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HomeMy WebLinkAboutAgenda for September 21, 2023 BOCC Work Session - Strategic Plan b BerryDunn ORANGE COUNTY NORTH CAROLINA Orange County, NC County Commissioners Strategic Plan Retreat Agenda September 21, 2023, 9 a.m. — 4:30 p.m. Retreat Objectives • Review the County's Mission Statement • Review the County's Vision Statement • Review Core Values/Develop Guiding Principles • Develop Strategic Priorities • Develop Strategic Goal Statements 9 — 9:15 a.m. elcome and Introduction 1. Welcome and Purpose 2. Overview of Meeting Agenda 3. Overview of the Commission Members' Roles and Responsibilities for Strategic Planning 4. Commissioner's Thoughts on Success for the Day: What would be a successful outcome from today? 9:15—9:45 a.m. Setting the Stage — Review the Environmental Scan Group Discussion • What did the information in the Environmental Scan reveal to you? • What stood out? • Did you learn anything new? • What themes are the most important in shaping your thinking about the strategic direction of Orange County? Outcome Commissioners have input from the community to inform the development of the strategic plan. Commissioners have a common understanding of the current environment of the County. 9:45— 10:15 a.m. Review the Mission Statement Mission Statement The Mission Statement describes an organization's purpose or reason for existing. It answers the questions: • Why do we exist? • What do we do? Current Mission Statement Orange County exists to provide governmental services requested by our residents or mandated by the State of i b B e r r y D u n n ORANGE COUNTY NORTH CAROLINA North Carolina. To provide these quality services efficiently, we must: o Serve the Residents of Orange County- Our Residents Come First o Depend on the energy, skills, and dedication of all our employees and volunteers o Treat all our Residents and all our Employees with fairness, respect, and understanding Group Discussion • As you reflect on this statement, does it accurately describe the purpose of Orange County? • Does it describe what you do, why you do it, and how you do it? • If not, what needs to be changed? Capture group's insights/perspectives/ideas, synthesize, and check for understanding and agreement. Outcome A short, concise statement that clearly defines the scope of the organization. 10:15— 11:00 a.m. Develop Vision Statement Vision Statement A vision statement defines your desired future state and provides directions for where you are going as an organization. It is aspirational and answers the questions: • What will Orange County look like 5— 10 years from now? Group Discussion • Where do you want to see Orange County in five years? • What do you want the County to feel like? • How do you want Orange County to be described? • What has been achieved? Capture group's insights/perspectives/ideas, synthesize, and check for understanding and agreement. Outcome A clear picture of the future of the what the Board envisions for Orange County. 11:10 — 11:15 a.m. Break i b B e r r y D u n n ORANGE COUNTY NORTH CAROLINA 11:15 a.m. — 12:00 p.m. Review/Develop the County's Core Values/Develop Guiding Principles Guiding Principles Guiding principles are the precepts that guide an organization throughout its life in all circumstances, irrespective of changes in its goals, strategies, type of work or the top management. They are expectations for how the County will conduct its business, make decisions, and deliver programs and services to the community. Group Discussion What principles accurately capture how the Board would like the County to carry out its mission and vision? Capture group's insights/perspectives/ideas, synthesize, and check for understanding and agreement. Outcome Short set of essential core values/guiding principles. 12:00 — 1:00 p.m. Lunch 1:00 —3:00 p.m. Identify Strategic Priorities Strategic Priorities The Strategic Priorities are the broad areas where you want to focus the County's resources and energy to achieve the vision. Individual Exercise Everyone will spend a few minutes reflecting on the following Instructions question individually and write down any ideas they want to share with the group: • Based on what we learned from the Environmental Scan and what we collectively know about Orange County, what are the four to five strategic areas of focus that should guide the next two to five years, so we can make progress toward our shared vision? • Are the initial priorities identified during the Strategic Planning orientation in February 2023 still relevant? Each commission member will share the ideas