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Agenda - 06-06-2023; 12-5 - Information Item - Smart Goals FY 2023-24 Budget Update
ORANGE COUNTY NORTH CAROLINA SMART Goals FY 2023 - 24 BUDGET UPDATE 2 Table of Contents Transmittal Memorandum ........................................................................................... 3 How to Read the Document.......................................................................................... 4 Summary of SMART Goals by Board Goals................................................................ 5 SMART Goals by Department Departmenton Aging.................................................................................................. 13 AnimalServices .......................................................................................................... 15 Asset Management Services...................................................................................... 17 Boardof Elections....................................................................................................... 18 ChildSupport Services............................................................................................... 20 Clerkto the Board ....................................................................................................... 22 CommunityRelations ................................................................................................. 24 Cooperative Extension ............................................................................................... 26 CountyAttorney.......................................................................................................... 28 County Manager's Office............................................................................................ 29 Criminal Justice Resources ....................................................................................... 30 Dept. of Environment, Agriculture, Parks and Recreation ...................................... 31 Economic Development.............................................................................................. 33 Emergency Services ................................................................................................... 34 Finance and Administrative Services........................................................................ 36 HealthDepartment ...................................................................................................... 38 HousingDepartment................................................................................................... 40 HumanResources....................................................................................................... 41 Information Technologies .......................................................................................... 43 LibraryServices .......................................................................................................... 45 Planning and Inspections........................................................................................... 47 SocialServices............................................................................................................ 49 Solid Waste Management........................................................................................... 51 TaxAdministration...................................................................................................... 53 Transportation Services ............................................................................................. 55 3 ORANGE COUNTY NORTH CAROLINA MEMORANDUM June 6, 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 2023-24 Budget Update Attached for your review and consideration is an update to the county department SMART Goals. 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. This update represents a continuation on the FY 2022-23 Winter Update, with each measure updated to include actuals through March and projections through June 2023.There are some notable new goals in this update. For example, the Transportation Department has a new goal in tracking the timeliness of all transit pick- ups and drop-offs within a 5 minute window. Some departments set goals to track at the winter update, and are now able to provide early data on those measures.This includes awareness of the Economic Development's investment programs and the Health Department's outreach to provide dental services to Medicaid Eligible Children across the county. The County is currently going through a Strategic Planning process that will have major impacts on how this document is created in future iterations.The board will identify new goals and priorities,the county will go through an 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.The Strategic Plan also provides opportunities to identify cross-departmental initiatives. The SMART Goal update is the product of significant collaboration between the budget office and the 27 departments across the county. I would like to thank each department for their efforts in tracking and effectively communicating their impact on the community.The document is also notably shaped by Kelly Guadalupe supported by Denise Clark and Christy Dodson.They provided high quality technical support to the departments, and have prepared the county well for the next iteration of performance measures after the Strategic Plan. 3 4 How to Read the SMART Goals 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: NSA Justice Goal. Untimely ———Target —— Projected a`a 450 4DD Refer to the legend on each 0 35D graph for description of the lines 3DO _ displayed. 