HomeMy WebLinkAboutAgenda 01-17-23; 12-5 - Information Item - SMART Goals FY 2022‐23 Winter Update ORANGE COUNTY
NORTH CAROLINA
SMART GOALS
FY 2022 - 23
WINTER UPDATE
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Table of Contents
Transmittal Memorandum ........................................................................................... 3
Howto Read the Document.......................................................................................... 6
Summary of SMART Goals by Board Goals................................................................ 7
SMART Goals by Department
Departmenton Aging.................................................................................................. 15
AnimalServices .......................................................................................................... 17
Asset Management Services...................................................................................... 19
Boardof Elections....................................................................................................... 20
ChildSupport Services............................................................................................... 22
Clerkto the Board ....................................................................................................... 24
CommunityRelations ................................................................................................. 26
CooperativeExtension ............................................................................................... 28
CountyAttorney .......................................................................................................... 30
CountyManager's Office............................................................................................ 31
Criminal Justice Resources ....................................................................................... 32
Dept. of Environment, Agriculture, Parks and Recreation ...................................... 33
Economic Development.............................................................................................. 35
EmergencyServices ................................................................................................... 36
Finance and Administrative Services........................................................................ 38
HealthDepartment ...................................................................................................... 40
HousingDepartment................................................................................................... 42
HumanResources....................................................................................................... 43
Information Technologies .......................................................................................... 45
LibraryServices .......................................................................................................... 48
Planning and Inspections........................................................................................... 49
SocialServices............................................................................................................ 51
Solid Waste Management........................................................................................... 53
TaxAdministration...................................................................................................... 55
Transportation Services ............................................................................................. 57
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ORANGE COUNTY
NORTH CAROLINA
MEMORANDUM
January 17, 2023
TO: Board of Orange County Commissioners
Bonnie Hamersley, Orange County Manager
Travis Myren, Orange County Deputy Manager
FROM: Kirk Vaughn, Budget Director
CC: Kelly Guadalupe, Budget& Management Analyst II
Christy Dodson, Budget& Management Analyst II
Denise Clark, Budget & Management Analyst I
Subject: SMART Goals FY 2022-23 Winter Update
SMART Goal Definition and History
Attached for your review and consideration is an update to the county department SMART Goals, with
performance measures updated through December of 2022. SMART Goals are a performance management
framework that allow county departments to communicate the impact of their work. SMART stands for Specific,
Measurable, Achievable, Relevant, and Time-Bound. Each goal is written to communicate each of those aspects
clearly to the public, and each goal has attached data to communicate the goal's success or progress. Goals can
either be displayed with data, often displayed as a line graph, or as a series of specific milestones to complete a
project.
The county SMART Goal process started in summer 2019 and over the following year department
directors presented their SMART Goal statements at monthly department director meetings.The plan was to
present SMART goals and their data with the FY 2020-21 Commissioner Approved Budget Document.
Unsurprisingly,that plan was delayed with the onset of the Covid-19 Pandemic in spring of 2020.The response
to the pandemic required significant staff resources that put projects like SMART Goals on hold, but it also
significantly changed the missions and service models of most departments. Goals developed in 2019 were no
longer meaningful to the operation of departments in 2020 and 2021.As departments adapted their operations
to the new normal,the county restarted the SMART Goal process.The Budget Office worked with departments
in FY 2021-22 to present SMART Goals as a part of the FY 2022-23 Budget.
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Winter Update and Barriers to Outcome Measures
This update represents an iteration on that first presentation, with improvements made to address
internal and external feedback. For the public audience,the pages were reformatted to provide more detail.
This allowed for better labeling of chart axis and legends, as well as more meaningful description of why each
goal is important. It also allowed for each goal to be more visibly connected to specific Board Goals and Social
Justice Goals.This aspect will become more important after the completion of the Strategic Plan, where the
board will identify new goals.
The Budget Office is also presenting a stand-alone SMART Goal document separate from the annual
budget process.This allows departments and the Budget Office more time to have thoughtful and meaningful
discussions about SMART goals and how they impacted the community.The Budget Office also targeted
departments in the Human Services and Public Safety functions for further in depth discussion.Analysts worked
with those departments to confirm that goals had valid tracking systems,that goal targets matched external
standards, and that the goals tracked success in the program.
The major objective of the deep dive with Human Services and Public Safety departments was to push
departments to tracking outcome measures- how the actions of the program effect the community- rather
than output measures- how many actions the program undertook. In many cases, departments in these
functions have new goals that better demonstrate how their programs impact the community. However,there
are often roadblocks that prevent departments from tracking outcome measures. In these conversations,three
roadblocks have been consistently identified:
Outcome measures require significant time and energy to track.
• This time or energy investment will cause programs to reduce how many clients they can serve in
exchange for tracking outcome measures. Many of these programs already have output measures that
they are required to track for state and grant reporting purposes. Some departments are investigating
creating satisfaction surveys to efficiently track outcomes.
Departments can only measure the clients they are already reaching.
• Departments such as the Department on Aging and the Library Services Department have goals related
to reaching underrepresented members of the community. In both of those cases,the department has
the ability to track the community members that are already engaging in their programing. They do not
have the same ability to measure the communities that they are not reaching. Looking forward,the
Strategic Planning process should provide more opportunities to track the broader community; both
through engaged focus groups, and a statistically valid community survey.
Outcome measures can reflect variables that are outside of the department's ability to control.
• When departments are able to track outcome measures,the success of that goal will reflect not just
program's work, but also general environmental factors. For example, the Housing Department tracks
outcome measures related to the affordability of housing, and the department's ability to bring
members out of homelessness and into housing.Those goals are able to reflect the impact the
department has made, but they are also significantly impacted by the housing market, the economy,
landlord decisions and zoning regulations.A strong performance management system is designed to
empower departments to track these types of outcome measures, especially when environmental
factors put success out of reach.
Strategic Plan and Future Goals
Though not to the extent Covid-19 completely upended the first planned release of SMART Goals in
2020,the upcoming Strategic Planning process will cause a major reset to this version of the performance
management system. The board will identify new goals and priorities,the county will go through an
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environmental scan and receive feedback from the community.These new priorities will drive departments to
change their own priorities and track completely new outcome measures.
Even with significant changes to the goals,there are concepts in this SMART Goal update that will
prepare the Budget Office and departments to track the implementation of the Strategic Plan once it is adopted.
First, departments were asked to align each of their goals to a primary Board Goal.This practice of aligning goals
to board directives will help ensure that all parts of the county government are working together to achieve the
new Strategic Plan Goals once they have been identified. Secondly, by pushing departments to track outcome
measures,the county will be better prepared to connect the activity of the departments to how their work
improves the county. Third, by identifying where there are barriers to outcome measures, the county can use
the strategic plan process to overcome those barriers.The county can use community surveys and focus groups
to reach members of the community that aren't able to be tracked with current goals. Finally, departments have
examined how they track outcomes and have adjusted measurement methods to improve tracking.They have
also used goal progress to identify potential program strategy improvements.This practice of iteration and
continuous improvement will serve departments well. In these aspects,the county should be better prepared to
implement the Strategic Plan because of the efforts made in this update.
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How to Read the
SMART Goals Winter Update
Finance
GOAL 1:REDUCE INVOICES NOT PAID WITHIN 30 DAYS TO LESS THAN 150 PER MONTH,BY END OF
FISCAL YEAR.
Board Goal:Invest in quality County facilities,a diverse work force,and technology to achieve a high Each SMART Goal is aligned
performing County government with a Board Goal and/or Social
Social Justice Goal: N/A
Justice Goal.
Untimely ——i Target ——— Projected
e, 450
4DD Refer to the legend on each
35D graph for description of the lines
L 3DD ! displayed.
vzsD
Most often the green solid line in
v E zoo
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15D ------------------------------ ---- the chart indicates the actual
r1DD data. The black dotted line in
sD the chart indicates the target
xx �� 1 ti� �� � ti �� titi �� �� �� titi �� '-` ti� measure. The green dotted line
yo �� ya yo do Vo yo yb tia tip' ti° do v° yo .yP .P o yo indicates projected actuals.
�p ori,�oJ pec.
Performance Assessment:The Finance Department has not reached its goal of reducing invoices not
paid within 30 days.This metric is inter-dependent with timely submittal of invoices to Accounts
Payable.Additionally,this metric has been impacted by a vacant Finance Accounting Technician III
position.
The performance assessment gives
more detail regarding the goal and
The unit being measured is being the department's progress toward
g g the target.
described on the vertical axis.
GOAL 3:BUILD RELATIONSHIP WITH CHAPEL HILL PUBLIC LIBRARY TO INCREASE SHARED RESOURCES IN
OPERATIONS,WITH A GOAL OF 3 SHARED RESOURCES BY END OF FISCAL YEAR 2022-23.
Board Goal:Ensure a high quality of life and lifelong learning that champions diversity,education at all levels,
libraries,parks,recreation,and animal welfare
Social Justice Goal Foster a community culture that rejects oppression and inequity
Milestones and Tasks Start Pro ress End
Formation of Library Task Force Oct 21 1 Feb 22
Facilitator Contracted Feb 22 100'A Jun 22
Goals Established Mar 22 100° ■ Jun 23 Goals related to new initiatives or
Convene Library Services Task Force including one-time projects may be
representatives from Orange County and Town of Apr 22100°b Jun 23 presented with milestones in a
Chapel Hill timeline.
Organize a Meet and Greet with staff members
from the 2 libraries Aug 22 30°k Jun 23
Establish a sustainable system for courier service of
items returned to the wrong library location Mar 23 01A Jun 23
Collaborate and co-host one program with the
Chapel Hill Public Library May 23 01A Jun 23
Performance Assessment:This goal is based on a request by the Board of County Commissioners to form a task
force to explore interoperability between the Chapel Hill Public Library and Orange County Public Library.That task
force is currently underway and will wrap up by late spring 2023.Recommendations will be made to the Board of
County Commissioners at that time.
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Board Goal 1
ENSURE A COMMUNITY NETWORK OF BASIC HUMAN SERVICES AND INFRASTRUCTURE THAT
MAINTAINS, PROTECTS AND PROMOTES THE WELL-BEING OF ALL COUNTY RESIDENTS.
PROGRESS
Green or yellow status buttons show the current progress made toward the goal
Aging- Ensure department programs are diverse and inclusive with participation
matching the demographic diversity of Orange County. At least 18.1% of program
participations identify as people of color.
Aging- 80% of Durable Medical Equipment (DME) Program participants report that a
DME Loan supported their goal to remain safe at home.
Aging- Measure the impact volunteerism has on the mental well-being of volunteers
providing support and services throughout Orange County with a goal of 86% of
participants reporting positive impact.
Animal Services -Achieve strong community engagement in animal welfare with 800
community animals served by Animal Services programs annually or an average of 67
per month.
Child Support Services -To achieve the Continuous Quality Improvement (CQI)
Performance Goal set by the State, and provide a needed source of financial support to
families, the department will establish child support orders for 85.03% of the total
caseload in Fiscal Year 2022-23.
Child Support Services -To achieve the continuous Quality Improvement (CQI)
Performance Goals set by the State and provide a needed source of financial support to
families, the department will collect at least 69% of all current support owed monthly
in Fiscal Year 2022-23.
