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HomeMy WebLinkAboutMinutes-09-21-2023-Work Session - Strategic Plan 1 APPROVED 11/2/23 MINUTES ORANGE COUNTY BOARD OF COMMISSIONERS WORK SESSION —STRATEGIC PLAN September 21, 2023 9:00 a.m. The Orange County Board of Commissioners met for a Work Session on the Strategic Plan on Thursday, September 21, 2023 at 9:00 a.m. at the Solid Waste Management Facility in Chapel Hill, NC. COUNTY COMMISSIONERS PRESENT: Chair Jamezetta Bedford and Commissioners Amy Fowler, Sally Greene, Jean Hamilton, Phyllis Portie-Ascott, and Anna Richards COUNTY COMMISSIONERS ABSENT: Vice-Chair Earl McKee COUNTY ATTORNEYS PRESENT: John Roberts COUNTY STAFF PRESENT: County Manager Bonnie Hammersley, Deputy County Manager Travis Myren, and Clerk to the Board Laura Jensen. (All other staff members will be identified appropriately below) Chair Bedford called the meeting to order at 9:09 a.m. All commissioners were present, except for Vice-Chair McKee. Welcome and Introduction 1. Welcome and Purpose Travis Myren, Deputy County Manager, reviewed the Strategic Plan survey results originally presented to the Board on September 12t" in greater detail. He discussed the results from Question 4 and alternative ways to interpret the data. Q4. Biggest influences on the decision to stay in the county over the next five years by percentage of respondents who selected the items as one of their top three choices Close to family/friends 30% Access to health care services 27% Low crime rates 26% Parks&open space options 25% Local tax rate&cost of I Iving 21% Close to your worVschool -:20% Housing options 17% Arts,witural,&entertainment amenities 15% Low traffic congestion -.1 Quality of public education opportunities 13% Diversity of the people who live here 13% Employment opportunities7i Access to farm fresh meats&produce -8% Publictransportationsystems ■7% Recreation opportunities/facilities for adults ®6% Shopping options .6% Higher education opportunities Quality of government 5% Recreation opportunities/facilities for youth 0 3% 0% 10% ZO% 30% MTop choice 2ndchoice M3rdchoiee ETC IivM1lulo=31 2 Travis Myren also reviewed the GIS maps showing where survey respondents lived. Orange County,NC 20235urvey Location Map (Boundaries by Census Block Group) —20 C—ER.Cj-HERE ETC In 1—17 j Page1 Orange Caunry,NC)A]3 s—Y Q2-01. The County Government is well run y Agreement Mean rating on a 5-point scale - Strongly Agree Somewhat Agree Neutral Somewhat Disagree wIEa-.mz:lkl( Strongly Disagree ETC INSTITUT' ETC Ins[Itutt 120za3 Page 1 3 Orange County,NC]0235arvey Q2-42. The Board of County Commissioners effectively manages County resources Agreement Mean rating on a 5-point scale - Strongly Agree Somewhat Agree Neutral Somewhat Disagree —1.cn 1—o42n HERE Strongly Disagree ETC INSTITUTE Ere Ins,I-i2L- rage 3 Orange[aunty,NC 202a Survey Q2-03. The County does a good job managing its growth and development in rural (unincorporated) areas of the County Agreement Mean rating on a Spomt scale - Strongly Agree Somewhat Agree Neutral Somewhat Disagree —2U—IFER.�2-HERE Strongly Disagree l ETC]NS'l ITU ETC i-1—)2013) ..�. 4 Orange County,NG i013 Surrey Q2-08. The County provides adequate resources to those in need � 5 3 � Agreement Mean rating on a 5-point scale - Strongly Agree Somewhat Agree Neutral Somewhat Disagree - Strongly Disagree ETC INSTITUTE ` ErC lreli�uM i'2023'� Page9 Orange[aunty,NG 10t3 Surrey Q2-10. My property is appraised fairly in the County Agreement Mean rating on a 5-point scale - Strongly Agree Somewhat Agree Neutral Somewhat Disagree Q20M CALIPER, neo newt Strongly Disagree . ETC iNSTITU Fli 5 Orange[aunty,N[L123 Survey Q9-10. As a place to start a business Perceptions Mean rating on a 5-point scale - Excellent Good Neutral Below Average -zuzuc.,���, Poor 4 ETC INSTITUTE ' ET[Instl[ute t2L231 Page m Orange Caunty,NC ma Survey Q9-13e As a place where you can earn a living wage yyy Perceptions p Mean rating on a 5-point scale •�`y Excellent Good Neutral Below Average - Poor ETC ETC instltete ICI eagc 2i 6 Q9-14. As a place where you can find affordable housing r `� CJ Perceptions Mean rating cn u n perm scLIc Lxcellent Good J Neutral Below Average - Poor ETC INSTITUTE " ETC Instl Wte lM23) Magc td Orange[ouoM,N[2II235urvey Q9-18. Availability of internet services in your a rea I Perceptions Mean mdrg on a 5-point scale - Excellent Good �O Neutral Below Average O2—cALIPER.