250 o Most often the green solid line in E 2DD E 1sD ------------------------------ ———— the chart indicates the actual data. The black dotted line in 100 5D the chart indicates the target *� �"" 1 titi ti� 31 titi qy �� -yti titi iti �� �ti ti measure. The green dotted line yo �� ya yc, do �o yo tia yon til ti° ti© yo yo yoo tia indicates projected actuals. Performance Assessment:The Finance Department has not reached its goal of reducing invoices not paid within 3D 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 Lf 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 2422-23.. 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 1 Feb 22 Facilitator Contracted Feb 22 ` 10 Jun 22 Goals Established Mar 22 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 22Jun 23 presented with milestones in a OCR 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 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. 4 5 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) 0 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 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. 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 r, 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. 5 6 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. Housing Department - Move 10% of households experiencing homelessness to housing each month. Housing - Decrease the median length of time between voucher and leasing by 10%. Health Department - Improve oral health by increasing the percentage of Medicaid eligible children served by the Dental Division to 10% of eligible population, or 260 children. 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 to 90% by the end of Fiscal Year 2022-23. 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. Solid Waste - 95% of mulch sales delivered within 4 business days of receipt of payment. Transportation Services - Increase annual Public Transit Services hours from 12,000 to 24,000 annually by 2025. 6 7 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 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 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. Economic Development -Achieve monthly Occupancy Tax Revenue Average of $128,333 through sales and marketing programs. Economic Development - Increase and maintain awareness of the Orange County investment grant programs by increasing the level of website traffic by 25% with an average of 179 clicks monthly. 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. Transportation Services - Improve quality of service by meeting 100% on-time performance by all public transit operators. 8 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 -To 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 approved within three subsequent business meetings. Community Relations - Grow social media following for Twitter (6,134) and Facebook (3,522). 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. 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%. Tax Administration - Increase instances of community outreach to 8 per year to assist Orange County residents. 8 9 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. 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. 9 10 Board Goal 4 Cont. INVEST IN QUALITY COUNTY FACILITIES, A DIVERSE WORK FORCE, 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 50% of Orange County Transportation Services Fleet to zero emission/all electric fleet by end of Fiscal Year 2024-25, 100% to zero emission/All electric fleet by Fiscal year 2034-2035. 10 11 Board Goal 5 CREATE, PRESERVE, AND PROTECT 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). Solid Waste Management - Reduce the amount of latex paint by pounds being processed as houshold hazardous waste by 20% or more of Fiscal Year 2018-19 levels by Fiscal Year 2022-23. Solid Waste Management - 95% of recycling carts serviced within 7 business days of notification for service. 11 12 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 - Conduct Level Up Leadership 4-H Program, designed to increase youth leadership in community development, 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. 12 13 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. 13 14 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 ——— Target ——— Projected 88.0% to — }�— 87.0% — L C QC W 86.0% ——————— ---------------- O C moi® aJ 85.0% � L � � 84.0% v 3 83.0% > 82.0°% Q Fy�� Fy�� Off' 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. 