that came to mind. Consider the following: • How would we define the current and future state of each of these focus areas? • If we make gains in these areas, will we achieve our vision? • If the answer is no, what should we focus on instead? i b B e r r y D u n n ORANGE COUNTY NORTH CAROLINA Once you identify your ideas, write your four to five priorities on colored cards— only one priority per card. Group Discussion The full group will cluster the priorities posted, name them, and gain consensus of their strategic priorities. Capture group's insights/perspectives/ideas, synthesize, and check for understanding and agreement. Outcome The ideal is to identify four to five strategic priorities that focus the County's energy, resources, and capacity toward achieving the long-term vision. 3:00 —3:15 p.m. Break 3:15—4:15 p.m. Develop Strategic Goals Strategic Goals Strategic goals are long-term, broad, continuous statements that define how you will make progress toward your vision within each of the strategic priorities. Individual Exercise Everyone will spend a few minutes reflecting on the following Instructions: question individually and write down any ideas they want to share with their group. • What is the result we want to achieve in each focus area? For example, if Safe and Healthy Community is a strategic priority, what do we want to accomplish related to this priority in the five-year cycle of the strategic plan? What does success look like for this strategic priority? o Example Goal Statement for Safe and Health Community— Engage the community through education and outreach, invest in innovative programming and collaborative community partnership and provide resources needed to help ensure public safety and wellbeing for the people of Orange County. Goals are: • The specific results the organization aims to achieve over for each priority. • Usually achieved over have a specific period (two to five years). • Help to define and focus a strategic priority. i b BerryDunn ORANGE COUNTY NORTH CAROLINA Group Discussion The full group will cluster the goal ideas posted and gain consensus of their strategic priorities. Capture group's insights/perspectives/ideas, synthesize, and check for understanding and agreement. Outcome The ideal is to identify a long-term goal that defines each strategic priority and provides the framework for the County's plan. 4:15—4:30 p.m. Reflection, Closure, and Next Steps Reflection and Closure • What worked well today? Is there anything we could have done differently to make the experience better? • Is there any additional guidance you would give the consulting team and County leadership team in preparation for developing objectives and performance and outcome measures? • How did this retreat contribute to your ability to work together collaboratively as Commissioners to serve the needs of the County? • What are your expectations for monitoring and reporting progress on the plan? • What is your process for considering changes or additions to the plan in the current cycle? Next Steps BerryDunn will develop draft language for Mission, Vision, Core Values/Guiding Principles and Goal Statements. • BerryDunn will hold the second Strategic Planning Session with staff to develop objectives and performance/outcome measures. • BerryDunn will develop the draft Strategic Plan. -b ' _ ;,:�• '�• 'tom .�: . has- : •Fir . • • • • • in � � � Agenda Review Environmental Scan Review/Develop the County's Mission Statement ' Develop the County's Vision Statement Review Core Values/Develop Guiding Principles Develop Strategic Priorities { Develop Strategic Goal Statements b Guidelines for Effective Participation 1 . Speak from your own perspective using "I" statements. 2. Respect others' viewpoints while - - p p listening respectfully and intently. 3. Sta y focused on the discussion at hand. 4. Ask questions. b Strategic Planning Process Strategic Plan Implementation Performance Project Initiation Stakeholder Development and Recommendations Monitoring and and Planning Engagement Continuing Approval and Budget Engagement b Planning Process: What is a Strategic Plan? Defines WHAT, not HOW • What we want the County to become (vision) ,� • What we are going to prioritize and focus on (goals) so we can achieve the visionThe Strategic • efines • What we will measure (performance measures) WHAT the County so the County can evaluate progress prioritize • focus • n. HOW A LIVING DOCUMENT that guides the Countyout County's decision-making about: its strategy • reach the vision, f© • Budgets priorities, • goals is defined 2 • Long-range capital investmentsin an • • plan Economic and community development • County servicesThis implementation plan is developed by staff AFTER the A tool for government transparency and Strategic • • accountability • Residents, taxpayers, and the general 3 public know how the County is investing . resources, why, and to achieve what results/benefits for the community Planning Process: Plan Development Board p The North Star Vision 4 • • Mission Statement {„ series as a unifying focal point for an organization's • Vision Statement > long-term achievement. It • Core Values/Guiding CU must be clear enough for stakeholders to know what Principles U) they are working towards • Strategic Priorities and how to get there. • Strategic Goals Stakeholders must see their 0 role in this vision and Z believe in the organization's d3 dream, as they will playa •„ County Leadership vital role in executing on it. • Current and Future State Strategic Objectives • Performance Measures b") What's An Environmental Scan...and Why Does It Matter? (D 0 0 Identify potential opportunities, challenges, Help Count leaders successful) navigate and trends that can drive the County's focus Provide everyone involved in strategic p y y g and effectiveness. planning with a shared understanding of the the forces and obstacles that can hinder the County's current environment. achievement of a shared vision. 5) go Environmental Scan Approach Board of Commissioners County Leadership and Staff Community Leaders C Community Partners Residents Committees and Commissions ✓ Interviews with diverse stakeholders ✓ Social Pinpoint Community Engagement Platform ✓ Meeting-in-a-box ✓ Three in person community forums ✓ Employee survey and Employee focus groups ✓ Reviewed other County documents ✓ Statistically valid survey �# � `� .ram` 4�}i'""�+• 'f'.' 5 ��� � �� � _ �.-U� � A � s�". 10.7 1p�rN I���.,i�rf� � � tIP ---� i • What's on Your Mind, Orange County? I11C1L (I • Planning 0rSmallHousingPr i �, Department e k D Issues J Street I1 nil cn cNorth E0LL r�7, f Ww era f f 1C� V: cd rd Cou S S C �.- P Health Community Cha'p,e 1 Captions Det:elopment QualityConnected DriveEspeclally Source: 2023 Social Pinpoint i Orange County CommunityProfile r f' 1. • About Orange County $79,205 Median Household Orange County Population Income 250,00 $339,900 200,00 Median Home Value 148,911 161,272 150,000 134,010 100,000 ,� 93.7% High School 50,000 Graduate or Higher 0 2010 2020 2030 D 12.2% Source: North Carolina Office of State Budget Residents Below & Management, State Demographer 4 Poverty level bSource: 2022 Population Estimates US Census Bureau In 2021 dollars Demographics: Race and Ethnicity 2010 Race and Ethnicity 2022 Race and Ethnicity ■White or Caucasian ■White or Caucasian (Non-hispanic)-71% (Non-hispanic)-68.8% ■Black or African ■Black or African American - 12% American - 12% ■Asian -7% ■Asian or Asian Indian- 8.2% ■Two or More Races-2 % ■Two or More Races- 2.8% Hispanic- 8 % ■Hispanic-8.8% bm") Source: U.S. Census Bureau Employment and the Economy Top 5 Employment Industries 1 . Educational Services 2. Professional, Scientific, and Management 3. Retail Trade 4. Arts, Entertainment, Recreation 5. Construction Most Common Jobs Held by Residents 50,000 40,000 30,000 20,000 10,000 0 Production, Natural Service Sales and office Management, transportation, resources, occupations occupations business, r and material construction, and science, and arts moving maintenance Source: U.S. Census Bureau, American Community Survey 2021 Quality of Life in Orange County * 2nd Best County to Live in North Carolina - Niche, 2023 3rd Healthiest County in North Carolina 'fir., - '�L.•{''":►�- '� .i:�' �,�:1 - =.�I Nicne, 2023 Af IIIPL 21St of 2,768 Best Counties to Live in America t * Niche, 2023 * 84t" of 2,768 Healthiest Counties in America - Niche, 2023 b Quality of - in Orange County --- �� Median gross 93.2% hav owner costs wi �v �°-:.=- 4 , : ;' � rent $1 , 180 health insuran mortgage sit ;� �, � - �� ,, expectancy labor force Community Perspectives •jam.