Child Support Services -To Achieve the continuous Quality Improvement (CQI)
Performance Goal set by the State and provide a needed source of financial support to
families, the department will collect payments towards arrears on at least 69% of all
cases with arrears by the end of Fiscal Year 2022-23.
Criminal Justice Resource Department (CJRD) - Increase by at least 20%from Fiscal
Year 2019-20 the number of individuals diverted from the Orange County Criminal
Justice System through CJRD Diversion Programming.
Criminal Justice Resource Department (CJRD) - Enhance stability for the justice
} involved through increasing by 10%from Fiscal Year 2020-21 the number of individuals
who receive Legal Restoration Services by the CJRD.
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Board Goal 1 Cont.
ENSURE A COMMUNITY NETWORK OF BASIC HUMAN SERVICES AND INFRASTRUCTURE THAT
MAINTAINS, PROTECTS, AND PROMOTES THE WELL-BEING OF ALL COUNTY RESIDENTS.
PROGRESS
Emergency Services - Revise the Department's 5-Year Strategic Plan by the end of the
fiscal year to guide future progress and provide clarity and alignment of our
departmental mission, vision and goals.
Health Department - Improve oral health by increasing the percentage of eligible
children served by the Dental Division to 10% of County's pediatric population.
Health Department - 75% of Environmental Health site visits are completed within two
weeks of receiving a completed customer application.
Health Department - Improve access to healthcare services for families enrolled in
Family Success Alliance (FSA) by increasing the percentage of families who have a
medical home from to 90% by the end of Fiscal Year 2022-23.
Housing Department - Move 10% of households experiencing homelessness to housing
each month.
Housing Department - Decrease the median length of time between voucher and
leasing by 10%.
Social Services - Reduce number of children in Department of Social Services (DSS)
custody more than 18 months from 21 to 17 children.
{ Social Services - Process 90% of Medicaid applications within the State time standards.
�,- Social Services - Increase participation in Employment Services from 173 to 190
participants by fiscal year end.
Transportation Services - Increase annual Public Transit Services hours 50%from
18,000 to 27,000 annually or 1,500 to 2,250 monthly by 2025.
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Board Goal 2
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
PROGRESS
Cooperative Extension -Teach a Food Protection Manager Certification Program, to
;ti help reduce the risk of foodborne illness where, 75% of examinees will pass with a
grade of at least 75 by June 30, 2023.
Cooperative Extension - Create a Schematic Farmland Protection Plan for presentation
to Orange County Leadership which employees not only protective instruments but
also promotes diverse agricultural enterprises, rural smart growth methodologies and
supportive public policy to ensure the economic vitality of agriculture in Orange
County.
Economic Development -Achieve monthly Occupancy Tax Revenue Average of
$128,333 through sales and marketing programs.
Economic Development - Create an online Business Directory and a list of Orange
County businesses and relevant services to assist Orange County and our Allied
Economic Development Partner Organizations to notify businesses of Financial Program
availability.
Planning and Inspections - Issue new comprehensive Land Use Plan Request for
proposal and contract with vendor.
Planning and Inspections - Revise and update County Planning & Inspection
Department's public accessibility.
Planning and Inspections -Track and Inspect 100% of known Stormwater Control
Measures (SCMS) within the regulatory jurisdiction of the Orange County Stormwater
Division annually.
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Board Goal 3
PROMOTE AN INTERACTIVE AND ENGAGING SYSTEM OF GOVERNANCE THAT REFLECTS
COMMUNITY VALUES
PROGRESS
Animal Services - Promote companion animal welfare by achieving at least an 85% live
release rate for animals sheltered by Orange County Animal Services across the next
two years.
Animal Services - 100% of Animal Control Officers certified to provide rabies
vaccinations by end of Fiscal Year 2022-23
Board of Elections - Increase civic participation implement a "Follow the Orange Brick
Road" wayfinding program by June 30, 2023.
Board of Elections - Increase outreach to blind and low vision voters to increase civic
participation in elections through targeted outreach strategies.
Board of Elections -100% of absentee ballot packages mailed within one business day
of processing absentee request to ensure timely absentee voter participation.
Clerk to the Board - Screen 100% of applications for Advisory Boards and Commissions
Vacancies within one week of submission.
Clerk to the Board - 100% of contracts posted to Document Management Software
within to weeks of completion.
Clerk to the Board - 100% of meeting minutes approve within three subsequent
business meetings.
Community Relations - Grow social media following for Twitter (6,134) and Facebook
(3,522).
z Community Relations - Fulfill 98% of Public Records Requests within 30 business days
to ensure all requests are met in as timely a manner as possible.
kms; Community Relations - Enroll 25 students in 2022 County Government Academy.
County Attorney - Maintain efficient legal review times by completing 95% of all legal
reviews within ten days per review item.
County Attorney - Maintain staff licensure and certification at 100%.
County Manager- Office of Equity & Inclusion: Decrease average case processing time
by ensuring less than 25% of open cases are between 101 and 300 days old (excluding
cause, systemic and novel/complex cases).
Tax Administration - Increase instances of community outreach to 8 per year to assist
Orange County residents.
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Board Goal 4
INVEST IN QUALITY COUNTY FACILITIES, A DIVERSE WORK FORCE,AND TECHNOLOGY TO ACHIEVE A HIGH
PERFORMING COUNTY GOVERNMENT
PROGRESS
Asset Management Services- Meet the response time for 75% of facilities work orders
based on their priority level.
0 County Manager's Office - Budget Office: Predict General Fund revenues within 1% of
Revised Budget each fiscal year.
Emergency Services -The 9-1-1 Emergency Communications Division will ensure that
95% of all 911 calls are answered within 10 seconds.
Emergency Services - Emergency Medical Services Division will improve to a 60%
adherence rate to a 9 minute or less Emergent Response Time for events requiring
critical Paramedic level Intervention.
Emergency Services - Improve the percentage of K-12 public school children (2nd and
3rd grades) reached by formal Fire Safety Education to 50%.
Finance - Reduce invoices not paid within 30 days to less than 150 per month by end of
Fiscal Year.
Finance - Decrease percentage of revenue recorded after 30 days to less than 1% by
end of fiscal year.
Finance - Reduce all unreconciled purchase card transactions after 15 days to less than
45 per quarter by end of fiscal year.
Human Resources - Decrease number of days to approve Request to Fill Vacancy Form
to 3 business days to enable departments to fill vacant positions as quickly as possible.
Human Resources - Reduce annual staff turnover to 10%.
Human Resources - Ensure employees have clear personnel policy direction and policy
is implemented fairly and equitably, through review and recommended revisions of the
Orange County Personnel Ordinance by June 30, 2024.
Information Technology -Achieve and maintain a Cyber-Hygiene score of at least 850.
Information Technology -At least 90% of Routine Service Call Resolution within 18
hour time target.
Information Technology - Complete incoming projects within 4 months or less on
average.
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Board Goal 4 Cont.
INVEST IN QUALITY COUNTY FACILITIES, A DIVERSE WORKFORCE, AND TECHNOLOGY TO ACHIEVE A HIGH
PERFORMING COUNTY GOVERNMENT
PROGRESS
Tax Administration - Increase percentage of Electronic Payments to 60%
Tax Administration - Implement a Present Use Value Compliance appraisal system by
June 2023.
Transportation Services - Convert 20% of Orange County Transportation Services Fleet
to zero emission/all electric fleet by end of Fiscal Year 2022-23, 100% to zero
emission/All electric fleet by Fiscal year 2034-2035.
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Board 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
PROGRESS
Asset Management Services - Reduce the Energy Intensity (energy used in KBTU per
square foot) of County facilities to 6.3 KBTUS by the end of Fiscal Year 2022-23.
Department of Environment, Agriculture, Parks & Recreation - Promote ecologically-
sound forest management and sustainable forestry within Orange County by reaching
100 landowners with information about Forest Management Plans and have at least 10
create plans during 2023.
Department of Environment, Agriculture, Parks & Recreation - Create safer play areas
by replacing the existing surfaces at three County Parks (Efland Cheeks, Fairview, Little
River).
Department of Environment, Agriculture, Parks & Recreation - Recreation Division will
invest in improvements to existing child-care programs of Preschool, After School and
Summer Camps in both quantity (increasing Preschool from 2 to 5 days per week,
adding Teacher Workday Programming, and adding seats to After School) and quality
(participant assessments, training and infrastructure investments).
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Board Goal 6
ENSURE A HIGH QUALITY OF LIFE AND LIFELONG LEARNING THAT CHAMPIONS DIVERSITY, EDUCATION AT ALL
LEVELS, LIBRARIES, PARKS, RECREATION AND ANIMAL WELFARE
PROGRESS
Cooperative Extension - Increase youth leadership in Community Development by
conducting Level Up Leadership 4-H Program with at least ten teens in grades 7-12 in
Fiscal Year 2022-23 with 100% success rate in Program Assessment.
Library Services - Create an inclusive library collection by increasing Diversity, Equity
and Inclusion (DEI) subject headings to capture 35% of the collection over the next
several years.
Library Services - Increase accessibility to information and materials by developing an
outreach program to reach our aging homebound residents.
Library Services - Build relationship with Chapel Hill Public Library to increase shared
resources in operations, with a goal of three shared resources by end of Fiscal Year
2022-23.
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Department on Aging
GOAL 1:ENSURE DEPARTMENT PROGRAMS ARE DIVERSE AND INCLUSIVE,WITH PARTICIPATION
MATCHING THE DEMOGRAPHIC DIVERSITY OF ORANGE COUNTY.AT LEAST 18.1%OF PROGRAM
PARTICIPANTS IDENTIFY AS PEOPLE OF COLOR.
Board Goal: Ensure a community network of basic human services and infrastructure that maintains,
protects,and promotes the well-being of all county residents
Social Justice Goal: Enable full civic participation
Performance Assessment:We have recently begun tracking this goal,so don't have data to report at this
time. Beginning in July 2022, all program participants were requested to complete surveys to capture
demographics. As we get more participants to provide this data in the coming months,we anticipate
participant makeup to be a reflection of the demographics of the community.This goal is one of many
Master Aging Plan goals and speaks to the commitment of department to be inclusive and welcoming to a
diverse population.
GOAL 2:80%OF DURABLE MEDICAL EQUIPMENT(DME)PROGRAM PARTICIPANTS REPORT THAT A DME
LOAN SUPPORTED THEIR GOAL TO REMAIN SAFE AT HOME.
Board Goal: Ensure a community network of basic human services and infrastructure that maintains,
protects,and promotes the well-being of all county residents
Social Justice Goal: Ensure economic self-sufficiency
Performance Assessment:We have recently begun tracking this goal,so don't have data to report at this
time.The durable medical equipment loaner program is a triage opportunity to assist older adults,their
families and community partners to age and recover safely at home.We see an increase in requests for DME
as the total aging population in the community increases every year. Our aim is to start requesting
surveys/satisfaction questionnaire for all newly loaned equipment.This survey will provide data on the need
of this program and how it is being used.Currently there is work on creation of this satisfaction survey.
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Department on Aging Cont.
GOAL 3:MEASURE THE IMPACT VOLUNTEERISM HAS ON THE MENTAL WELL-BEING OF VOLUNTEERS
PROVIDING SUPPORT AND SERVICES THROUGHOUT ORANGE COUNTY,WITH A GOAL OF 86%OF
PARTICIPANTS REPORTING POSITIVE IMPACT.