—O HERE Poor 40' ETC INSTITUTE ' ETC InstIWa=a) Orange[aunty,NC 1023 Survey Q10-04. Quality of County development, planning, and zoning IB Satisfaction Ratings Mean rating on a 5-point scale tisJ - Very Satisfied Satisfied Neutral Dissatisfied AMU CALIPER.0 020 HERE Very Dissatisfied }ETC INSTITUTE ' ETC Inrtltute 120231 Page 37 Oange rounry,N[2fU35urvey Q14-3. The County effectively communicates what they are doing to ensure all County residents are treated equitably Agmment Mean rating on a 5-paint scale - Strongly Agree Somewhat Agree Neutral Somewhat Disagree 01020 CAUPER,0100 Near Strongly Disagree ETC INSTITUTE + ETC—I..120231 Page at 8 orange[aunty,N[1D235urveT Q16-01. Manages the education budget well Agreement Mean rating on a 5-point scale Strongly Agree Somewhat Agree Neutral Somewhat Disagree - Strongly Disagree 'ETC INSTITUTE ETC Insulate=31 Page I9 Orange[auntyy,N[L323 Survey Q16-02. Attracts high quality teachers Agreement Mean rating on a 5-paint scale - Strongiy Agree Somewhat Agree Neutral Somewhat Disagree a inx Isar Strangiy Disagree ETC INS. TITI ITC ,•,`-. rre Insnrure I2mal vage sa 9 Orange[eunN N[2D235uney Q16-03. Is transparent about education-related decision making �d Agreement Mean rating on a 5-point scale - Strongly Agree Somewhat Agree NeutraE Somewhat Disagree ON20 CALIPER:O1020 HERE Strongly Disagree ETC INSTITU F E ETC In 1—{2G23i Page sl Orange[a V,NC Wn S—V Q16-04. Encourages community involvement in education-related decision making Agreement Mean rating on a 5-point scale - Strongly Agree Somewhat Agree Neutral Somewhat Disagree Strongly Disagree *j ETC INSTITUTL ETI.—I..I2n231 Page 12 10 Orange[aunty,N[2f123 Su Q16-05. Ensures quality education for students Agreement Mean rating on a 5-point scale - Strongly Agree Somewhat Agree Neutral Somewhat Disagree CM0 CALIPER,'9 020 HERE Strongly Disagree bi ETC NSTITUTE ETC lns 1—(Dj Page 53 Orange C-.,,NC)D23 S.—y Q16-06. Has effective leadership in K-12 education a Agreement BMean rating on a 5-point scale - Strongly Agree ��IIrr Somewhat Agree e�"VY Neutral Somewhat Disagree Strongly Disagree ETC INSTITUTE + ETC lnrtlwt lM3� Page 54 11 Oange County,NC 2023 S—V Q16-07. Has adequate school facilities J J Agreement Mean rating or a 5-point scale - Strongly Agree Somewhat Agree Neutral Somewhat Disagree 520 M PEN.ojo2g HERE Strongly Disagree �3 ETC INSTITUTE ' ETC Inrtltute i2O231 Page 55 Orange County,NC 2023 S,ry Q17-21. Increasing non-residential development Importance Mean rating on a 5-point scale - Very Important Important Neutral Not Important - Not at all Important ETC INSTITUTE ETC 1ns1—(2023) Page 11 12 Commissioner Portie-Ascott referred to the GIS maps related to education and asked if it was possible to know if the respondents have children in school. Travis Myren said they could find out. He said he would also share the school related information with the school systems. Setting the Stage— Review the Environmental Scan Charline Kirongozi and Shannon Flowers from BerryDunn, the strategic plan consultant group, introduced themselves. Charline Kirongozi made the following presentation: Slide #1 Orange County Board of Commissioners Strategic Planning Session September 21, 2023 b BerryDunn oRANGECOUNTY NORTH CAROLINA Slide #2 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, 13 Slide #3 Guidelines for Effective Participation ,- Speak from your own perspective using "I" statements. z. Respect others' viewpoints while listening respectfully and intently. s- Stay focused on the discussion at hand. 4. Ask questions. b Slide #4 Strategic Planning Process Strategic Plan Implementation Pertormance Project Initiation Stakeholder Development and Recomrnendotions Monitoring and and Planning Engagemen! Continuing Approval and Budget Engagement 14 Slide #5 Planning Process: What is a Strategic Plan? Defines WHAT, not HOW VVhat we want the County to become(vision) What we are going to prioriti7e and focus on (goals)so we ran achieve the vision The Strategic Plan defines (performanceWHAT the County will so the County can evaluate progress prioritize and focus on. A LIVING DOCUMENT that guides the How the County carries out County's decision-making about its strategy to reach the vision, - Budgets priorities, and goals is defined 2 Long-range capital investments in an Implementation plan. Economirand community development County services This implementation plan is developed by staff AFTER the Strategic Plan is complete. A tool for govemment transparency and accountability - Residents,taxpayers,and the general . 