^.:' � kT. AM _.. w r! Analysis of Stakeholder Input S' t'► ET All individual stakeholder input and survey responses were compiled, analyzed, and coded by theme. A response, idea, or comment had to be mentioned multiple times in order to be listed as a theme. Themes are identified as possible strategic priorities r- for Board consideration. - All specific ideas for improvements have been captured for consideration. These area will be resented to the Board and County staff as strategies .. and actions to support the vision and strategic goals developed in the planning process. �..SW� . Social Pinpoint Site DrtA7JGE CCIUniTY ",I,, Carr d M1lcDad._ Caldwell Orange County Strategic Plan 1 I Cedar Grove wmcmm�m:he mmmunl<y onpag.m.n[vn hpage}or grange Cvunry's nox[s[raz eglr plan.whrh k will lay ou[got is and ohje[ices for the]ong[erm.This plan's su cceaa depend.on input from people r I y $� llka ynu-wha knew and lane Orange rauncy,and have a nested Inlarest In make np It an wen better place gving fomard.io make the Orange[oun[y 5[ra[eg,c Plan work we need Yvll!Please com pre[e the survry and give us your thoughts vn tha Interact1w map.evmv back here tv gv[updales abvul the process and communl[y forums. I I r I n f Miles Efland��Hill gF Eno River State Park Buckhorn Q Share your ideas ^ Hill Farm Dukrr Forest f :_ ® Let the County know where you have feedback,ideas and concerns. Blackwood v_�r �. I 9:5 Legend t y �a1�s♦- Eubanks Tear Creaks 0- Calvander Housing Ild Economic Development JhixeCross Hill ' Quality of Life -" sou Environment and 5ustainability Dogwood Blanc !tf Education Acres — 1, b) fGR Health and Human Services Voices from the Community We pay our good public schools with our property taxes that The County should collaborativelywith municipalities to allow are high in Carrboro and Chapel Hill, If you like to have better and incentivize affordable,clustered residential development schools,you need to pay higher taxes.Plus Carrboro and (with ample shared open space&garden space)in transitional Chapel Hill have a lot of families who work in the UNC system areas with public services and/or in crossroad communities in or commute to the research triangle and can or should support which needed residential services can be provided without our schools actively and financially.The drawback is that families can't afford a house in the Carrboro-Chapel Hill district adverse impacts to current residents onto the area's significant anymore,even with a solid income. natural resources, 1}r Education I a month ago Like Dislike Q ' Housing 1 2 months ago Like A+5 DislikeQ �] Orange County has a growing aging population.Ensuring that It sure would be wonderful if a solution could be found to open part of planning is thinking about needs of older adults. the entire Riverwalk to bicycles.This way folks on the east side of Hillsborough could cycle into town to shop. *k Health and Human Services 1 2 months ago Like.6+3 Dislike Quality of Life I a month ago Like 4+3 Dislike 4 The A D Clark Pool is the only public outdoor pool serving Carrboro and Chapel Hill.There is none in Carrboro and no Want better quality schools throughout Orange County--not water feature of any kind on any playground in the Chapel Hill just Chapel Hill/Carrboro. or Carrboro area.Water features on play grounds or a community park with a floor fountain(Greensboro for 1%Education 2 months a o example)that can be used by all residents is missed a lot 1 Like +� Dislike bdowntown during our hot summers. 0 Quality of Life 1 a month ago Like*+2 Dislike Challenges What are the biggest challenges in the next three to five years? Creating an open and welcoming community 406 responses Adding/diversifying recreational amenities Food insecurity Natural resource protection/preservation Public health Community divisiveness and polarization Crime Climate change Sustaining adequate County services Meeting the needs of changing demographics Overdevelopment Homelessness Mental health needs Economy Managing population growth Traffic congestion Housing affordability Cost of living 0 50 100 150 200 Source: 2023 Employee Survey Opportunities What are some things that the County government does well? Check all that apply. 406 responses Transportation alternatives (walkways, public transportation, bike paths) Environmentally sustainable practices and programs Public awareness and education of County programs and activities Natural resource protection/preservation Responsiveness and customer service mentality Smart, efficient management of public funds Community engagement Accessible, efficient, and effective government Recreational "active" public parks facilities Equity and inclusion Arts and culture amenities "Passive" public preserves and trails Public Safety Emergency preparedness& response 0 5 10 15 20 25 30 35 40 45 Percent Source: 2023 Employee Survey , Quality of Life What do you think about the overall quality of life in County (ETC)? Not provided Getting ng better 16% 604 responses Getting worse ■ Getting better 38% Staying the same ■ Getting worse Staying the same What do you think about the overall quality of life in County 42% Not provided (ETC non-random)? Not provided Getting better 4/° 17% ■ Getting better