
Parking at Public Defender Offices 0
FINANCE"AND P• , ;(
Payroll/KRONOS including backup 8 1 1 1 1 2 1 1
Enterprise fund details 3 3
Indirect cost/Chargeback model for vehicles and utilities 1 1
Create/improve fixed asset inventory/asset management 1 1
Revenue Recording 0
TECHNOLOGY
13
Webpage 5 1 1 1 1 1
GIS services 4 1 1 1 1
Internalize A/V Support due to increased use of County facilities(Whitted) 3 3
Software Training 1 1
Video compatibility,public access to video evidence,storage,home video direct to 911 0
IT capital improvement process 0
Access to graphic/web designers? 0 IV
APPENDIX B - DEPARTMENT DIRECTOR PRIORITIZATION
INTERNAL NEEDS
Purchasing process for peripheral devices 0
Records management 0
•
N
N
23
ADOPTED 9/15/09
ORANGE COUNTY BOARD OF COUNTY COMMISSIONERS
GOALS AND PRIORITIES
Fiscal Year 2009-2010
Goal One: Ensure a community network of basic human services and
infrastructure that maintains, protects and promotes the well-
being of all County residents.
Priority 4: Review services to identify and protect `safety net' programs
and services.
Priority 5: Encourage for profit investments in affordable housing and
review available tools.
Goal Two: Promote an interactive and transparent system of governance
that reflects community values.
Priority 6: Develop plan and tools to improve how County and citizens
communicate with each other; foster two-way exchange.
Priority 7: Improve intra- and intergovernmental coordination, cooperation
and collaboration. (a) Work with Town of Hillsborough on:
Joint land use planning approaches, policies/ordinances, and annexation,
and Economic Development Districts. (b) Work with City of Durham on:
Economic Development Districts
Priority 8: Examine advisory boards and commissions to: (a) Ensure they
are meeting their missions; (b) Determine how boards relate to each other
how their work can best be integrated with the BOCC; (c) Ensure
sustainability goals; (d) Ensure fit with overall County vision; and (e)
Recognize (and be sensitive to) consistencies represented by boards,
commissions when framing this review
Priority 26: Clarify and communicate to public how and why County
funding is allocated the way it is
Goal Three: Implement planning and economic development policies
which create a balanced, dynamic local economy, and which
promote diversity, sustainable growth and enhanced revenue
while embracing community values.
Priority 2: Implement Comprehensive Plan (a) Rewrite zoning and
subdivision regulations (Unified Development Ordinance).
Priority 3: Develop economic plans for three (3) districts.
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Priority 9: Update economic development plan for County: (a) Clarify
economic development plan for each district; (b) Identify spectrum of tools;
(c) Identify other stakeholders; and (d) Identify what the County wants to
see happen.
Priority 10: Develop an energy plan that includes economic development
strategies to attract, retain, and grown `green' business
Priority 19: Be actively involved and informed about UNC-CH decisions
and intentions
Priority 20: Support transit, pedestrian, and bicycle facilities and other
alternatives to the single passenger automobile.
Priority 21: Amend County zoning to address and modernize airport and
related issues.
Goal Four: Invest in quality County facilities, a diverse work force, and
technology to achieve a high performing County government.
Priority 11: Invest in technology to increase work efficiencies; e.g. web
streaming, paperless agendas, integrated tracking systems between field
and office.
Priority 22: Review and update County personnel and operational
policies and procedures.
Priority 23: Design and fund space for County Attorney Offices. Manager
and BOCC to discuss concept and staffing
Goal Five: Create, preserve, and protect a natural environment that
includes clean water, clean air, wildlife, important natural
lands and sustainable energy for present and future
generations.
Priority 1: Conserve high priority natural areas, wildlife habitat, and prime
forests.
Priority 12: Implement County's Environmental Responsibility goals
Priority 15: Complete stewardship and management plans for Lands
Legacy.
Priority 16: Develop an accounting and assessment system of water and
air pollution: (a) In conjunction with ICLEI; Set emissions reduction target
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3
for 2030; Conduct public education campaign; and Link public with
opportunities to improve energy efficiency and use sustainable energy
sources; (b) Begin multi-year implementation of Observable Well Network
Priority 24: Plan to acquire/land bank for future park development.
Priority 25: Develop a policy/update current plan about how parks will be
developed, appropriate ratio of parks to population, length of time to
develop, and incorporation of such into the Capital Investment Plan (CIP).
Goal Six: Ensure a high quality of life and lifelong learning that
champions diversity, education at all levels, libraries, parks,
recreation, and animal welfare.
Priority 13: Plan to provide `equitable' library services for Orange County
residents.
Priority 14: Fulfill remainder of bond issuance approved by voters in
2001 for soccer and Twin Creeks
Priority 17: Review the Schools and Adequate Public Facilities
Ordinance: (a) Is it doing what it was originally intended to do? (b) Does it
have application for Durham and Mebane?
Priority 18: Address inequities between old and new schools. Older
schools are in need of capital improvements. Building new schools has
been the funding priority.
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On September 2, 2010, the BOCC unanimously ADOPTED the social
justice goals outlined in the proposed Orange County Social Justice Goal.
The adopted goals are as follows:
SOCIAL JUSTICE GOALS
GOAL: FOSTER A COMMUNITY CULTURE THAT REJECTS OPPRESSION AND
INEQUITY
The fair treatment and meaningful involvement of all people regardless of race or color;
religious or philosophical beliefs; sex, gender or sexual orientation; national origin or
ethnic background; age; military service; disability; and familial, residential or economic
status.
GOAL: ENSURE ECONOMIC SELF-SUFFICIENCY
The creation and preservation of infrastructure, policies, programs and funding necessary
for residents to provide shelter, food, clothing and medical care for themselves and their
dependents.
GOAL: CREATE A SAFE COMMUNITY
The reduction of risks from vehicle/traffic accidents, childhood and senior injuries, gang
activity, substance abuse and domestic violence.
GOAL: ESTABLISH SUSTAINABLE AND EQUITABLE LAND-USE AND
ENVIRONMENTAL POLICIES
The fair treatment and meaningful involvement of people of all races, cultures, incomes
and educational levels with respect to the development and enforcement of environmental
laws, regulations, policies, and decisions. Fair treatment means that no group of people
should bear a disproportionate share of the negative environmental consequences
resulting from industrial, governmental and commercial operations or policies.
GOAL: ENABLE FULL CIVIC PARTICIPATION
Ensure that Orange County residents are able to engage government through voting and
volunteering by eliminating disparities in participation and barriers to participation.