Board Goal: Ensure a community network of basic human services and infrastructure that maintains,
protects,and promotes the well-being of all county residents
Social Justice Goal: Enable full civic participation
Actuals --0— Target Projected
86.5%
c c
C) 86.0% U————————
,,
0
o °c 85.5%
L
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-1585.0%
a -
cu
� v
84.5%
> 84.0%
Q 6�y��
Performance Assessment: For the second 6 month (1/23-6/23) reporting we are projected to meet or
exceed the 86%positive impact on mental well-being reported by our volunteers. We anticipate an increase
in participation and positive reporting as enrollment has increased. Measurement is collected twice
annually.
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Animal Services
GOAL 1:PROMOTE COMPANION ANIMAL WELFARE BY ACHIEVING AT LEAST AN 85%LIVE RELEASE RATE FOR
ANIMALS SHELTERED BY ORANGE COUNTY ANIMAL SERVICES ACROSS THE NEXT TWO YEARS.
Board Goal: Promote an interactive and engaging system of governance that reflects community values
Social Justice Goal: N/A
%live release --- Target Projected
100%
95%
v
90%
85% ----------------------- -----------------
v
a, 80%
v 75%
J 70%
OOO��
tT 'L T L �L L T �T, ,'L `'L
oc �o , Oe , �a , Fe , �a, P�too,
Performance Assessment: The foster and transfer programs continue to be a focus to support live release of
shelter animals.Animal adoptions are consistent and several strategies have been employed to place animals
such as the working cat/barn cat program, adoption specials,and transfer of animal with shelter partners.A full
time shelter veterinarian started December 5th.
GOAL 2:ACHIEVE STRONG COMMUNITY ENGAGEMENT IN ANIMAL WELFARE WITH 800 COMMUNITY ANIMALS
SERVED BY ANIMAL SERVICE PROGRAMS ANNUALLY OR AN AVERAGE OF 67 PER MONTH.
Board Goal: Ensure a community network of basic human services and infrastructure that maintains, protects,
and promotes the well-being of all county residents
Social Justice Goal: Enable full civic participation
Count of animals served --- Target --- Projected
260
210
-76 160
110
ro 60 — -------- ---
0
xk 10
L �L L ` L o L e ti 2 ti e ti a ti ti a ti ti , ti ti eQti `ti o ti e ti
Performance Assessment: Measure the number of animals helped through OCAS Programs. Historically this data
has not been captured so the work is currently in progress to determine baseline data. Examples of services
include:community spay neuter performed via voucher assistance, rabies vaccinations,veterinary care assistance
program. The vet assistance program is community funded via go fund me website and so the impact will vary.
Baseline data collection is in progress for community sterilization of pets, rabies vaccines,and veterinary care
assistance.
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Animal Services Cont.
GOAL 3: 100%OF ANIMAL CONTROL OFFICERS CERTIFIED TO PROVIDE RABIES VACCINATIONS BY END OF FISCAL
YEAR 2022-23.
Board Goal: Promote an interactive and engaging system of governance that reflects community values
Social Justice Goal:Create a safe community
Percent certified ——— Target Projected
t100% -----------------------------------------
3 0 80%
._
vM 60%
U U
E 40%
C) � 20%
0% --�'
0
�1> ��� Opti ��� �I> �0> eco -0 O11- O�� ��� ��� ��� ��� ��� OCti -0 O��
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P0, 4", Co" P , Sed pc
Performance Assessment: All Animal Control Officers have completed the training and passed the online test
required by the NC Department of Health and Human Services.Two Officers have completed all required
technical training(Checklist)and are waiting on Certified Rabies Vaccinator(CRV)status assignment from NC
Health and Human services. Officers being certified assists with rabies vaccinations being administered in the field
for citizens who require additional assistance with vaccine compliance.
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Asset Management Services
GOAL 1: REDUCE THE ENERGY INTENSITY(ENERGY USED IN KBTU PER SQUARE FOOT)OF COUNTY FACILITIES TO 6.3
KBTUS BY THE END OF FISCAL YEAR 2022-23.
Board Goal: 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
Social Justice Goal: Establish sustainable and equitable land-use and environmental policies
Energy intensity ——— Target —— Projected
7.0
6.8
s 6.6
V) �.
a) 6.4
CL
m 6.2
6.0
5.8
O1'> OI> OI> OI> O1'� O�� O�� O�� O�� O�� O�� O�� O11 O�, 41 O�� O��
1. 11 ti 1. 1 11151> ti ti ti ti T ti 4 ti T ti ti ti
1�3 P,O' Seo, C�` �o�, Oeo, fat., �e�, �`at Pit baa, vs >3�,
Performance Assessment:Decreases in the County's energy intensity are directly linked to the new hybrid work
environment and the greater energy efficiency of new county buildings in the portfolio. As the county's workforce
has adapted to a hybrid work environment, it is expected that some of the reductions in energy usage seen during the
last year as employees worked from home will remain in place over the next several years.
GOAL 2: MEET THE RESPONSE TIME FOR 75%OF FACILITIES WORK ORDERS BASED ON THEIR PRIORITY LEVEL.
Board Goal: Invest in quality County facilities,a diverse work force,and technology to achieve a high performing
County government
Social Justice Goal: N/A
Entries>30 Days --- Target Sum of Projection
v 90%
v
E 80%
a) E 70%
o ,C 60%
0 3 50%
3
0
40%
ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti
Col, t to �aJ, >p,
Performance Assessment:While AMS strives to meet our service standards to complete facilities maintenance work
orders, increased turnover and vacancies over the last year affected our ability to meet our high standards for work
order completion. We believe that turnover and vacancies will be reduced next fiscal year,which will improve our
performance.
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Board of Elections
GOAL 1:TO INCREASE CIVIC PARTICIPATION IMPLEMENT A"FOLLOW THE ORANGE BRICK ROAD"
WAYFINDING PROGRAM BY JUNE 30,2023.
Board Goal: Promote an interactive and engaging system of governance that reflects community values.
Social Justice Goal: Enable full civic participation.
Milestones and Tasks Start Progress End
Map signage placement for each voting
Jan 22 Jun 23
location
Design and procure signage Feb 22 Jun 23
Hire staff to put out and remove signage Apr 22 Jun 23
Performance Assessment:One indicator of success will be a decreased amount of calls from voters unable to
find voting location.
GOAL 2:INCREASE OUTREACH TO BLIND AND LOW VISION VOTERS TO INCREASE CIVIC PARTICIPATION IN
ELECTIONS THROUGH TARGETED OUTREACH STRATEGIES.
Board Goal: Promote an interactive and engaging system of governance that reflects community values
Social Justice Goal: Enable full civic participation
Milestones and Tasks Start Progress End
Attend outreach events Apr 22 Jun 23
Work with blind and low vision voters to
increase awareness of accessible voting Apr 22 Jun 23
options
Performance Assessment:These efforts are intended to lead to increased use of online absentee ballot portal
for blind and low vision voters.
20
21
Board of Elections Cont.
GOAL 3: 100%OF ABSENTEE BALLOT PACKAGES MAILED WITHIN ONE BUSINESS DAY OF PROCESSING
ABSENTEE REQUEST TO ENSURE TIMELY ABSENTEE VOTER PARTICIPATION.
Board Goal: Promote an interactive and engaging system of governance that reflects community values
Social Justice Goal: Enable full civic participation
Actuals a e Target Projected
100% V,,_ V W. W W V W W _; V V
N
O
_ C
'n 90%
v s
c .C:
v s
80%
OL, OLti OL, OLS OLy OLy OLL OLL OLL OLL OLL OLL OLL OLL OLL OLL Otiti Otiti
ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti
Sed,
Performance Assessment:The aim is to have the absentee ballot package mailed within one business day after
processing absentee ballot request.
21
22
Child Support Services
GOAL 1:TO ACHIEVE THE CONTINUOUS QUALITY IMPROVEMENT(CQI)PERFORMANCE GOAL SET BY THE STATE,AND PROVIDE A
NEEDED SOURCE OF FINANCIAL SUPPORT TO FAMILIES,THE DEPARTMENT WILL ESTABLISH CHILD SUPPORT ORDERS FOR 85.03%OF
THE TOTAL CASELOAD IN FISCAL YEAR 2022-23.
Board Goal:Ensure a community network of basic human services and infrastructure that maintains,protects,and promotes the well-
being of all county residents
Social Justice Goal:Ensure economic self-sufficiency
Orders established ——— Target ——— Projected
90%
v
a 85% srs.
0
Y
S -6 80%
Q N
^ - 75%
= m
v 70%
0
v 65%
u
QJ
a 60%
ti6v tia- ti19- tiISL tia,- ti19y ball tia, till, tisil ti&1 ti19, ti191 tia, ti19, ti191 tia, ti19,
SeQ` Octi, �o�, Oec, 1a1, lea, fat, Pit, 1a�, ���, ���, P��, Sed, Octi, �o�, Oec,
Performance Assessment:Child Support Services Department has met this goal and is on track to maintain this performance level.
GOAL 2:TO ACHIEVE THE CONTINUOUS QUALITY IMPROVEMENT(CQI)PERFORMANCE GOAL SET BY THE STATE,AND PROVIDE A
NEEDED SOURCE OF FINANCIAL SUPPORT TO FAMILIES,THE DEPARTMENT WILL COLLECT AT LEAST 69%OF ALL CURRENT SUPPORT
OWED MONTHLY IN FISCAL YEAR 2022-23.
Board Goal:Ensure a community network of basic human services and infrastructure that maintains,protects,and promotes the well-
being of all county residents
Social Justice Goal:Ensure economic self-sufficiency
Child support collected --- Target --- Projected
74%
73%
u
72%
v
0 71%
V
70%
UJ
v 69% —————————————————————————————————————————————————————
a
68%
67%
oti1 otiti otiti otiti otiti oti1 otiti otiti otiti otiti otiti otic' otiti otiti otiti otiti otic' otic'
O 0 o, ec L a�L e�
0151,
o, ec L
P S O 1 FO
Performance Assessment:Child Support Services Department has met this goal and is on track to maintain this performance level.
22
23
Child Support Services Cont.
GOAL 3:TO ACHIEVE THE CONTINUOUS QUALITY IMPROVEMENT(CQI)PERFORMANCE GOAL SET BY THE STATE,AND PROVIDE A
NEEDED SOURCE OF FINANCIAL SUPPORT TO FAMILIES,THE DEPARTMENT WILL COLLECT PAYMENTS TOWARDS ARREARS ON AT LEAST
69%OF ALL CASES WITH ARREARS BY THE END OF FISCAL YEAR 2022-23.
Board Goal:Ensure a community network of basic human services and infrastructure that maintains,protects,and promotes the well-
being of all county residents
Social Justice Goal:Ensure economic self-sufficiency
Cases with payments collectedFY22 ——— Target ——— Projected Cases with payments collectedFY23
80% FY21-22
75% --
v 65%
u60%
0 55% 100 FY22-23
,v, 50%
a 45%
40%
35%
30%
otiti otiti otiti otiti otiti otiti otiti otiti otiti otiti otiti otiti otiti otiti otic- otiti otiti otiti
01' 411, 0c_, �'10, De, Na , Qe , �a, PQ, �a�, 1; , ��, P��, Sed, CP, 110, De
Performance Assessment:Child Support Services Department is on track to meet this cumulative performance goal by the end of the fiscal
year.As of November 2022,the department is 6.86 percentage points above the statewide average for this performance goal.