Staying the same 43% Getting worse ■ Getting worse 36% ■ Staying the same 696 responses Not provided b Source: 2023 Statistically Valid Survey and 2023 Non-Random Survey Business Environment As a place to start a business (ETC): 604 responses As a place to start a business (non-random): 696 responses Excellent 1 6.10% Excellent 1 5.47% Good 27.70% Good 25.08% ■ Poor ■ Poor OMNI ■ Neutral 38.60% Neutral 25.08% Below Below average Average Neutral Below Average 17.20% Neutral Below average 10.64% ■ Good - Good Poor 1 10.40% Poor 7.60% ■ Excellent ■ Excellent 0% 10% 20% 30% 40% 50% 0% 10% 20% 30% b Source: 2023 Statistically Valid Survey and 2023 Non-Random Survey Housing Affordability As a place where you can find affordable housing (ETC): As a place where you can find affordable housing (non- random): 604 responses 696 responses Excellent 1 j80 Excellent 2% Good 10.10% Good 8% Neutral 29.10% Neutral 29% Below 810% ■Poor Below ■Poor 0 Average . Below Average 350 o Below Average Average Neutral _Neutral Poor 3.10% Poor 27% ■Good ■Good 0% 5% 10% 15% 20% 25% 30% 35% 0 Excellent 0% 10% 20% 30% 40% •Excellent b Source: 2023 Statistically Valid Survey and 2023 Non-Random Survey Aii Number One Priority Selected Percentage of Respondents who Prioritized the Percentage of Respondents who Prioritized the Following as Following as their top choice for Increased Funding their top choice for Increased Funding (non-randomized): (ETC): 604 responses 696 responses 5-Law enforcement-led safety initiatives 9% 5-Public transportation Alternatives 5.10% 4-Early childhood education 9% 4-Early Childhood Education 6.3 % 3-Law Enforcement Led Safety 3-Climate action 12% Initiatives 9.30° 2-Public School Operations 22.40% 2-Affordable housing 34% rp I 1-Public school operations(teachers, 37% 1-Affordable Housing 7.5�0% salaries) 0% 5% 10% 15% 20% 25% 30% 0% 5% 10% 15% 20% 25% 30% 35% 40% b Source: 2023 Statistically Valid Survey and 2023 Non-random Survey Top Four Priorities Based on Overall Responses Social Pinpoint • Increased housing choice and affordability • Alternative transportation methods • Manage growth and development • Passive recreation Statistically . • Survey • Public schools (teachers, salaries) • Affordable housing • Behavioral health services • Public transportation bSource: 2023 Social Pinpoint Community Survey and 2023 Statistically Valid Survey Ideal Future What should Orange County look and feel like five years from now? ✓ Improved housing choices and affordability ✓ Improved road infrastructure ✓ Access to public water and sewer across the County ✓ Access to broadband ✓ More jobs inside the county ✓ Preserving natural spaces ✓ Environmental protection and focus on climate change efforts ✓ Allowing growth and change ✓ Curbing overdevelopment b Source: 2023 Social Pinpoint Community Survey and Stakeholder Interviews Stakeholder Views On a scale of 1 to 5, with 5 being most confident and 1 being least confident, how confident are you that the County will be an even better place to live five years from now? 70 60 50 40 30 20 10 0 1 2 3 4 5 b Source: 2023 Social Pinpoint Community Survey Ad Environmental Scan — SWOC Analysis . SWOC stands for strengths, weaknesses, opportunities, and challenges. . A SWOC analysis assesses the organization's current position before deciding on any strategies. . Using a SWOC analysis allows the County to make the most of its strengths and reduces the chances of failure by understanding what is lacking and eliminating obstacles that get in the way of effective strategy. b-1 Al Environmental Scan — SWOC Analysis Discussion What are the strengths of the Community? Of the County Government? What are weaknesses that need to be considered? Community? County government? What opportunities does the County have that it can capitalize on? For community impact? For County operations, organizational culture, etc. What challenges is the community facing now and for its future? What threats does the County government face to effectively serving the community now and in the future? b What are the strengths? What are the weaknesses? • Preservation and protection of the County's natural • Residents do not agree on the definition of _ spaces and resources sustainable growth Natural beauty and outdoor recreational experiences • Lack of diverse businesses throughout the County • Safe community, low crime rate • Public transportation access for residents County government is willing to collaborate with • Lack of diverse communities within the County public and private entities • Cost of Living within the County (residents unable to Robust school system for county