14 15 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(OCAS)ACROSS THE NEXT TWO YEARS. 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 %live release Target Projected 100% 95% 90% 000, ♦ • 85% - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - ? v 80% v 75% 70% titi titi titi titi titi titi ti� ti� ti� ti� ti� ti� ti� ti� ti� titi ti� ti� ti� ti� ti� ti� ti� ti� ,10 ,y0 ,10 .10 ,14 ,10 ,10 ,10 ,10 ,10 .14 ,10 ,10 ,10 ,10 ,10 ,10 ,14 ,10 ,10 ,10 ,10 ,10 ,y0 ,�, �oA,0��, ,ate,hep,fat, P�c,�aJ, P�40 A,,��e, Performance Assessment: Performance Assessment: The foster and transfer programs continue to be a focus to support live release of shelter animals.Several strategies to place animals for adoption has been employed such as the working cat/barn cat program, adoption specials, and transfer of animal with shelter partners. OCAS is already seeing a decrease in length of stay for shelter animals due to having a full time shelter Veterinarian as of December 5. 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 - 70 160 E 110 60 - - - - - � - - - - - - - - - - - - - - - - - - - - - 0 10 ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti r, M � M r,, M ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti �J PJaO �eQ O& �o V bac �a� QQ� �a� �Jc �J PJaO QC,' mac �i fat PQM �aJ ,mac Performance Assessment: Historically,this measure has been uncaptured;so much of FY 2023 was spent determining baseline data.To purpose is to keep pets with families and out of shelters with services such as Community Spay/Neuter performed via voucher assistance, rabies vaccinations, community cat sterilizations and the Veterinary Care Assistance Program.The goal for FY 2024 is to serve more animals and pet owners in the community by surpassing FY 2023 numbers. 15 16 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% N 60% v o :U :t 40% 0 v 20% � U 0% ti1-1 ti til by ti1-Y IV til ti�v ti� ti� ti� ti� til 'It, til ti� ti11, til ti11) ti� ti� ti'1', ,LO ,LO ,LO ,ti4 ,10 ,ti4 ,L4 ,ti4 ,ti4 ,14 ,14 ,tiO ,LO ,LO ,ti4 ,ti4 ,LD ,L4 ,ti4 ,tiO .LD ,LO ,14 ,tiO A,,J�, ,��,P�� Q, &I A,Oe` �,�ep,�ac,PQc1 Al ,z,, 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.The Animal Control Officers have been appointed Certified Rabies Vaccinator(CRV)status from the Orange County Public Health Director and NC Health and Human services.Completion of this goal empowers ACOS to assist with rabies vaccination for at risk animals where owners are having trouble acquiring vaccination via traditional routes. 16 17 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 a 6.6 ` v 6.4 Q ..��----------------------- m 6.2 6.0 5.8 sl> 61'> O�� O�� so- O1� O1� O�� O�� O�� O�� O�� O�� 01� O�� O�� O�� O�� O�� O�5 Q� `�ti �ti �ti a� �ti t'L �'L �`L �'L 'L 'L ,c'L �'L `'L �'L l'L �'L t'L �'L �`L p� ce ' p �o �a '�e '�a' QQ �a ' �o ' �J' Poi'Sed' pc'�o '�e ' �a '�e ' vo 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 90% E 80% v E 70% — o 60% i 50% - O ' 3 3 40% w O titi .y'y titi �ti nti titi �ti �ti titi ti� ti3 tip' o .10 ,LO ,LO ,LO ,LO y0 ,LO �,O ,ti0 ,LO ,LO ,LO C.,e 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. 17 18 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. 18 19 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 + ■ -Target Projected _v T 100% - - — - - - - — E u, N 0 v O � m '� 90% s :3 v -0 Q) c C C t 3 80% ro \° OL, OL, OL, OL, OL1 Ol7 Opti Olt Otiti Opti Opti O11 Opti Opti Olt O11 Opti Otiti X), e� LOGtioti etiatieti ati � tia� �ti,�ti ��tie�ti `tioti eti c t t c P S O > F p 5 C O Performance Assessment:The aim is to have the absentee ballot package mailed within one business day after processing absentee ballot request.Absentee ballot packages begin being sent thirty days prior to a municipal election,fifty days prior to a primary election,and sixty days prior to a general election. 19 20 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 0 86% ----------------- 0 ---------------o — Q J_ 82% t m 78% u '^ w v O c 74% QJ P QJ a 70% ti19- ti1911 tiISL1 tiIS31 tiQ�L1 ti1P_ tia^, tiIS)" tia, tia, ti19, ti133 ti191 ball tial- tial-tia, ti131 313 X43 1 T�3,3 X43 1 T�13 �G.y3 \un, 1�\, pv�,, SeQ, Oce, �o� Oec, \an, "eb, fat, Pic, tai, \-", 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% 70% UJ U v69% ------------------------------------------------------ a 68% 67% 301 L�titi�ptiti L�1>��1,1 L��1 La, L01- Laq-ti1133 L4% L1.)3" L&1 L&1- La1-ti113, ti41- L41- -V '000,-r La-, 1pti3 -V -V L&1> L41 PJB, Sed, CP` �o�, Qec, \ate, dee, mac, Pit,\,O' \��, \�\, P,O' q,Q' CP` \oO' Oec., \zP' dee, mac, Performance Assessment:Child Support Services Department has met this goal and is on track to maintain this performance level. 