23
24
Clerk to the Board
GOAL 1:SCREEN 100%OF APPLICATIONS FOR ADVISORY BOARDS AND COMMISSIONS VACANCIES WITHIN
ONE WEEK OF SUBMISSION.
Board Goal: Promote an interactive and engaging system of governance that reflects community values
Social Justice Goal: Enable full civic participation
C: Percent screened within one week --- Target --- Projected
t
3 100% —
a) 80%
v �
3 60%
C: 40%
0 o
u 20%
Q
fl 0%
Q ti 1> 1> 1> n> ' v '11 Oti tilde tiv 10,
tiO ')O ')OtiOOOtiOOOOO1 OOOO
�S�" QeP' fat, Pit, baa, ���., N&1, P0 Sed Cp" o"
Performance Assessment:Screening time is dependent on response from other county departments,in
addition to the time it takes to review within the Board of County Commissioners office.
GOAL 2:100%OF CONTRACTS POSTED TO DOCUMENT MANAGEMENT SOFTWARE WITHIN TWO WEEKS OF
COMPLETION.
Board Goal: Promote an interactive and engaging system of governance that reflects community values
Social Justice Goal: Enable full civic participation
OContracts posted within two weeks --- Target -- Projected
3
100% ———— ---- ---�
i
3 95%
v Y
C) v 90%
CL 3
v 85%
0 80%
U
�ti ti ti �ti ,ti `ti �ti �ti tti �ti ti ti �ti ti ti �ti Jti `ti
�aA'
Performance Assessment:Timely turnaround of contracts in Document Management Software Laserfische is
importation for effective service delivery in county departments.
24
25
Clerk to the Board Cont.
GOAL 3:100%OF MEETING MINUTES APPROVED WITHIN THREE SUBSEQUENT BUSINESS MEETINGS.
Board Goal: Promote an interactive and engaging system of governance that reflects community values
Social Justice Goal: Enable full civic participation
Minutes approved within 3 meetings --- Target — Projected
100% ————
0 80% `%
a
cl 60%
40%
COE
ao +' 20%
c
v 0%
v
O,I> Oa> O1> O1ti OI> O1'7 Opti O1l Opti O1 l Opti Olt Opti O1 l Opti Olt Opti Ol l
1 ti L L L `ti 1 L L 1 1 1 1 1 J
�J POS gel' 6 �oJ pe �alea �a PQ �`a� ��� �O P�� SeQ p�
Performance Assessment:This goal is dependent on the BOCC meeting schedule as well as the ability of the
contracted transcriptionist to return meeting minutes for approval.
25
26
Community Relations
GOAL 1:GROW SOCIAL MEDIA FOLLOWING FOR TWITTER(6,134)AND FACEBOOK(3,522).
Board Goal: Promote an interactive and engaging system of governance that reflects community values.
Social Justice Goal: Enable full civic participation
TWITTER ACTUALS --- TWITTER TARGET TWITTER PROJECTED
FACEBOOK ACTUALS --- FACEBOOK TARGET --- FACEBOOK PROJECTED
7000
6000 --------------------------------------------
v
0 5000
0 4000
0
o �—
xx 3000 ————————————— ----------
2000
titi til titi titi titi titi ti� ti� ti� titi titi ti� ti� ti� ti� ti� ti� ti�
,y0 .LO ,ti0 ,LO ,LO ,LO ,LO ,LO ,y0 ,LO .y0 ,LO ,LO
S� P�p�, �:el oo11
011 Oec ,ate, hep, fat, Pit, baa, ,P, PP
Performance Assessment:The department's goal is to grow the County's social media following for Twitter and
Facebook. Historically,Twitter has grown faster than Faceb000k however,due to new management of the
company,Twitter following has decreased over the last month.
GOAL 2:FULFILL 98%OF PUBLIC RECORDS REQUESTS WITHIN 30 BUSINESS DAYS TO ENSURE ALL REQUESTS ARE
MET IN AS TIMELY A MANNER AS POSSIBLE.
Board Goal: Promote an interactive and engaging system of governance that reflects community values.
Social Justice Goal: Enable Full Civic Participation
Actuals --- Target Projected
100%
95%
90%
85%
80%
,ti0 ,LO ,LO ,LO ,LO ,LO ,LO .LO ,LO .LO ,ti0 ,LO
,a�, hep, fat, Pic �aA,
Performance Assessment:The goal within Fiscal Year 2021-22 has been exceeded from February to June and
continues to do so within Fiscal Year 2022-23.There is a possibility of a dip occurring in the second half of the
fiscal year 2022-23 due to the number of requests for large numbers of records that will take months to complete
and processed for legal review.
26
27
Community Relations Cont.
GOAL 3:ENROLL 25 STUDENTS IN 2022 COUNTY GOVERNMENT ACADEMY
Board Goal: Promote an interactive and engaging system of governance that reflects community values
Social Justice Goal: Enable Full Civic Participation
z Students enrolled ——— Target Projected
30 �-
0- 25 —————————————
C:
v
20
C:
15
V) 10
Performance Assessment:Class begins in February and runs through early June. Recruitment occurs in fall and
winter.Goal is to enroll 25 students in the class.
GOAL 4:ACHIEVE 100 VIEWS ON VIDEOS UPLOADED TO YOUTUBE CHANNEL EACH MONTH.
Board Goal: Promote an interactive and engaging system of governance that reflects community values.
Social Justice Goal: Enable Full Civic Participation
Performance Assessment:The department has improved capacity and ability to create videos for county
departments with new hire. Our goal is to increase reach of these videos and bring more awareness to County
programs and services.Tracking will begin January 2023.
27
28
Cooperative Extension
GOAL 1:TEACH A FOOD PROTECTION MANAGER CERTIFICATION PROGRAM,TO HELP REDUCE THE RISK OF
FOODBORNE ILLNESS,WHERE 75%OF EXAMINEES WILL PASS WITH A GRADE OF AT LEAST 75 BY JUNE 30,2023.
Board Goal: 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
Social Justice Goal: Create a safe community
Percent passing ——— Target
� L
Q 100%
t t 90%
�' o 80%
-a
ami n 70% —— —————— �—� —————— —————— —————.
60%
X E 50%
`�' 40%
0 IV0
30%
,Lp'L,• ,Lp`L,' ,Lp'L�' �O'L�' ,LO'LO' ,Lp'L1' ,Lp'L�'
fat,
Performance Assessment:A score of 75 points is the baseline national standard for Food Safety Manager
Certification exams.The goal is progressing favorably, however there is a challenge with non-English speakers'
exam results due to the testing company not providing easy-to-understand test translations.To remediate this
issue we will offer topic reviews to help participants pass the re-take exam.
GOAL 2: INCREASE YOUTH LEADERSHIP IN COMMUNITY DEVELOPMENT BY CONDUCTING LEVEL UP
LEADERSHIP 4-H PROGRAM WITH AT LEAST TEN TEENS IN GRADES 7-12 IN FISCAL YEAR 2022-23 WITH 100%
SUCCESS RATE IN PROGRAM ASSESSMENT.
Board Goal: Ensure a high quality of life and lifelong learning that champions diversity,education at all levels,
libraries, parks, recreation,and animal welfare
Social Justice Goal: Enable full civic participation
Milestones and Tasks Start Progress End
Conduct Needs Assessment Jan 21 100% Sept 21
Guide 4-Hers through Level Up Leadership
Jan 23 0% Mar 23
sessions
Develop Plans of Action Mar 23 0% Jun 23
Conduct Post-Assessment Mar 23 0% Mar 23
Implement Plans of Action Jun 23 0% Jun 23
Performance Assessment: In Fiscal Year 2022-23,we plan to work with ten students. Participants will become
more knowledgeable about each of the leadership topics covered in the course, building skills in public speaking,
goal-setting,and action planning. As of November the needs assessment is complete and the workshop series
will start in January.
28
29
Cooperative Extension Cont.
GOAL 3:CREATE A SCHEMATIC FARMLAND PROTECTION PLAN FOR PRESENTATION TO ORANGE COUNTY
LEADERSHIP WHICH EMPLOYS NOT ONLY PROTECTIVE INSTRUMENTS BUT ALSO PROMOTES DIVERSE
AGRICULTURAL ENTERPRISES,RURAL SMART GROWTH METHODOLOGIES,AND SUPPORTIVE PUBLIC POLICY TO
ENSURE THE ECONOMIC VITALITY OF AGRICULTURE IN ORANGE COUNTY.
Board Goal: 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
Social Justice Goal: Ensure economic self-sufficiency
Milestones and Tasks Start Progress End
Initial Ag.Preservation Board Subcommittee Feb 22 Apr 22
Frame Programmatic Goals Mar 22 June 22
Inventory existing data,polices,&precedents Mar 22 85% Aug 22
Coordinate with AFT&Orange County GIS Mar 22 85% Dec 22
Receive expert&Stakeholder feedback Jun 22 50% Aug 22
Monthly subcommittee meetings Feb 22 d&L, 50% Jun 23
Create Farmland Protection Plan Outline Jun 22 25% Dec 22
Propose dynamic website July 22 25% Dec 22
Present report,recommendations,and budget Jan 23 0% June 23
Performance Assessment:This initiative began in February 2022 following Agricultural Preservation Board
discussions and the development of a Farmland Protection Subcommittee.Since inception,the subcommittee has
been formed and is meeting regularly. The initial phase of data collection (GIS,trends,expert interviews)and
graphics development(maps and data) is complete. Coordination with American Farmland Trust(AFT)and
Orange County GIS and Planning departments is complete through the initial phase. A schematic farmland
protection plan is in construction (initial phase and wireframe for prescriptive methods). These activities will
program the structure of the proposed website. Ongoing data collection and precedent research is populating
the outline for final reports budget,and recommendations.The goal is an approved schematic plan and
associated budget by June 2023.
29
30
County Attorney
GOAL 1: MAINTAIN EFFICIENT LEGAL REVIEW TIMES BY COMPLETING 95%OF ALL LEGAL REVIEWS WITHIN
TEN DAYS PER REVIEW ITEM.
Board Goal: Promote an interactive and engaging system of governance that reflects community values
Social Justice Goal: N/A
Percent completed on time --- Target - Projected
N
100%
O
r-I
c 95% ———————————————————————————————————————.
90%
3
85%
80%
tin
v
75%
° 1> n> yL L yL yL yL tL L L L yL L yL
Performance Assessment:The department was short staffed at the end of Fiscal Year 2021-22 and has since
returned to full staffing level. The department performance on this goal is now back to 94%.
GOAL 2: MAINTAIN STAFF LICENSURE AND CERTIFICATIONS AT 100%.
Board Goal: Promote an interactive and engaging system of governance that reflects community values
Social Justice Goal: N/A
Licensure level --- Target --- Projected
c
100% --
0
0 90%
u
80%
U
c: 70%
a�
60%
c
u
50%
° O1> Opti On> O.t'ti OI> O1>No
O,L'1, O.L'L O,L`l. O'1'l' Opti Otiti Opti Opti O'1'1' Opti Opti O'1'1'
��L �L L c�ti oJti ecti anti esti at L tti �ti �ti J�ti Oo'L , �ti �ti cti
P� Se 5e�
Performance Assessment:The department must maintain appropriate certifications and licensure in order to
perform its responsibilities. All attorneys remain in good standing with bar licensure and those with special
certifications also remain in good standing with their certifying agencies.