residents live in the County while working in the County) • Food insecurity among residents • Housing Affordability What are the opportunities? What are the challenges? • Renovation of older buildings • Housing availability and affordability; gentrification • Encourage bilingual teachers in public education • Lack of economic diversity Encourage more diverse communities within Orange • Limitations to commercial development ' County (specifically Chapel Hill area) • Geographical location and remoteness of rural areas • Sewer and water access expansion across the within the County County for all residents • Limited transportation options Implement public transportation access (sidewalks, • Food Insecurity • and biking trails accessible for all) • Inability to afford living in Orange County while • Increase broadband access for rural residents working in Orange County • Increase mailing notifications to rural residents • Aging population • Improve public areas for children and families • Balancing growth of built environment and • Support community and family-oriented businesses preservation of natural environment • Accessibility for elderly members of the community 0 High property taxes Board Strategic Areas I ► vuu��[ lL�kren�]d w1Y r/y� t}n11\Fyn d.ffiry �/YeFf � � More WK+Iw�L Y nrrds N1W 44 �esa�N .,�.� hetilµ,w.Yprnr b Board Strategic Areas — cont. L1� i r Ia� - Q�� YNSir Pa.d.a+� „• ,i:�` 1tv� f H r f �vuSin Jr. �ar YaGi k( C1 fiOv�rm� _ u e•�ui 4y �,.� ac L,4 r �1 Iryrdr.Gf.m� __ ra. -- � .w•.�hr- Ennrcnke�� �rsf.e� b Environmental Scan Discussion rI What stood out in the presentation? � Did you learn anything new? MIL! ll • Which themes are the most important in shaping your thinking about the future direction of Orange County? 15 :r I; V r -�C�a'' icy. f^ ..1 ��� ~� '. •_�' .A Mission, Vision, Guiding Principles, and Strategic Priorities How are they connected? Mission Vision What you do now Where you're going For whom What you want your Your mission to achieve for organizational your community purpose Guiding F�Uo Principles b rra e..Bric How does the Priorities community carry � out its mission What is the focus to How does it move toward the vision interact with the b community How Does • • ' ' ision Statement Mission Statement Strategic Strategic Strategic Strategic Priority 1 Priority 2 Priority 3 Priority 4 WHAT Goal Goal Goal Goal Statement Statement Statement Statement III all all all mmmm Measure mmmmlimm • Guiding Principles "38 Review Mission Statement What is a Mission Statement? A mission statement describes an organization's purpose or reason for existing. It is the public statement of the contribution it promises to make to help accomplish the community vision. It answers the questions: ■ Why do we exist? ■ What do we do? 5) Review the Mission Statement Mission Statement Discussion Current Mission Statement As you reflect on this statement, does it Orange County exists to provide governmental services accurately describe the purpose of Orange requested by our residents or mandated by the State of County? North Carolina. To provide these quality services efficiently, we must: Does it describe what you do, why you do it, and how you do it? Serve the Residents of Orange County - Our Residents Come First If not, what needs to be changed? • Depend on the energy, skills and dedication of all our employees and volunteers Treat all our Residents and all our Employees with fairness, MT S I respect, and understanding • • • definesb - scope of the organization. Review Vision Statement What is a Vision Statement? Avision statement defines your desired future state and provides directions for where you are going as an organization. It is aspirational and answers the questions: What will Orange County look like 5 — 10 years from now? b Review the Vision Statement Vision Statement Discussion Previous Client Vision Statement Examples Where do you want to see Orange "Wausau is a fun, vibrant, and highly connected County in five years? community providing diverse and accessible social, arts, cultural and outdoor What do you want the County to look recreational experiences and a thriving economy and feel like? where everyone has the opportunity to achieve success and happiness." (Wausau, WI) How do you want Orange County to "An engaged community with a sense of place be described? and belonging where everyone is welcome." (St. Charles, IL) What has been achieved? r-glutcome: A clear picture of the future the Board envisions b ME for Orange County. Review Core Values/Develop Guiding Principles Guiding principles are the precepts that guide an organization