20 21 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% 75% 70% v 65% u 60% FY21-22 55% FY22-23 ,v, 50% a 45% 40% 35% 30% L��y ti6� ti1v ti��y ti��y ti��y ti��� ti��� ti6�� ti��� ti���ti��� ti61" ti13�� ti�1 ti�1v ti13v ti�L� ti��3 ti�11 ti��� ti�X Sep, Cp" �o�, Oec, �a�, Few "at, P0' � �, ���, P�q,, Sep, (Dcti, 0" 'o" Performance Assessment:Child Support Services Department has met this cumulative goal for this fiscal year and is on track to exceed this goal. 21 22 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 Percent screened within one week — - - Target — Projected v 0 vv 100% - - - - - - - - - - - - - - - - - - - - - - 7- - =� CU N 3 80% N 0 0 60% *' c u t 40% CL — 3 20% 0 0% by titi titi by titi tiv N tiv N N Ov Ov Ov N Ov Ov N N tiv ry ry Ov Ov O tip v ti0 ti0 ti0 ti0 ti0 ti0 ti0 ti0 , ,ti0 ti0 ti0 ti0 ti0 ti0 ti0 ti0 ti0 ti0 ti0 ti0 ti0 ti0 ti0 mad �Q' �' o' yam' a0' a�' lip 4?aJ' �c' J' Jad �Q' ��' ac' at' Qt' aJ' cam' 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 Contracts posted within two weeks Target - - - Projected 3 100% - - - � N 95% 00 90% n p U 3 +� 85% c 0 80% y 'Y 'Y 'y 'y 'Y 'ti 'ti 'ti ry 'ti 'ti 'l. 'l. 'ti ti ti 'ti M O^ O^ O� O� O� O^ OI O� OI O� O� O� O^ O� ti ti ti ti ti I ti - ti ti ti 1 ti ti ti ti ti ti ti ti ti ti ti ti &1 41 , 4,oma` lac .41 'p 41 YOc ,Popo �.O��moo, oma` �. . �,'zq e\,,JZ, Performance Assessment:Timely turnaround of contracts in Document Management Software Laserfische is importation for effective service delivery in county departments. 22 23 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% — — — — — ;- > 80% CL CL 60% M >. 40% Y N cE 20% — Y C: 0% v IV 'V NY NY IV IV IV Ov 'LV 'LV 'LV 'LV 'L1 ry ILS 'LV '11 ry Iry 'LV 'V 'V Ov > ti'IV-F, ,tiO ,LO -ti, 1ti rti, rti, rti, rF, rti, 1ti1 1ti1 ,tiO -ti -ti ,tiO -ti rti, rti, IF) rtip -F, 1ti1 '4�1 oma,, OJ, ��. ��. , at, ��, �J, Jc, J, �� �Q, oma, oma, ��, ��. a0 fit, �J, Jc, 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. 23 24 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 -------------------------------------------- L 3 5000 0 0 4000 0 3000 --------- ------------------- 2000 LOI, LOL, LOl� LO1ti 101,�O1 LOl1 LO1l LO1�110 l T13 VQ1 l.LO11 LO1 l�01� LOIS 11�'1.01� 01 01 LOl'�LOIS�O1'�LO1� A, �, ���,POpo,�eQ, o��,�o�,Oec, ,a�,hep,bac, P�c,�aA,,O�e, 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% ,LO .LO ,LO ,ti0 .10 ,ti0 ,ti0 .LO ,LO ,LO ,ti0 .ti0 ,LO ,LO ,LO ,LO ,LO ,y0 P�4o�A, q,���, PJB heQ, 0��,�0�,Oec, >a�, hep,mat, Pit,�aA, ,gyp, 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. 24 25 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 Students enrolled ——— Target 30 _ - 0 25 ————————————————————. C v 20 c "ja 15 V) 10 ,�p'L2 Zp23 C"Q C0 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. 25 26 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 ——— Projected 0 0 Ln v v 85% L -- --------------------- 65% bn x t 45% 25% 0 N a Otiti 011 O1� Otiti Opti Opti Opti Opti Otiti O'1'' 0�3 O'1'' 6' 5 ti ti ti ti ti ti ti T T T ti ti T T T i 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. Most recent classes were held in February and April. GOAL 2:CONDUCT LEVEL UP LEADERSHIP 4-H PROGRAM,DESIGNED TO INCREASE YOUTH LEADERSHIP IN COMMUNITY DEVELOPMENT,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% i Sept 21 Guide 4-Hers through Level Up Leadership sessions Jan 23 100% May 23 _J Develop Plans of Action Mar 23 100% Jun 23 Conduct Post-Assessment Mar 23 100% Mar 23 Implement Plans of Action Jun 23 100% 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. All Level Up Leadership sessions will be complete by May 4,2023.Youth are currently starting their plans of action and are on target to implement those plans by June 2023. 26 27 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 Aug 22 Coordinate with AFT&Orange County GIS Mar 22 Dec 22 Receive expert&Stakeholder feedback Jun 22 Aug 22 Monthly subcommittee meetings Feb 22 o Jun 23 Present report,recommendations,and budget Jan 23 60% Jun 23 Create Farmland Protection Plan Outline Jun 22 80% Aug 23 Propose dynamic website July 22 80% Aug 23 Performance Assessment:The goal is an approved schematic plan and associated budget by June 2023. Extension staff(Community Development Agent)are supporting this effort by the Farmland Protection Subcommittee of the Agricultural Preservation Board (APB)and operate within the schedule of the subcommittee. The subcomittee is in the final phase,which includes completion of the plan outline,concepts for prescriptive policy,website concept,and final report development. All of these remaining items are continuously influenced by ongoing data, policy,and precedent findings,stakeholder feedback, new requests of Orange County GIS,and refinement by the subcommittee itself as it continues to discover new information. 27 28 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 0 100% s 3 95% --------------------------------------• 3 v > 90% H• a 85% on 80% O 75% Lp1> Lp3 LOL, 101 LO1� 101 LO1l LO1 l LOIS LO'' LO'' LO'' �aA, 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 90% V p i 80% Q1 U 70% 60% N ami 50% U J oyti Otiti oyti pati �titi pati ��ti 1,CV �titi �ti3 �y3 OL}i 5e11 �o�, ,a�, �`ac baa, ���, Seq fat baa, 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. 28 29 County Manager's Office GOAL 1: 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% � a 103% > :3 m 0 101% --- ----- ----- - U- N � > 99% -------------------1--- o C7 97% L 1 95% 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 underestimating 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 unprecedented rate the last two fiscal years. 