30
31
County Manager's Office
GOAL 1:OFFICE OF EQUITY&INCLUSION: DECREASE AVERAGE CASE PROCESSING TIME BY ENSURING LESS
THAN 25%OF OPEN CASES ARE BETWEEN 101 AND 300 DAYS OLD(EXCLUDING CAUSE,SYSTEMIC AND
NOVEL/COMPLEX CASES)
Board Goal: Promote an interactive and engaging system of governance that reflects community values
Social Justice Goal: Foster a community culture that rejects oppression and inequity
Cases between 100 and 300 days old ——— Target ——— Projected
100%
0
80%
v �
v —
3 0 60%
N
v �
V) -0 40%
°1 0
" o
U CY) 20%
v c
fu
CL 0%
o ,PI- �Sil- Lp'L'L Lp22 S1 2pI Lp'L2 Lp'L1- Lp'Lti apo- L0o- 2p'L2
oall deb, Dat, vo, 0a�, �' ��\, P��, Sed, 0e,, pec,
Performance Assessment:While there are factors beyond the Office of Equity&Inclusion's control that
influence the completion goal (e.g.delayed responses from complaining and responding parties,complaint
amendments,and staff transition),the division intends to have the current caseload within the goal range
by the conclusion of the fourth quarter of FY 2022-23 and to continue to operate within goal range from
that point forward.
GOAL 2: BUDGET OFFICE:PREDICT GENERAL FUND REVENUES WITHIN 1%OF REVISED BUDGET EACH
FISCAL YEAR
Board Goal: Invest in quality County facilities,a diverse work force,and technology to achieve a high
performing County government
Social Justice Goal: N/A
Percent of GF Revenue Budget ——— Low Target ——— High Target - - Projection
105%
0b. 103%
>
m
a 101%
U v
99%
o �
97%
U
95%
'L�ti°� 'Lpyp �p.L'y 'Lpyti 'Lpy3
Performance Assessment:The accurate projection of revenues allows for the proper function of county
government.Overestimating revenues can place the stability of the government at risk,while
undersestimating revenues will result in programs not being funded while fund balance accumulates.The
instability of the Covid-19 pandemic has caused greater uncertainty in budgeting and sales tax revenues
have increased at an unprecidented rate the last two fiscal years.
31
32
Criminal Justice Resource Department
GOAL 1: INCREASE BY AT LEAST 20%FROM FY 19-20 THE NUMBER OF INDIVIDUALS DIVERTED FROM THE
ORANGE COUNTY CRIMINAL JUSTICE SYSTEM THROUGH CJRD DIVERSION PROGRAMMING.
Board Goal: Ensure a community network of basic human services and infrastructure that maintains, protects, and
promotes the well-being of all county residents
Social Justice Goal: Foster a community culture that rejects oppression and inequity
Individuals diverted --- Target
100
80
v
0 60
40
2 20
c
0
Q'L `�ti �ti `ti o� ati �ti tti a'L �ti o�'L "
o
� Q� ce C �o po ce
Performance Assessment:The CJRD has added three new programs(two starting Nov 21)that incorporate diversion
and this has resulted in a significant increase in the number of individuals being diverted and able to avoid the
consequences of justice involvement. In addition,we have added harm reduction diversion in order to improve
equitable opportunities for diversion.While we did have some staff turn-over in the Lantern Project and short
vacancies,we have seen increases in all pre-arrest and post-charge diversions overall.
GOAL 2: ENHANCE STABILITY FOR THE JUSTICE INVOLVED THROUGH INCREASING BY 10%FROM FY 20-21 THE
NUMBER OF INDIVIDUALS WHO RECEIVE LEGAL RESTORATION SERVICES BY THE CJRD.
Board Goal: Ensure a community network of basic human services and infrastructure that maintains, protects, and
promotes the well-being of all county residents
Social Justice Goal: Foster a community culture that rejects oppression and inequity
Individuals receiving services ——— Target
s0
40
30
20 --
10
0
O_� I_�
Se� pc �opeck �a�� Fe���apQ �aa� �o�� �0pO�L 41 CPI 1 0 Oec�
Performance Assessment:The Restoration Legal Counsel position has provided critical assistance to residents of
Orange County through court costs and fees relief,justice debt assistance,expunctions,certificates of relief, and
driver's license restoration. This attorney position has increased policy work with court stakeholders to address
court non-appearances and ability to pay policies. Please note that our original attorney left the county in July and
the new attorney started in September,which is why the low numbers exist for August and September 2022.The
increased numbers recently reflect our attorney being fully in person and doing outreach in the community.
32
33
Dept of Environment, Agriculture, Parks & Recreation
GOAL 1: PROMOTE ECOLOGICALLY-SOUND FOREST MANAGEMENT AND SUSTAINABLE FORESTRY WITHIN ORANGE
COUNTY BY REACHING 100 LANDOWNERS WITH INFORMATION ABOUT FOREST MANAGEMENT PLANS,AND
HAVE AT LEAST 10 CREATE PLANS DURING 2023.
Board Goal: 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
Social Justice Goal: Establish sustainable and equitable land-use and environmental policies
Milestones and Tasks Start Progress End
Plan outreach methods with conservation partners Mar 22 Nov 23
Create informational video Nov 22 10% Feb 23
Work with Tax Administration to identify forestry
Present Use Valuation owners Nov 22 20% Feb 23
Participate and present effort at Agricultural Feb 23 0%
Summit
Feb 23
Release informational interactive video,publicize Feb 23 0%
and broadcast Mar 23
Assess number of new Forest Management Plans June 23 0% Oct 23
Performance Assessment:Informational video with interactive links will be used to reach more people than a
conventional meeting,and will be publicized using multiple databases.Video concepts and script are being
developed now.
GOAL 2:CREATE SAFER PLAY AREAS BY REPLACING THE EXISTING SURFACES AT THREE COUNTY PARKS(EFLAND
CHEEKS, FAIRVIEW,LITTLE RIVER).
Board Goal: 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
Social Justice Goal: Create a safe community
Milestones and Tasks Start Progress End
Select surfacing to industry standards Fall 22 Winter 22
Fairview Tennis and Basketball Courts Spring 22 Fall 22
Little River-discuss with Durham, install Fall 22 10% Fall 23
Efland Cheeks Basketball Courts Fall 22 Spring 24
Performance Assessment:Decisions on preferred surfaces completed, need to complete Little River discussions with
Durham County.
33
34
Dept. of Environment, Agriculture, Parks & Rec Cont.
GOAL 3: RECREATION DIVISION WILL INVEST IN IMPROVEMENTS TO EXISTING CHILD-CARE PROGRAMS OF
PRESCHOOL,AFTER SCHOOL,AND SUMMER CAMPS IN BOTH QUANTITY(INCREASING PRESCHOOL FROM 2-TO 5-
DAYS PER WEEK,ADDING TEACHER WORKDAY PROGRAMMING,AND ADDING SEATS TO AFTER SCHOOL)AND
QUALITY(PARTICIPANT ASSESSMENTS,TRAINING,AND INFRASTRUCTURE INVESTMENTS).
Board Goal: 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
Social Justice Goal: Enable full civic participation
Milestones and Tasks Start Progress End
Increase Preschool Academy days and implement
participant assessments Oct 22 SO% May 23
Institute early-childhood training program for staff
Aug 23 25% May 24
at all levels
Offer transportation to After School from 2
additional OCS schools and/or charter schools in Aug 22 0% Aug 23
OCS district
Reinstitute Teacher Workday programming Aug 22 0% Aug 23
Acquire supplies and equipment to modify existing
infrastructure to better fit early-childhood Jul 22 50% Aug 22
participants
Performance Assessment:This is a long term goal, met in stages over time as resources allow. This plan allows for
Fiscal Year 2022-23 to focus on more easily achievable milestones while planning resource allocation for larger goals
in future fiscal years.The transportation milestone is pending delayed van purchase.
34
35
Economic Development
GOAL 1:ACHIEVE MONTHLY OCCUPANCY TAX REVENUE AVERAGE OF$128,333 THROUGH SALES AND
MARKETING PROGRAMS.
Board Goal: 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
Social Justice Goal: Ensure economic self-sufficiency
Revenue ——— Target Projected
$190,000
$170,000-
v $150,000
X $130,000 ---- — — -- `------------
.r
$110,000 `
$90,000
cL $70,000
v $50,000
1 1 1 y L 1 L L L L L L L L L L L L
,lp'L �,O'1' •LOT •y0'1' ,LOT `l,0'1' �,O'1' •LOT .y0'1' ,LOT ,L�'L .LOT .y0'1' .1,0'1' .x,0'1' ,t,0'L
Sed Oox,�o�, Oec, dao Few Oo�,�o, Oec,
Performance Assessment:Tourism spending in Orange County continues to increase as a result of both demand
and increased rates at lodging units,event spaces and restaurants.October will see more than a 120%increase
over last year. November, December and January are"off season"months and revenues will increase
approximately 25%as a result of rate increases(not occupancy).To encourage visitation,the Visitors Bureau has
embarked on a multi tiered campaign to reach NC,VA,SC visitors. Restaurants and live music venues are the
focus of the campaign.The Bureau has a separate campaign to reach meeting planners who book midweek
business. Hotels report a strong 2023.
GOAL 2:CREATE AN ONLINE BUSINESS DIRECTORY AND A LIST OF ORANGE COUNTY BUSINESSES AND
RELEVANT SERVICES TO ASSIST ORANGE COUNTY AND OUR ALLIED ECONOMIC DEVELOPMENT PARTNER
ORGANIZATIONS TO NOTIFY BUSINESSES OF FINANCIAL PROGRAM AVAILABILITY.
Board Goal: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
Social Justice Goal: Ensure economic self-sufficiency
Milestones and Tasks Start Progress End
Utilize prior Grant Applicants and existing contracts Jul 22 Sept 22
through County financial assistance programs
Collect and review existing Town/Chamber of
Oct 22 0% Dec 22
Commerce lists
Gather and review Orange County Register of Deeds
Jan 23 0% Mar 23
database
Retrieve and review Business Incorporation records Apr 23 0%
Jun 23
from NC Secretary of State
Performance Assessment:On a quarterly basis,the Economic Development Department will review,research and
record into a new database subsequent businesses that are identified. As of October 1,2022 we have gathered
and collected current contact information for all of the Business Investment,Agricultural and COVID-Emergency
grant applicants to our document.
35
36
Emergency Services
GOAL 1:REVISE THE DEPARTMENT'S 5-YEAR STRATEGIC PLAN BY THE END OF THE FISCAL YEAR TO GUIDE
FUTURE PROGRESS AND PROVIDE CLARITY AND ALIGNMENT OF OUR DEPARTMENTAL MISSION,VISION,AND
GOALS.