3 public know how the County is investing resourtes-why,and to arhieve-what iesulWbenefits for the rommunity Slide #6 Planning Process: Plan Development Board p The North Star Vision 4 • Mission Statement Z serves as a unifying focal • Vision Statement � point for an organization's long-term achievement.It • Core Values/Guiding must be clear enough for Principles stakeholders to know uwhat they are working towards • Strategic Priorities A= and haw to get there_ • Strategic Goals Stakeholders musk see their role in this vision and believe in the organization's fl1 dream,as they will play a County Leadership vital role in executing on it. • Current and Future State • • Strategic Objectives • Performance Measures b 15 Slide#7 What's An Environmental Scan...and Why Does It Matter? Identify potential opportunities,challenges,and trends that can drive the County's locus provide everyone involved in strategic Help Counly leaders successMy navlgale the farces and absthcles that can hinder the and effectiveness. paminq with a shards understanding oFlhe County's current environment. achievement of a shared vision. 15 Ad Slide #8 Environmental Scan Approach Board of Commissioners County Leadership and Staff Community Leaders Community Partners Residents Committees and Commissions Tnterviews, with diverse stakeholders v" Social Pinpoint Community Engagement Platform d Meeting-in-a-box v Three in person community forums Y" Employee survey and Employee focus groups Reviewed other County documents ,,' Statistically valid survey Chair Bedford commented that not many people came to the community forums, but she was pleased that so many people responded to the survey. Charline Kirongozi said that the number of respondents to the survey was high. She said the types of community engagement they receive varies by community. 16 Slide #9 Open Discussion Question Which INords Best Oescrrbe Orange County? I' Slide #10 What's on Your Mind, Orange County? J=;. .I L,ausing Sma11HQusing Prravide Department t , o u n Strcet�'�' L 001s coI11YI1lumt ` Chapel HiII'Jj')IiI)1LS Ile■-rluprrenc unlit ` t L"ennected pt illy Source.2023 Social Pinpoint Ado Slide #10 includes words that people used when they think of Orange County. 17 Slide #11 Orange County Community Profile Yt F.-If Slide #12 About Orange County $79,205 Median Household Orange County Population Income 2Sa,aaa $339,900 200.00o Median Home Value 161,272 198,911 150,fl04 134,E 10 100.004 93.7% High School sa,aaa Graduate or Higher a 2010 2020 2030 12.2% Source,North Carollna DiAceof State Budget Residents Below &Management Stale demographer Poverty level Source;2022 Population Estimates, US Census Bureau `in 2021 dolars Commissioner Portie-Ascott said that the data in Slide #12 is out of date and they should use the Realtor's Association data. Commissioner Richards said that the numbers for the Chamber of Commerce are also very different. Travis Myren said he would send out updated data. 18 Slide #13 Demographics: Race and Ethnicity 2010 Raise and Ethnicity 2022 Race and Ethnicity 46 ■Mlie or CaucwAan ■Mlm or Caucwman (Nan-hispanic)-71% (Nan-hispanic)•88&% •Black or African •Black or African American-12% American-12% •Asian-7% •Asian orAslan indlan- 6.2% ■Two or More Races-2% •Two or More Races- 2.-$% •Hispanic- Hispanic-5X% bSource:U.B.Census Bureau AA Slide #14 Employment and the Economy Top 5 Employment Industrics 1, Eduoational Servioes 2. Professional,Scientdio,and Management 3. Retail Trade 4. Arts,Entertainment,Recreation 5. Construotion Most Common lobs Held by Aesldents sn.NO 40,000 XWO 20,000 10 AOo Production, Natural Service Sales and u&A Managamanl, lransportaien. resources. occupations oecupalicns business. I and malenal construellcn,and "nce,and arts [4M"1 moving manlenance Source: U.S.Census Bureau,American Community Survey 2o21 19 Slide #15 {duality of Life in Orange County 2n°Best County to Live In North Carolina -Niche, 2023 ' V HealthiestCounty In Norttr Carolina -Niche. 