29 30 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 Projected 100 Y 80 L > 60 0 40 — AN 20 " ._ --------------------- �������� ��--------- 0 yti �L Ly .0 �L yL 1L tL �L y3 t3 y3 oa��o at�� e��o o1�o Performance Assessment:The CJRD has four programs that incorporate deflection or diversion from the criminal legal system 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.We continue to see support from law enforcement and court and increases in pre-arrest and post-charge diversions overall. By FY 2024,our new Mental Health Diversion program will be operational and should assist in further increases to these numbers. 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 --- Projected 70 60 0 50 •� 40 > 30 20 -- ----. 10 — 0 �o, ,�\ SeQ �oJ �a� bac �aJ 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, in particular hosting weekly office hours at Freedom House and the IFC Commons. 30 31 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 M Nov 23 Create informational video Nov 22 40% Jul 23 Work with Tax Administration to identify forestry Nov 22 80% Feb 23 Present Use Valuation owners Participate and present effort at Agricultural Feb 23 100% Feb 23 Summit Release informational interactive video,publicize Feb 23 10% Aug 23 and broadcast Assess number of new Forest Management Plans June 23 0% Nov 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, but delayed due to staff turnover with North Carolina Forest Service. 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 20% Dec 23 Efland Cheeks Basketball Courts Fall 22 Feb 23 Performance Assessment: Decisions on preferred surfaces completed, need to complete Little River discussions with Durham County. 31 32 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 Acquire supplies and equipment to modify existing infrastructure to better fit early-childhood Jul 22 Aug 22 participants Offer transportation to After School from 2 additional OCS schools and/or charter schools in Aug 22 % Aug 23 OCS district Reinstitute Teacher Workday programming Aug 22 10% Aug 24 Increase Preschool Academy days and implement participant assessments Oct 220 May 23 Institute early-childhood training program for staff 30% at all levels Aug 23 May 24 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.Teacher workday programming in 2023-24, pending future resources.The after-school transportation milestone began with the 2023-24 school year. 32 33 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 $200,000 $150,000 !::' T $100,000 U C f6 c,,'- $50,000 U O OLti Oy1 Oy1 O91' Otiti Otiti 19'1 O1L1' O1L1' O.y3 a1' (93 41 OL3 e �ti ti �ti �ti �ti ti �ti ti ,ti �ti b� tti tti T �T 1� Sed, �a�, 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. Expect growth to continue until occupancy reaches pre-pandemic levels. Fiscal Q4 is closer to occpancy recovery than the prior months.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: INCREASE AND MAINTAIN AWARENESS OF THE ORANGE COUNTY INVESTMENT GRANT PROGRAMS BY INCREASING THE LEVEL OF WEBSITE TRAFFIC BY 25%WITH AN AVERAGE OF 179 CLICKS MONTHLY. 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 Clicks --- Target y Projected 300 - 250 0 200 _ ®-------------------- -- -----; ®® 150 a� E 100 z 50 10L1 10L1 1011 1011 LOL'' 101'' 101'" Performance Assessment:To increase awareness of the business investment and agricultural grant programs,the Economic Development department has invested in two multi-tiered advertising campaigns to help drive visits to our website and the online grant applications.We are forecasting an increase in views and anticipate that there will be more diversity in the grant applications as a result. 33 34 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 System Analysis Feb 22 Aug 22 Organizational Leadership Development Oct 22 Jan 23 Conduct SWOT(Strengths,Weaknesses, Opportunities and Threats)Analysis Feb 23 25% Mar 23 Community engagement Jan 23 1 5% Apr 23 Revise 5 year Goals and Strategies Mar 23 1 5% May 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 Emergency Medical System Analysis,which was completed in August 2022. Leadership Development was completed in December 2022 and we have commenced our strategic planning process.We are collaborating with the Office of Equity and Inclusion on strategies for community engagement. 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% 95% o do v 93% 40 ° 91% v 89% v 87% 85% - 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. 34 35 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 70% v U 60% --- — — — —.-- --- - v 50% +� 40% u.v v 30% a 20% ,L��,3 SeQ' �o�, �afat' �a�' ���' Sed` Nam, bac, 1a0, 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. 