Board Goal:Ensure a community network of basic human services and infrastructure that maintains, protects,and
promotes the well-being of all county residents
Social Justice Goal:Create a safe community
Milestones and Tasks Start Progress End
Complete Emergency Medical Services
Feb 22 100% Aug 22
System Analysis
Organizational Leadership Development Oct 22 70916 Jan 23
Conduct SWOT(Strengths,Weaknesses, °
Opportunities and Threats)Analysis Jan 23 5/° Feb 23
Community engagement Jan 23 0% Mar 23
Revise 5 year Goals and Strategies Mar 23 0% Apr 23
Finalize Department 5 Year Strategic Plan Apr 23 0% Jun 23
Performance Assessment:The Emergency Services Strategic Planning process commenced in Fiscal Year 2021-22
with the Energency Medical System Analysis,which was completed in August 2022.We have decided to delay the
start of the Departmental strategic planning process to focus on organizational leadership development for
current and aspiring leaders.We will commence strategic planning in January 2023.
GOAL 2: THE 9-1-1 EMERGENCY COMMUNICATIONS DIVISION WILL ENSURE THAT 95%OF ALL 911 CALLS ARE
ANSWERED WITHIN 10 SECONDS.
Board Goal: Invest in quality County facilities,a diverse work force,and technology to achieve a high performing
County government
Social Justice Goal:Create a safe community
Calls answered within 10 seconds --- Target Projected
99%
97%
U 95% — -- — -- — ----------------------
0
0
v 93% ----
on
91%
89%
v
87%
85%
ti01:1- ti01N tiQ;)'^'� ti°1'� ti°1'� ti01� ti0ti1 ti°�'� ti01'1 ti01'_ ti01c, ti01'1 01'1 ti°i� ti°�'� ti01'1 ti° ti01'1
der, �o�, deb, �a�, PQM' Wa�, �' '\'T p�p0' SeQ, dos,
Performance Assessment:The North Carolina General Statues require that public safety answer points(PSAPs)
answer 90%of all 911 calls within 10 seconds and 95%of calls within 20 seconds.Call answering and processing
times are tracked on a daily basis to measure efficiency and success.
36
37
Emergency Services Cont.
GOAL 3:EMERGENCY MEDICAL SERVICES DIVISION WILL IMPROVE TO A 60%ADHERENCE RATE TO A 9 MINUTE
OR LESS EMERGENT RESPONSE TIME FOR EVENTS REQUIRING CRITICAL PARAMEDIC LEVEL INTERVENTION.
Board Goal: Invest in quality County facilities,a diverse work force,and technology to achieve a high performing
County government
Social Justice Goal:Create a safe community
Percent within 9 minutes or less --- Target Projected
80%
v
E 70%
v
X60% — -------- ———— — ----- ----`�--------
L
t 50%
+� 40%
v
v
30% -
a
20%
ti��� ti���Oti��� ti��� ti��� ti611 ti�L" ti1 '1-0 ti"1' ti61" IV �'ti111C�,ti131" IV ti010 ti"1� ti���
49,P, o�, \-\O", Oec' '0"',, deb, bac, PQt10P� 'b Q Oeti, �o�, Oec,
Performance Assessment:The 9 minutes or less response time is considered clinically acceptable in the industry
for critical level events.We have constructed the reporting format utilizing our electronic patient care data base
that has linkage to the 911 Computer Aided Dispatch (CAD)database. We are pulling events where a paramedic
provided critical intervention or alert.
GOAL 4:IMPROVE THE PERCENTAGE OF K-12 PUBLIC SCHOOL CHILDREN(2ND AND 3RD GRADES)REACHED BY
FORMAL FIRE SAFETY EDUCATION TO 50%.
Board Goal: Invest in quality County facilities,a diverse work force,and technology to achieve a high performing
County government
Social Justice Goal:Create a safe community
Percent of children reached --- Target
50% -----------------------
40%
t
0 30%
v
v� 20%
10%
v
a
0%
Oct,2021 Oct,2022
Performance Assessment:The Fire&Life Safety Division will improve the percentage of Orange County K-12
school aged children reached by formal fire safety education annually.50%was selected as a target based upon
current staffing capabilities during the month of October(Fire Prevention Month).We're also beginning to track
the number of children reached by race,with a goal of reaching children representative of the population of
Orange County.
37
38
Finance and Administrative Services
GOAL 1: REDUCE INVOICES NOT PAID WITHIN 30 DAYS TO LESS THAN 150 PER MONTH BY END OF FISCAL
YEAR.
Board Goal: Invest in quality County facilities,a diverse work force,and technology to achieve a high
performing County government
Social Justice Goal: N/A
Untimely --- Target --- Projected
v 450
° 400
u 350
° 300
250
v 0 200
150
100
0
50
° > y 'y ti ti ti 1 ti ti ti ti ti ti ti ti ti ti ti
Off' Off' Off' Off' Off' Off' Off' Off' Off' Off' Off' Off' 01' Off' Off' Off'
ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti
\oO' Oec �a�, �e�, �`ac Pic baa, ,��, ���, POS, � CP` �O' Oec,
Performance Assessment:The Finance Department has not reached its goal of reducing invoices not paid
within 30 days.This metric is inter-dependent with timely submittal of invoices to Accounts Payable.
Additionally,this metric has been impacted by a vacant Finance Accounting Technician III position.
GOAL 2:DECREASE PERCENTAGE OF REVENUE RECORDED AFTER 30 DAYS TO LESS THAN 1%BY END OF
FISCAL YEAR.
Board Goal: Invest in quality County facilities,a diverse work force,and technology to achieve a high
performing County government
Social Justice Goal: N/A
L
Entries>30 Days --- Target Projected
v
� 30%
v
_0 25%
U T 20%
Q) 15%
� o
m 10% -
v
v 5%
L 00/ --------------------------
0
°
otiti otiti otiti otiti otiti otiti otic otic otiti otic' otic' o101 o10, otic" oti0" otic" otic otic
��ti �ti ti �ti ,ti `ti o� �ti �ti �ti ati �ti ��ti �ti ti �ti ,ti `ti
Performance Assessment:The Finance Department has made exceptional progress in reducing the
percentage of revenue recorded after 30 days and has met the goal as of fiscal quarter 2 of FY 22-23.The
Finance Department is confident this downward trend will continue with the focused efforts of the
Accounting team.
38
39
Finance and Administrative Services Cont.
GOAL 3: REDUCE ALL UNRECONCILED PURCHASE CARD TRANSACTIONS AFTER 15 DAYS TO LESS THAN 45
PER QUARTER BY END OF FISCAL YEAR.
Board Goal: Invest in quality County facilities,a diverse work force,and technology to achieve a high
performing County government
Social Justice Goal: N/A
Actuals --- Target --- Projected
0
225
U
U
175
12
125 %
E `♦
75 �%
0 ----------------------------------
25 `25
Q1 FY21 Q2 FY21 Q3 FY21 Q4 FY21 Q1 FY22 Q2 FY22
Performance Assessment:The Finance Department has met the goal of reducing unreconciled Purchaing
card transactions after 30 days to fewer than 45 per quarter this fiscal year due to process enhancements by
the County Purchasing Agent.
39
40
Health Department
GOAL 1:IMPROVE ORAL HEALTH BY INCREASING THE PERCENTAGE OF ELIGIBLE CHILDREN SERVED BY THE
DENTAL DIVISION TO 10%OF COUNTY'S PEDIATRIC POPULATION.
Board Goal: Ensure a community network of basic human services and infrastructure that maintains, protects,and
promotes the well-being of all county residents
Social Justice Goal: Foster a community culture that rejects oppression and inequity
Performance Assessment:We will begin tracking this goal in January 2023.The Dental Division is working hard to
meet their goal of increasing the number of new patients seen.Adjustments have been made to the schedule that
allow more appointment slots to be available for this service. Outreach and screening events have also been
planned to help increase recruitment of new patients.Currently,the Dental Division is serving 5.4%of the
County's pediatric population (ages 18 and under),with roughly.4%(10 per month)of those being new patient
visits. An estimated 7.2%of adult patients seen in the clinic are new. Focusing on this goal will ensure that the
residents of Orange County are receiving routine dental checkups and overall improvement in their oral health
and hygiene.
GOAL 2: 75%OF ENVIRONMENTAL HEALTH SITE VISITS ARE COMPLETED WITHIN TWO WEEKS OF RECEIVING A
COMPLETED CUSTOMER APPLICATION.
Board Goal: Ensure a community network of basic human services and infrastructure that maintains, protects,and
promotes the well-being of all county residents
Social Justice Goal: Create a safe community
Visits completed in 2 weeks ——— Target
41
Health Department Cont.
GOAL 3:IMPROVE ACCESS TO HEALTHCARE SERVICES FOR FAMILIES ENROLLED IN FAMILY SUCCESS ALLIANCE
(FSA)BY INCREASING THE PERCENTAGE OF FAMILIES WHO HAVE A MEDICAL HOME TO 90%BY THE END OF FY
2022-23.
Board Goal: Ensure a community network of basic human services and infrastructure that maintains, protects,and
promotes the well-being of all county residents
Social Justice Goal: Foster a community culture that rejects oppression and inequity
Families with a medical home ——— Target — Projected
100%
80%
F
w
o -
+� 40%
C:
v
i 20%
a�
0%
O1'> 01'> O1'> O_1> On>
ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti
4", 0��, �o�, Oen, >a�, hep, mat, Phi, �aA, ,J�, ���, Pte$, SeQ, cp, ' oO' Oec,
Performance Assessment:Access to health care was identified among the top 3 priority areas during the 2019
Community Health Assessment. FSA's target population includes at-risk families who often face great inequities,
including not having a medical home for primary care. FSA staff aim to improve the number of families with a
medical home. Anecdotally,staff know that among FSA families,there are more children than adults with medical
homes. Therefore the number of families with medical homes will be tracked over time as a measurable target,
using the REDCap electronic data capture system.
41
42
Housing Department
GOAL 1: MOVE 10%OF HOUSEHOLDS EXPERIENCING HOMELESSNESS TO HOUSING EACH MONTH.
Board Goal: Ensure a community network of basic human services and infrastructure that maintains, protects, and
promotes the well-being of all county residents
Social Justice Goal: Foster a community culture that rejects oppression and inequity
Households Experiencing Homelessness --- Target Households moved to Housing
200
0
150
v
100
0
50
�ti ti ti �ti �ti `ti �ti ti �ti �ti ti ti �ti ti ti �ti �ti `ti
S3 POS' Sed' p�' �o ' pe ' �a ' �e ' �a' pQ ' �a�' �� >`�' POS' Sed' CP' 10 1 '
Performance Assessment:The number of people experiencing homelessness in Orange County is at an historic high.
While the Partnership to End Homelessness is moving more households to housing than before, it lags behind the
growth of homelessness in our community.
GOAL 2: Decrease the median length of time between voucher and leasing by 10%.
Board Goal: Ensure a community network of basic human services and infrastructure that maintains, protects, and
promotes the well-being of all county residents
Social Justice Goal: Foster a community culture that rejects oppression and inequity
Median Length of Time between Voucher and Lease — — Target
90
85
80
75
70
65
O��
�ti ti ti �ti ,ti `ti �ti a� �ti tti ti ti �ti ti ti �ti
�J P SV c e9' pe' �o pe ' �a ' �e ' �a' QQ �a�' �o�' ��' pJ°O' Seg' pe'
Performance Assessment: It is taking people who have been issued Housing Choice Vouchers a median of over three
months to find housing.The department works with landlords to accept voucher clients.