2023 * 2191 of 2,768 Best Counties to Live in America -Niche, 2023 8411,of 2,768 Healthiest Counties l n America -Niche,2023 Slide #16 Quality of Life in Orange County Median gross t. grossMedian • owrer costs ' - * mortgage r W- 82.1 towork 24.0 expectancy i iforc minutes Source-U.S Census Bureau. North Carding Department of Health and Human Services 20 Shannon Flowers continued the presentation: Slide #17 Community Perspectives Slide #18 r Analysis of Stakeholder Input All individual stakeholder input and survey responses ---- were compiled,analyzed,and coded by theme. A A response,idea,of comment had to be mentioned multiple times in order to be listed as a theme. e Themes are identified as possible strategic priorities for Board conslderation. .4 All specific ideas for improvements have been = captured for consideration-These area w0l be presented to the Board and County staff as strategies and actions to support the vision and strategic goals developed in the planning process. 1 � 21 Slide #19 Social Pinpoint Site Cai � I mad. Ora nq I,Cou n ranga Cnun[y SttarcgJ[Plan mar Ep9�d H� ,t sl,,:r•gar ercu.� s � Share your ideas H ll rylm Uu �i p;", . Lrl Sle«yi:[Y 4nrw'nirr]"�u hhr l��q{yck ideas ar'd nl.rsxc..a wnsurn5. ' Legend r.. L,.• r .r,,,k. Housing Fommsc Orve ailment �eores: I � Qfaahty of vFe . 501 EIMtOnThent and sustalnablllty .... aloe iltt fouc-B340 HeAlth And Human Servires �. Slide #20 Voices from the Community ft payour good publ cc schoolswfilh Our propkrrycanes mat The County should collaborativeywith municipalities to allow a•e I+igh it Carrboro and Chapel#fill.If you like[tr haue better and rncentivite affardadle.clustered residential developmert schools,you nand co pay higher uw05.Plus Carrbom an4 (with ample shared Open spare s garden spared n transioanal Chapel Hill have a lot of famHies who work in the UNC system areas with public senacesandlarin crossroad communities in or commute to the researchtriangle and can cr should support which needed residential services cant*prmded without our vil)ools xilvery and financialry•TAedemihxk Is that familiescanY afford a Muse in the Carrboro-Chapel Hill district adverse impacesto Wrfent residents or wthe area'ssignificapt anymore•even vAth a solid Income. nBtlJral rC50lJrt25. k sa.raoon anwem ads Lard 4slkr #+oes+agl 2ear.rre qgo Lke�-6 Pslke�r orange county Vasa grolnng w tg population.Ensuring that it sure would be Nvnderful if asnlution could be found to open part bt planning is tlnnkingahoutneeds of older adults. Sh@ enure%verwalk ko bicycles.This way Folks on the east side of Hilsborough could cycle into room to skwp. h�wh*�dN'r�w 5enmexl tmamnran LIw -# a.14.9 �QwlldLh a.•w+x pro �r.a}3 s>,-9 TIheAD CWk pool n che only pubrfc outdoor pool serving Carrhoro and Chapel HIM.Thera is nave in Carrhoro and no Want better quarrty schools Shroughour Orange County--not warn feature of ary kinddn any playground in the Caapei Hal just Chapel HilHCarr6om or Caffhoro area-Water Features on play grounds or a 1;4mml1nny park wh a Floor fountain(Grggrnbprp For rrr tc.xa65n znlc�cs r!P aloe;-i da:we9 example)that can be used by an residents is missed a Pot bendowntown during our hot summers. B'Qyl,-r.r. —4, l,u 4-2 owu rr 22 Slide #21 Challenges What are the biggest challenges in the next three to five years? Creaung an open and welcoming community 405 responses Addingfdiversifying recreational amenities rlrlrl� Food insecurity Natural resource protectionrpresenration Public health Community divisiveness and polarization Crime Climate change Sustalningadequate County servlces Meeting the needsof changing demographics overdevelopment Homelessness Mental health needs Eoonomy Managing populatlon growth Traffic congestlon Housing affordability bCast of living 0 50 190 159 7C0 Source-2023 Ern*yee Survey Slide #22 Opportunities What are some things that the County government does well?Cheek all that apply. 