35 36 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 Q 400 Q) 350 0 300 250 - a 200 E150 — — - - — - - - - - - — -r +—� 100 50 o yy ,ti'Y ev fti/ ,v ,v ,v Ov ry yL tiN ,v 'IV ,v tiL ,v ry ,ti's ,y'h ,ti's ,ti's ry ry ,LO ,ti0 ,ti0 ,ti0 ,ti0 0 ,ti0 ,ti0 ,ti0 ,ti0 ,y0 ,y0 ,ti0 ,ti0 ,ti0 at, Qt,41J. Oc, J� �Q, mac, , a�, Q�, �A, cq,, Performance Assessment:The Finance Department continues to strive for timely processing of invoices within 30 days of invoicing.This metric is interdependent on timely submission of invoices by vendors to County departments, by County departments to Finance. Data pertaining to recent months lags by roughly three(3) months until a full depiction of goal performance in that month can be determined. 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 Entries>30 Days — Target Projected v 0 30% v 25% o vn 20% U > 15% 10% > 5% 0% - - - - - - - - - - - - - - - o ti 'Y ti ti ti ti ti ti ti ti ti N titi ti ti o OO OO O� O� O OC OO OO ON O� O O� OO O� Or ON O� ON ON O ry O ON ON ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti _1,1 Qmac ,fat,PQM -J ,J.PJB��Q,O�.�o,Oma` mac �� PPP Performance Assessment:The Finance Department continues to strive for timely recording of revenue and has made exceptional progress in reducing the percentage of revenue recorded after 30 days.This metric is also interdependent on timely recording of revenue by County departments. Data pertaining to recent months lags by roughly three(3) months until a full depiction of goal performance in that month can be determined. 36 37 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 c 325 0 275 225 175 - v 125 E 75 Z1 25 0 ,t'y ,titi ,titi ,titi titi .ti'L .ti'L .y'L ti'' ti'' ti'' ,y3 U F, F, <J F, F, F, �J F, F, <J �J F, Off' Off' p'� Op Oti Off` Oti �'L o-b Performance Assessment:The Finance Department continues to strive for timely posting of p-card transactions.The department has previously met the goal of reducing unreconciled Purchaing card transactions and set a more challenging goal to further enhance the process.This metric is interdependent on timely reconciliation of transactions by County departments. Data pertaining to recent months lags by roughly three(3) months until a full depiction of goal performance in that month can be determined. 37 38 Health Department GOAL 1: IMPROVE ORAL HEALTH BY INCREASING THE PERCENTAGE OF MEDICAID ELIGIBLE CHILDREN SERVED BY THE DENTAL DIVISION TO 10%OF ELIGIBLE POPULATION,OR 260 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 v Eligible children served --- Target Projected ? 12% 0 10% -------------------------------. C: 8% v � 6% ���------------- u — - U 4% 2% 0% lar, Fea, mat, Pp< �a�l, ire, Performance Assessment:We began tracking this goal in January 2023.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 pediatric patients.Currently,the Dental Division is serving 6%of the County's pediatric population. Focusing on this goal will ensure that the children 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 --- Projected 80% ----------------------------------- v 60% E + 40% O - + 20% c 'y ti b a a a a a a a a a a (3? a ��ly Performance Assessment: Environmental Health is projecting an improvement in this smart goal over last year's values,though not projecting to meet smart goal target in the current fiscal year.The Division is working with Energov administrators to improve the collection of the date(s) needed,with informatics staff at the Department to disaggregate reports to verify the data,and with internal staffing procedures to maximize the first days after an application. However,with the increased demand for services,this smart goal target is ambitious. 38 39 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% 60% p 40% c 20% v v 0% a� OnN" Onl O1, Opti ti O _Q1 Otipti Opti Opti Opti O1'' OL'' OL'' ti O -Oy'' OL3 ti ti ti ti ti ti ti ti ti ti baa, �0�, �e�, �o�, �a�, �e�, fat, P��, �aA, 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. 39 40 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 Projected#of Households experiencing Homelessness ——— Target Households moved to Housing Projected Households Moved to Housing 350 300 N -a 250 0 s 200 a� 150 = 100 50 10�C� 10�� VNO' Se", \1o�, .11-61,, �`ac �aA, VNI Sed �o�, �a�, 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 Projected 90 85 80 75 70 65 , 1��, SeQ \op Na,, Few mat, Pit, �a�, 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. 40 41 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 30 25 20 N 15 0 10 - 0 - Oa> O0> O3> O�� O�� O�� O�� O�� O�� O�� O�� O�� 41 411 41 6 1 6 1 41 O11� O�3 O"' �ti ti ti �ti �ti `ti �ti b� iti �ti ti ti �ti ti ti �ti Jti `ti �ti a� �ti iti ti ti NO Pte$' SeQ O� '�aA' Performance Assessment:The current average number of days to approve Request to Fill (RTF)Vacancy forms is 3 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 Projected 25% 20% L 0 15% C L 10% 5% 0% T, LOtiro LOti1 LOti�b LOti°� LOtiO LOtiti LOyti 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%. 41 42 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 22 100% Sept 22 Review Article Revision with Staff Aug 22 100% Sept 22 Send Article for Legal Review Sept 22 50% 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. 