throughout its life in all circumstances, irrespective of changes in its goals, strategies, type GUIDING of work or the top management. They are expectations for how the County 0 a will conduct its business, make principles decisions, and deliver programs and services to the community. Ad Review Core Values/Develop Guiding Principles Previous Client Core Values Example Guiding Principles Discussion Examples from St. Charles, IL: EXCELLENCE - We strive to provide high quality services and What principles accurately capture an exceptional quality of life. how Commissioners would like the ENGAGEMENT AND INCLUSION - We encourage all voices be heard and create accessible opportunities for everyone to County to carry out its mission and participate and contribute to our community. vision? SUSTAINABILITY AND RESILIENCE - We prepare for the future and cultivate progress while valuing our natural environment and resources. RESPECT - We treat our residents, businesses, employees, and visitors with dignity. SENSE OF COMMUNITY - We foster a safe and vibrant environment in which new ideas and perspectives combine with our unique character to create a sense of place. STEWARDSHIP AND ACCOUNTABILITY - We pledge to be honest, reliable, and open in our decision-making, communications, and actions to earn and retain the trust of our community because we take pride in the importance of our service to the public. I I utcome: Short set of essential values b or guiding p . - Develop Strategic Priorities What are strategic priorities? Strategic Priorities are the most important It is best to keep this list to four to six areas your organization needs to focus on. They focus areas so that they are achievable, are the small number of focal points that you have and the organization is not overwhelmed determined to be critical in achieving your mission by multiple priorities. and vision. b Develop Strategic Priorities Strategic Priorities Discussion Brainstorming Instructions Based on what we learned from the 1 . Reflect for a few moments on the outcome you Environmental Scan and what we collectively want to achieve for each strategic priority. know about Orange County, what are the 2. Decide on the ideas you want to share with the four to five strategic areas of focus that full group should guide the next two to five years so we 3. Write your ideas for each priority on Post-It notes can make progress toward our shared • One idea per card vision? 0 5 words maximum QNC JDEA •IDEA ! •rnE►a � # If we make gains in these areas, will we • Use markers STECK PER IK achieve our vision? / 'ram' • Write BIG! Nord 1/ If the answer is no, what should we focus on instead? Outcome: The ideal is to identify four to five strategic priorities that focus the County's energy,resources, and capacity toward achieving the long-term vision. __I� Develop Strategic Goals What are strategic goals? �..- � � ;r• Strategic goals are long-term, broad, continuous statements that define Z�F�M SZT jP'K[ how you will make progress toward �I � ACT( 0 your vision within each of the t �oALS strategic priorities. b Develop Strategic Goals Strategic Goals Discussion Brainstorming Instructions Are the results the organization 1 . Reflect for a few moments on the outcome you want to achieve for each strategic priority. to achieve for each priority 2. Decide on the ideas you want to share with the Usually achieved over a specific full group time period (usually five years). 3. Write your ideas for each priority on Post-It notes One idea per card Helpto define and focus a DNC IUD .r" ! 5 words maximum strategic priority. Use markers PER # •IDE►� � ,STICKY / •jpCq 3 • Write BIG! No-re V bpriority . . . . _ _ framework _ . Reflection and Closure Is there any additional How did this retreat What worked well today? Is guidance you would give the contribute to your ability to What is your process for there anything we could consulting team and County What are your expectations work together considering changes or have done differently to leadership team in for monitoring and reporting collaboratively as additions to the plan in the make the experience preparation for developing progress on the plan. better? objectives and performance Commissioners to serve the current cycle? and outcome measures? needs of the County? b Next Steps Develop draft language for Mission, Vision, Core Values/Guiding Principles, Strategic Priorities, and Goal Statements. t Hold Strategic Planning Session 2 with County staff leadership to develop objectives and performance/outcome measures. Develop Draft Strategic Plan for review and adoption by the Board. b