42
43
Human Resources
GOAL 1: DECREASE NUMBER OF DAYS TO APPROVE REQUEST TO FILL VACANCY FORM TO 3 BUSINESS DAYS TO
ENABLE DEPARTMENTS TO FILL VACANT POSITIONS AS QUICKLY AS POSSIBLE.
Board Goal: Invest in quality County facilities, a diverse work force,and technology to achieve a high performing
County government
Social Justice Goal: N/A
Approved forms ——— Target Projected
20
15
10
5
0
�ti ti ti �ti ,ti `ti �ti a� �ti �ti ti ti �ti ti ti �ti Jti oti
�o 'S Poi' cel' po �o ' pe
Performance Assessment:The current average number of days to approve Request to Fill (RTF)Vacancy forms is 7
days for Fiscal Year 2022-23 using a manual,email-based process. Human Resources is working with an existing
vendor to more quickly and efficiently use the Neogov system to automatically route completed RTF forms for
approvals.
GOAL 2: REDUCE ANNUAL STAFF TURNOVER TO 10%
Board Goal: Invest in quality County facilities, a diverse work force, and technology to achieve a high performing
County government
Social Justice Goal: N/A
Annual Turnover ——— Target ——E Projected
25%
20%
�♦
0 15%
F-
=3
10% ———————————— —— — ———— ——————
0
5%
0%
'LOtih ti0�0 'LOti1 'LOtiW 'LOti�i 'LOtiO 'LO.�ti 'LO.yti 'LOti3
Performance Assessment:The turnover rate is an indicator of retention. The turnover rate is considerably higher in
the past fiscal year. Human Resources is actively working with departments to best understand personnel needs and
competitive markets to decrease our current turnover rate to pre-COVID rates and further,to decrease to 10%.
43
44
Human Resources Cont.
GOAL 3: ENSURE EMPLOYEES HAVE CLEAR PERSONNEL POLICY DIRECTION AND POLICY IS IMPLEMENTED FAIRLY
AND EQUITABLY,THROUGH REVIEW AND RECOMMENDED REVISIONS OF THE ORANGE COUNTY PERSONNEL
ORDINANCE BY JUNE 30,2024.
Board Goal: Invest in quality County facilities, a diverse work force, and technology to achieve a high performing
County government
Social Justice Goal: N/A
Milestones and Tasks Start Year 1 Progress End
Assign Article Review to Staff Aug 22 Sept 22
Review Article Revision with Staff Aug 22 0% Sept 22
Send Article for Legal Review Sept 22 0% Oct 22
Send Article for County Manager Review Oct 22 0% Nov 22
Prepare Agenda Nov 22 0% Dec 22
Present BOCC Work Session Nov 22 0% Dec 22
Present BOCC Business Meeting Dec 22 0% Dec 22
Update MUNI Code Jan 23 0% Jan 23
Communicate with Employees Jan 23 0% Jan 23
Performance Assessment:This ordinance exists to offer policy as per the Board of County Commissioners approval on
personnel matters. Over the years,guidance, best practices,and employment laws have changed and Orange County
needs to be sure employees and retirees have clear policy direction and that policy is implemented fairly and
equitably. Articles 1-4 will be reviewed in Year 1 and articles 5-10 will be reviewed in Year 2.
44
45
Information Technologies
GOAL 1:ACHIEVE AND MAINTAIN A CYBER-HYGIENE SCORE OF AT LEAST 850.
Board Goal: Invest in quality County facilities,a diverse work force,and technology to achieve a high
performing County government
Social Justice Goal: Create a safe community
Industry range —Score --- Target --- Projected
a) 850 -------------�
L° 800
750 _
v
.w 700 —
= 650 —
L
600 —
T
U 550
Op O'p O'p Op Op
�ti ti ti �ti ti `ti �ti �ti �ti iti ti ti �ti ti ti �ti Jti `ti
1� PA, gel' Cp �o,' pe ' �a ' Qe ' �a pQ �a� �� �O POS' Sed' pc �o pe
Performance Assessment: IT uses an external monitoring tool, BitSight,to manage cyber risk and better
understand how its cyber security investments are working. The aggregate cyber-hygiene scoring
methodology can be compared to a credit rating. Examples of the risk vectors monitored by this tool are
compromised systems, user behavior, public disclosures and general due diligence in terms of server and
systems security.The Government Industry score range is 610 to 780.
GOAL 2: AT LEAST 90%OF ROUTINE SERVICE CALL RESOLUTION WITHIN 18 HOUR TIME TARGET
Board Goal: Invest in quality County facilities,a diverse work force,and technology to achieve a high
performing County government
Social Justice Goal: N/A
Calls resolved on time ——— Target ——— Projected
100%
o 80%
cf 70%
U 60%
> 00
50%
Ln
roc
40%
3 O' 1> 1> O�> 1> n> �1
a0 ti OO -O1O1O
hep, fat, Pic,�azA, ,��., ���, P��, �e9, 0��1
Performance Assessment: High priority service calls(131 and P2 tickets)are fairly limited when comparing to
the total volume of services calls and have a much higher success rate in meeting time targets(P1<4hrs and P2
<9hrs). So they will not be included in this years smart goal. The remaing Priority 3 tickets are meeting the P3
< 18hrs time target 84%of the time.
45
46
Information Technologies Cont.
GOAL 3:COMPLETE INCOMING PROJECTS WITHIN 4 MONTHS OR LESS ON AVERAGE.
Board Goal: Invest in quality County facilities,a diverse work force,and technology to achieve a high
performing County government
Social Justice Goal: N/A
Projects completed ——— Target ——— Projected
10
8
de0
6 -
4 .
2
O�'O 00'O O�'O O�'O O�'y O�'y 00'y O�'� O�� O��
ti ti ti ti 1 ti ti ti ti ti ti ti ti
a,, ati, a3, ap, ati, ati, a�, ak, ati, atiI a3, ap, dti ati
Performance Assessment:To account for projects with larger scopes and therefore longer timelines, IT tracks
the median project duration.Analysis of this metric shows that many IT projects are finished in less than 12
months. IT works to close out all projects in less than 4 months. Please note that there are some projects that
by design are greater than 4 months and may skew averages.
46
47
Library Services
GOAL 1:CREATE AN INCLUSIVE LIBRARY COLLECTION BY INCREASING DIVERSITY, EQUITY AND INCLUSION(DEI)
SUBJECT HEADINGS TO CAPTURE 35%OF THE COLLECTION OVER THE NEXT SEVERAL YEARS.
Board Goal: Ensure a high quality of life and lifelong learning that champions diversity,education at all levels,
libraries, parks, recreation,and animal welfare
Social Justice Goal: Foster a community culture that rejects oppression and inequity
DEI subject headings ——— Target Projected
0 40%
------------------------------U
a) 30%
0
U
20%
O
10%
Q� QN�y23
Performance Assessment: Libraries all across the country are in pursuit of this goal.This target was established
based on the composition of our community and is ambitious but we feel confident that,given library staff's
enthusiastic adoption of this goal, it is an achievable multi-year goal.Our goal ensures that all residents of Orange
County are able to see themselves reflected in our library collection,which also corresponds to one of our three
Strategic Plan focus areas: "Build collections, programs,and services that reflect and include our entire community."
Assessment is achieved through initially performing an ethical audit of the collection using Collection HQ
(assessment tool funded in Fiscal Year 2022-23)to establish a baseline.Collection will be assessed quarterly to
measure progress. Reasonable progress based on budgetary limitations and availability of materials is an increase of
1-3%annually.
GOAL 2: INCREASE ACCESSIBILITY TO INFORMATION AND MATERIALS BY DEVELOPING AN OUTREACH PROGRAM
TO REACH OUR AGING HOMEBOUND RESIDENTS.
Board Goal: Ensure a high quality of life and lifelong learning that champions diversity,education at all levels,
libraries, parks, recreation,and animal welfare
Social Justice Goal: Foster a community culture that rejects oppression and inequity
Milestones and Tasks Start Progress End
Collaborate with Dept.on Aging and
Dec 22 100 ongoing
Transportation Services
Create workgroup with representation from
each partner department to identify gaps in Mar 23 20% Jun 23
service to homebound seniors
Establish plan for material selection Apr 23 10% Jun 23
Establish means of tranportation to distribute
Apr 23 Jun 23
material
Establish management system to track
Apr 23 0% Jun 23
distribution
Performance Assessment: By the close of Fiscal year 2022-23,establish an outreach program to reach our aging
homebound residents by facilitating transport of library materials.This will be achieved in collaboration with the
Department on Aging.
47
48
Library Services Cont.
GOAL 3:BUILD RELATIONSHIP WITH CHAPEL HILL PUBLIC LIBRARY TO INCREASE SHARED RESOURCES IN
OPERATIONS,WITH A GOAL OF 3 SHARED RESOURCES BY END OF FISCAL YEAR 2022-23.
Board Goal: Ensure a high quality of life and lifelong learning that champions diversity,education at all levels,
libraries, parks, recreation,and animal welfare
Social Justice Goal: Foster a community culture that rejects oppression and inequity
Milestones and Tasks Start Progress End
Formation of Library Task Force Oct 21 Feb 22
Facilitator Contracted Feb 22 Jun 22
Goals Established Mar 22 100% Jun 23
Convene Library Services Task Force including
representatives from Orange County and Town of Apr 22 100% Jun 23
Chapel Hill 9
Organize a Meet and Greet with staff members
from the 2 libraries Aug 22 30% Jun 23
Establish a sustainable system for courier service
of items returned to the wrong library location Mar 23 0% Jun 23
Collaborate and co-host one program with the
Chapel Hill Public Library May 23 0% Jun 23
Performance Assessment:This goal is based on a request by the Board of County Commissioners to form a task
force to explore interoperability between the Chapel Hill Public Library and Orange County Public Library.That task
force is currently underway and will wrap up by late spring 2023. Recommendations will be made to the Board of
County Commissioners at that time.
48
49
Planning and Inspections
GOAL 1:ISSUE NEW COMPREHENSIVE LAND USE PLAN REQUEST FOR PROPOSAL AND CONTRACT WITH VENDOR
Board Goal: 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
Social Justice Goal: Establish sustainable and equitable land-use and environmental policies
Milestones and Tasks Start Progress End
Draft Request For Proposal (RFP) Jul 22 33% Dec 22
Issue RFP,with BOCC Approval Dec 22 0% Mar 23
Review Proposals Mar 23 0% May 23
Award&Execute Contract Mar 23 0% Jun 23
Performance Assessment: Request for proposal (RFP) is being drafted and goal accomplishment is on schedule.
GOAL 2:REVISE&UPDATE COUNTY PLANNING&INSPECTION DEPARTMENT'S PUBLIC ACCESSIBILITY
Board Goal: 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
Social Justice Goal: Enable Full Civic Participation
Milestones and Tasks Start Progress End
Identify Public Access Challenges:website,
Jul 22 Dec 22
applications,frequently asked questions,etc.