42 43 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 0p 1'> 01'X 01'X 0p 0> g0 0.0, '1�, 0p 0p 0p 0p 013 'p ti ti ti ti ti ti �ti�ti tti �ti �ti �ti��ti �0ti ti �ti Jti `ti �ti�ti �ti �ti ti ti CP,�o, FQ ,tea,P� ,�a ,,� , 'i V�!N SeQ,Oc,�o Oe ,z 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. Recently,the BitSight vendor changed the weight on some of our weaker settings thereby making them weigh more and this caused our score to decrease. Once we saw that happen,we concentrated on improving those previous low impact settings.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 90% — - - - - - - - - - — - — - o 80% 70% U _r_ 60% > °�° 50% c T40% 0 3 01>0n'l 01ti 01ti 01'ti 01>01�01�011 011 011 011 011 011 011 011 011 000-0-L5 01''0.1' 01�013 01-'5 ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti CL N;11 1<ep� P�c� ,��., � PJ ,� �c�� Oec,� <<ep�a�,P�c�a�,,��., 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(131<4hrs and P2<9hrs). So they will not be included in this year's smart goal. The remaining Priority 3 tickets are meeting the P3< 18hrs time target 84%of the time. 43 44 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 6 0 1111111111 4 — — — - - — — — — - - — — — — — — - — - — — - — — L 2 OHO OHO OHO OHO O�� O�� Ory O�� O�� O�� O'p a o- a a o- o- a a a a a a a a a' a' 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. 44 45 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% 35% v 30% 0 25% _ -- 15% abF�'L�- a1�y'L'' 'L3 �,3 aa��y3 Performance Assessment: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. Assessment is achieved through initially performing an ethical audit of the collection using Collection HQ 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 Transportation Services Dec 22 ongoing Create workgroup with representation from each partner department to identify gaps in service to Mar 23 Jun 23 homebound seniors MW Establish plan for material selection Apr 23 Jun 23 Establish means of tranportation to distribute Apr 23 ongoing material Establish management system to track distribution Apr 23 �% Jun 23 Estabish collection of Chromebooks for check out at Department of Aging Apr 23 Jun 23 Performance Assessment: By the close of Fiscal year 2022-23,the library will establish an outreach program to reach our aging homebound residents by facilitating transport of library materials.Working with the Department on Aging to identify users,our Colletion Development Librarian will select desired materials(ex. books, magazines, hotspots, DVD,kindles,chromebooks and more)and design a user-friendly system for tracking distributed material. 45 46 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 Jun 23 Convene Library Services Task Force including representatives from Orange County and Town of Apr 22 Jun 23 Chapel Hill Organize a Meet and Greet with staff members from the 2 libraries Aug 22 Jun 23 Establish a sustainable system for courier service of items returned to the wrong library location Mar 23 % Jun 23 Collaborate and co-host one program with the Chapel Hill Public Library May 23 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.The task force has completed this goal and final report will be presented to the BOCC in late April 2023. Recommendations will be made to the Board of County Commissioners at that time. 46 47 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 Dec 22 Issue RFP,with BOCC Approval Dec 22 Mar 23 Review Proposals Mar 23 May 23 Award&Execute Contract Mar 23 Jun 23 Performance Assessment: Proposals have been reviewed 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. 47 48 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 ------------------------------ 7 100 �������do N 80 o 60 40 20 0 ti ti ti ti ti ti ti ti ti ti ti ti 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. 48 49 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 t +, 40 a 35 E , t 30 0 0 25 E 20 oo - - - - - - - - - - - - - — — — - — — — — — — — - — — c 15 v 10 L 5 U U 0 01� 01> 1- ,�'L �'L �'L 5e �a , 'Ce ,�a, P� ,�a , vN Performance Assessment: In Q2 and Q3 we saw an increase in the number of children in custody and an increase in the number of children remaining in DSS custody more than 18 months. Prior to Q2,there were several children at the threshold of 18 months that surpassed the 18 month mark during Q2 and Q3.There are many competing factors that contribute to the length of time a child is in DSS custody to include complex behavioral health challenges, lack of immediate access to service needs, and timely parental engagement. Additionally, it should be noted when a child's permanent plan is adoption this is a longer legal process with a guideline of 24 months being the target timeframe to achieve this permanent plan. 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% v - 90% — — — - - - - - - - - - - — - - - — - — — - - - - - - — — — — - — — — — — — — - — p 88% Ln fl- 86% v 84% titi titi �ti �ti �ti �ti �ti �ti �ti �ti �ti �ti �tiSl A, �ti �ti tiM tiM tiM �� ti� ti� � ,ti0 ,ti0 ,ti0 ,ti0 ,LO ,ti0 ,�O ,�O ,ti0 ,ti0 ,ti0 ,ti0 ,ti0 ,ti0 ,ti0 ,ti0 ,ti0 ,ti0 ,LO ,LO ,ti0 � Fe �.a 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. 