Revise Website Aug 22 Jan 23
Revise Forms Aug 22 % Mar 23
Transition to new website format Jan 23 Jun 23
Performance Assessment:The county's Planning& Inspections Department remains somewhat inaccessible to the
general public unless an individual calls or visits the office.This goal is oriented on improving the department's
transparency and accessibility to the public,through improvements to the website design and construction, as well as
new materials development.The website reboot is scheduled for January 2023,with further revisions and new
materials issued throughout the remainder of Fiscal Year 2022-23.
49
50
Planning and Inspections Cont.
GOAL 3:TRACK AND INSPECT 100%OF KNOWN STORMWATER CONTROL MEASURES(SCMS)WITHIN THE
REGULATORY JURISDICTION OF THE ORANGE COUNTY STORMWATER DIVISION ANNUALLY.
Board Goal: 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
Social Justice Goal: Establish sustainable and equitable land-use and environmental policies
SCMS inspected --- Target --- Projected
140
120 op-----
� 100 ----------------------------------moi
N 80
0 60
40
20 � -
0 - -
O'o' Oco, ''
�L AL
po ' cel' C�' '
Performance Assessment:SCM tracking/inspection for Fiscal Year 2021-22 was limited to the self-reported annual
SCM inspection reports received by Orange County.A thorough master database(spreadsheet)was created in
October 2022 which includes all known information as mined from all available paper files and/or Land Management
Central Permitting System records. Physical inspections of the known SCMS(which staff now estimate to be upwards
of 120 SCMS, including Orange County maintained SCMS) began in early December 2022,with staff now designated to
assist with this work.
50
51
Social Services
GOAL 1: REDUCE NUMBER OF CHILDREN IN DEPARTMENT OF SOCIAL SERVICES(DSS)CUSTODY MORE
THAN 18 MONTHS FROM 21 to 17 CHILDREN.
Board Goal: Ensure a community network of basic human services and infrastructure that maintains,
protects,and promotes the well-being of all county residents
Social Justice Goal: Foster a community culture that rejects oppression and inequity.
C -=Children in Custody --- Target Projected
c0
t
a 25
E 20
0 0 15rw
E
U
� °° 10
a) 5
L
U
0
OryOp Ory O�� Ory Ory1.0�� at 1 �v� leA11P OOO1.0 OO��
Performance Assessment:In July 2021,31%of children in DSS custody have been in custody over 18 months;
in September 2022 that percentage was 24%.While we have seen improvement in this number,there are a
number of factors that impact children's length of stay in foster care which may impact fluctuation of this
number. Examples of such factors include: how quickly a parent engages in services to address safety
concerns,complex behavioral health challenges and trauma of a child requiring intensive therapeutic
treatment and lack of immediate access to service needs that will assist the parent in making progress.
GOAL 2: PROCESS 90%OF MEDICAID APPLICATIONS WITHIN THE STATE TIME STANDARDS.
Board Goal: Ensure a community network of basic human services and infrastructure that maintains,
protects,and promotes the well-being of all county residents.
Social Justice Goal: Foster a community culture that rejects oppression and inequity.
E Percent Processed within Standards ——— Target Projected
} 100%
98%
96%
3 94% \
v o 92% \
ac90% -------------------------------------ins
U 88%
L
Q- 86%
84%
U
a ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti
�aA,
Performance Assessment:The agency is currently on track to meet this goal. Changes with the ending of the
Public Health Emergency later this fiscal year could still impact this negatively.The impact will cause Orange
County families to lose benefits,which many families will reapply for services increasing the number of
applications received in the agency. Failing to meet the standards,which all applications are subject to
adhere to, could result in adverse action from the State including loss of funding due to a high number of
applications to process.
51
52
Social Services Cont.
GOAL 3: INCREASE PARTICIPATION IN EMPLOYMENT SERVICES FROM 173 TO 190 PARTICIPANTS BY FISCAL
YEAR END.
Board Goal: Ensure a community network of basic human services and infrastructure that maintains,
protects,and promotes the well-being of all county residents
Social Justice Goal: Ensure economic self-sufficiency.
Number of Participants ——— Target Projected
200
c 180
L 160
U
140
a 120
100
titi titi titi titi titi titi ti� titi titi titi tititi� titi titi titi ti� titi titi
do yo yo �o �o yo do yo �o do yo ,yo To ,yo yo �o yo yo
�aA, ,Jp, �J�, P�p�, �e�, 0&I ��J, Qe(,,
Performance Assessment:In addition to Covid,the decreased enrollment of participants is due, in large part,
to the transition of Finish Line Grant funds from the Workforce Innovation and Oppotunity Act(WIOA)
program to the community college system. Until recently,staff were able to work specifically with students
in need of these services. However,with this change students can now bypass the local WIOA program and
receive services directly from Durham Tech or Alamance Community College.
52
53
Solid Waste Management
GOAL 1:REDUCE THE AMOUNT OF LATEX PAINT BY POUNDS BEING PROCESSED AS HOUSEHOLD
HAZARDOUS WASTE BY 20%OR MORE OF FISCAL YEAR 2018-19 LEVELS BY FISCAL YEAR 2022-23.
Board Goal: 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
Social Justice Goal: Establish sustainable and equitable land-use and environmental policies
Pounds of Latex Processed ——— Target Projected
40,000
Q 35,000
x 30,000
25,000
20,000 —————————————————————
0 �
15,000
10,000
a° 5,000
0
Performance Assessment: During the assessment period,additional equipment and paint absorbing
material was required to assist with increasing the pounds being diverted from the Household Hazardous
Waste processor.The base amount is 27,074 lbs,the target is 21,659 lbs.
GOAL 2:95%OF MULCH SALES DELIVERED WITHIN 4 BUSINESS DAYS OF RECEIPT OF PAYMENT.
Board Goal: Ensure a community network of basic human services and infrastructure that maintains,
protects,and promotes the well-being of all county residents
Social Justice Goal: N/A
%Delivered on time ——— Target Projected
120%
c 100%
80%
E 60%
a 40%
a) 0 20%
0%
U M
LO LO LO LO LO LO LO LO LO LO y0
Few` a� Pic �aA,
Performance Assessment:This is a new performance goal for the department. Performance standards are
being developed.After a year,the mulch delivery program will be reevaluated and adjustments made, if
necessary.
53
54
Solid Waste Management Cont.
GOAL 3:95%OF RECYCLING CARTS SERVICED WITHIN 7 BUSINESS DAYS OF NOTIFICATION FOR SERVICE.
Board Goal: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
Social Justice Goal: Establish sustainable and equitable land-use and environmental policies
Percent serviced on time ——— Target ——— Projected
120%
100%
80%
60% ® — �
U 40% s do
c �
E 20% �-
3 0%
U
Opti O11 Opti Otiti 11 Otiti �A")�
T T, ti ti tiO>a� FeptPic �aA NIPVN\ Sed cpo
Performance Assessment:The current supply chain for cart orders continues to hamper cart service and
delivery rates.
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55
Tax Administration
GOAL 1: INCREASE INSTANCES OF COMMUNITY OUTREACH TO 8 PER YEAR TO ASSIST ORANGE COUNTY
RESIDENTS.
Board Goal: Promote an interactive and engaging system of governance that reflects community values
Social Justice Goal: Enable full civic participation
Outreach Instances ——— Target Projected
s
10
v
L p
{J 8 -------- ���������_tel.:'-f
O
6 --��
O ---�
4
c�a 2
0
Performance Assessment:In an effort to increase instances of community outreach,the department has planned
several events to take place during the second half of fiscal year 2022-23.Such events as the Latino Fair,Tax
Assistance Workshop and Government Academy are planned to begin in February and continue until the end of the
fiscal year.
GOAL 2: INCREASE PERCENTAGE OF ELECTRONIC PAYMENTS TO 60%.
Board Goal: Invest in quality County facilities,a diverse work force,and technology to achieve a high performing
County government
Social Justice Goal: Enable full civic participation
Percentage of Electronic Payments --- Target
V)
v
80%
E
60% ————————————— a ——————————— �.
CL
•F 40%
O
to 20%
v
v
O
0%
Opti Opti Otiti O'1'1' O'l'1' Opti
Performance Assessment:Through e-payment vendors Paylt and Point&Pay,there has been an increase in funds
collected. Paylt,on average has a 50%higher collection rate than Point&Pay.
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56
Tax Administration Cont.
GOAL 3: IMPLEMENT A PRESENT USE VALUE(PUV)COMPLIANCE APPRAISAL SYSTEM BY JUNE 2023.
Board Goal: Invest in quality County facilities,a diverse work force,and technology to achieve a high performing
County government
Social Justice Goal: N/A
Milestones and Tasks Start Progress End
Hire PUV Compliance Review Appraiser Dec 22 Dec 22
Attend farming conference, related
events to build relationship with farming Jan 22 0% Jun 23
community.goal =3 events
Initiate reviews of 120 participants Jan 22 0% Jun 23
Complete reviews of 60 participants Mar 22 0% Jun 23
Estimated goal for County tax revenue
associated with disqualified participants, Mar 22 0% Jun 23
assuming 12 rollbacks:$35,800
Performance Assessment:This goal will assist in the department meeting the North Carolina statutory requirement
for those who participate in the Long Term Present Use Value Compliance Review Program.The requirement is 1/8
of all Present Use Value Parcels must be reviewed.
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57
Transportation Services
GOAL 1:INCREASE ANNUAL PUBLIC TRANSIT SERVICE HOURS 50%, FROM 18,000 TO 27,000 ANNUALLY OR 1,500
TO 2,250 MONTHLY BY 2025
Board Goal: Ensure a community network of basic human services and infrastructure that maintains, protects,and
promotes the well-being of all county residents
Social Justice Goal: Enable full civic participation
Monthly Service Hours --- Target — > Projected
2,300
0 2,200
= 2,100
v 2,000
v
1,900
1,800
1,700
C 1,600
1,500
Ooma, o�, ec,
P 5 � O
Performance Assessment: Increase public transit services ensuring all residents have access for all purposes(e.g.
medical,employment,shopping,etc.)Since Fiscal Year 2021-22 we've increased from 3,500 to 4,500 hours per
quarter.Our strategies include: Expand Moblity on Demand to 6 days a week with operating hours from 8:00 am
to 6:00 pm,change Fixed Route service hours from 8:00 am-5:00 pm to 6:30 am-7:00 pm,and improve
Paratransit Service by increasing fleet and operating staff.
GOAL 2:CONVERT 20%OF ORANGE COUNTY TRANSPORTATION SERVICES FLEET TO ZERO EMISSION/ALL
ELECTRIC FLEET BY END OF FISCAL YEAR 2022-23, 100%TO ZERO EMISSION/ALL ELECTRIC FLEET BY FISCAL YEAR
2034-2035.
Board Goal: Invest in quality County facilities,a diverse work force,and technology to achieve a high performing
County government
Social Justice Goal: Establish sustainable and equitable land-use and environmental policies
%Electric Vehicles --- Target --- Projected
0 20% ------------------------------------
L
aJ U
17%
a)
s ) 14%
+, c
a 11%
v N
E8% ______________
0 a,
0
5%
Performance Assessment: Projecting that 11%of the bus fleet will be electric at the start of Fiscal Year 2023-24,as
two fully electric,grant funded, buses are in procurement,and seventeen other fleet vehicles are in various stages
of funding and procurement.The target of Fiscal Year 2034-35 is based on transit modeling, in coordination with
the County's Capital Improvement Programs, upcoming Climate Action Plan and Fleet Goals.
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