49 50 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 200 180 EL 160 L, 140 r`a 120 100 80 ti0 _ti' _ti 1§1 ,1O ,ti0 -PIV -P ,ti0 -P ,ti0 IV IV IV IV IV 'IV,ti0 1§1 ,ti0 rti> IF, _ti' 1§1IV ti0 ti0 ti0 ,ti0 ,ti0 ti0 dao 1Q1 O&, oma, �U ��1 0 1 a�, Q40 �A, �� ,� Jai �Q, mow, oma, ��' � �, tet, fit, aA, mac, 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 Opportunity 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. 50 51 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 50,000 M 0- 40,000 X 2 30,000 ----- 20,000 c 0 10,000 a 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% .c 80% 60% CL 40% a) 0 20% 0% U M eL atL �tL aALeL �L aL �L ��L �L cL t� tL tL L L P ,tet\ P� �, �o , Oe, �a �� �a P� �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. 51 52 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% v80% _—_— 60% L C: 40% E 20% 3 0% u OLS OLS OLS OLS OLS Opti Olt Opti Opti Opti Otiti Opti Oti3 OL'' OL'' OL'' OL3 0�3 �L pL cL tL A, �1 ��L �� �� o� L ,� c� �� pl t� to A, �L �� ' P� ' Se ,° Oe �Sa P� �Sa NJ Performance Assessment:The current supply chain for cart orders continues to hamper cart service and delivery rates. 52 53 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 t M 10 v L p 3 O 6 o - 4 - C 2 Ln 0 Performance Assessment: 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.Some community outreach that has taken place thus far include: presenting School of Government Property Tax Assessment to the Board of County Commissioner during a September Work Session as wells staff presenting at a 4H Club meeting in April, participating in Orange County Government Academy in March,and participating as guest panelist at the Geographic Information System (GIS)Conference in October.To close out the fiscal year,to events have been scheduled.The Latino Fair will occur May 20 and an event at RENA Center will occur June 3. 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 In c 90% 70% - - – – – – – - - – – – – – – – – – – – – – – – – – – – – – – – – – – 50% CL u 30% E 10% U -10% U -30% — — w -50% o O11 O1 l Opti O11 O1 l Otiti 0�3 0�3 O1'� OL3 OL3 Ola ti ti ti ti ti ti ti ti ti ti ti ti ,�, 199 ,J§, 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.The peaks and valleys are a result of different collections from one year to the next.We collected more of our taxes via electronic payments earlier in the fiscal year this year than last.Our overall average to date remains 50%higher through Paylt than Point&Pay. 53 54 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 Jun 23 community.goal =3 events Initiate reviews of 120 participants Jan 22 1% 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.We've hired this position effective January 2023 and this position has attended two events and begun reviewing five properties within the Present Use Value program for compliance. 54 55 Transportation Services GOAL 1:IMPROVE QUALITY OF SERVICE BY MEETING 100%ON-TIME PERFORMANCE BY ALL PUBLIC TRANSIT OPERATORS. 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 On-Time Performance ——— Target —®— Projected `0100% ------------------------------------------ v 0 90% 0 85% 80% 75% u 70% a ti ti ti ti ti ti �ti �ti iti �ti A, sO�ti Performance Assessment:On-Time Performance(OTP) is a key measure provided by our OCTS transit service tracking system called Ecolane. It is calculated based on a 5 minute pick up and drop off window each driver is responsible for meeting. Example: 10 total customers of which 9 were picked up/dropped off within 5 minutes as scheduled=90%OTP. Improving the working relationship between dispatchers and drivers,ensuring they have the resources,skills necessary and recognizing their accomplishements are some of the things OCTS is doing to help meet this goal. GOAL 2:INCREASE ANNUAL PUBLIC TRANSIT SERVICE HOURS FROM 12,000 TO 24,000 ANNUALLY 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 Annual Service Hours ——— Target ——— Projected 26,000 ----------------------------- = 21,000 0 16,000 LJv 11,000 V) 6,000 ro c 1,000 Q Performance Assessment: Increase public transit services ensuring all residents have access for all purposes(e.g. medical,employment,shopping,etc.).Since Fiscal Year 2022-23 all services have returned to normal operating hours.Our strategies going forward 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. 55 56 GOAL 3:CONVERT 50%OF ORANGE COUNTY TRANSPORTATION SERVICES FLEET TO ZERO EMISSION/ALL ELECTRIC FLEET BY END OF FISCAL YEAR 2024-25, 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 60% Q) U N - --------------------------------- +� v 40% 'moi v •0 20% w � o v 0%01 - Fy�o�L 'Alp F 'A 6P, Performance Assessment:Anticipate converting 5 of 12(42%)transit service vehicles to electric during of Fiscal Year 2025-26. Department is in the process of converting five buses into five EV raised roof vans with charging stations through FTA 5339(b)grant. Future improvements will be through the upcoming Climate Action Plan and Fleet Goals. 56