405 responses Transportation albmalives(walkways,pubic transportation,bike paths) Envirunmenlaily wslainable practices and programs Public awareness and education of County programs and aclivites Natural resoum@o proleclloMpmservahon Responsiveness and customerservme mentally Smarr,eMcaent management of puNo.funds Comnunlly engagement Accuse bm,eMlclent,and eftectrra government Recreational"acive"pubic parks facilities Equity and inclusion Arts and cullure amenities "Passive"public preserves and trails Public Safety Emergency preparedness&response 0 5 iD 15 20 25 30 35 40 45 5D PORW Source:2023 Employee Survey 23 Slide #23 Quality of Life What do you think about the overall quality of life in County(ETC)? Not 4%tied Getting better 604 responses 16'h r'o Getting wur9e 38 ■Gating bettor ■Staying the same .Gettlng worse What do you think about the overall quality of life In County Staying the same 0% Notpfovlaea (ETC nonrandom)? Not provided Getting better 4% 4 17% ■Geting belief Staying the tam* ■Gettln 43% Getting worse g worse % ■Stay Ing the same 696 responses ■Not provided D Source.n23 Stallslleally+Void Survey and 2023 Non-Random Surrey Slide#24 Business Environment As a place to start a business(ETC): 604 responses As a place to start a business(non-random): gag,e.%pon3es Excellent 6.10% Excellent 1 5.47% Good M 27.70% Good 25.08% in Poor ■Poor Neutral 36.60% Below Neutral 25.08% Bel ow average Average Neutral Below Average 1720% Nelilfal Below average 10.64% ■Gaud ■Good poor 1 10.40% Poor 0 7.60% ■Excellent ■Excellent 0% 10% 20% 30% 40% 50% 0% 10% 20% 30% 5) Source,2023 Slahsucally Valld Survey and 2023 Non-Random Survey AA 24 Slide#25 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 896 responses ExeelleM 4-$0°.6 Excellent 2% Good 10.1� Goad ay§ Nauual 29.10'1G fisuua4 29ld Below ■Poor FA_ ON. kvrregr 8.10% Uft. Ai—p a5% Bolan •N." •Hwrtral Peer a.10% Pee. 27% ■Good ■Good 0% 5% 10% 15% 70% 15% 30% 35% •E.Wi— W{ r0% :l WN p% ■P..dw. ON Source:2023 Slalabally Valle Survey and 2023 Non-Random Survey Commissioner Fowler asked how the non-random survey was distributed. Travis Myren said it was sent out to community groups and advisory boards, and other groups that are typically more engaged. Charline Kirongozi said it was also posted online. Chair Bedford said she sent it to her neighbors. Shannon Flowers said there were dramatic differences in the results between the non- random survey and the ETC survey on slide #25. Chair Bedford noted that Commissioner Richards had commented that many people who need affordable housing have already had to leave the community, so they wouldn't have been sent a random survey. Slide #26 Number One Priority Selected Percentage of Respondents who Priorifized the Percentage of Respondents who Prlorlflnd the Fallowing as Following asthelrtop cholce for Increased Funding their top choice for Increased Funding (non-randomized): (ETC). M4 responses 696 responses 5•Lawenforcament•140 safety nitrarivas 9% S-P�hlie trerxperretien Alternetlues S-10% d•Eariyahfldhaod oduwtlon 9% 4•Eerie Childhood Education 6,30% 3•Law Entortam—t Lad Safety 3-{li mete eetren UCA Inl[la[Iws 9.304E 2-PuN1e Schml Op—d— 22.40% 2-Afferda We houslrg 34% 1-Puhl le school eperetle {teachers, aT9d 1-Affcr.JA4 Heueirt 7.5M eelaries} 0% 59L 1035 15% 2e% 25% 10% 0% 5% 10% 35% 20% 6) Source:2023 5latmta ally Valld Survey and 2023 Nom random Survey 25 Commissioner Fowler noted that on the randomized survey, people said they didn't think there was a housing issue, but they also said it was the number one priority for increased funding. Shannon Flowers said this kind of result can mean that the community wants something to be maintained. Commissioner Richards noted that people who are residents have found something affordable to live in, but they might recognize that there are people who would like to live here but can't. Charline Kirongozi said that it is a national topic of discussion. Commissioner Portie-Ascott said that when people begin to see unhoused persons in their communities, they become more aware of the need. Slide #27 Top Four Priorities Based on Overall Responses Social Pinpoint Survey • Increased housing choice and affordability • Alternative transportation methods • Manage growth and development • Passive recreation Statistically Valid Survey • Public schools (teachers, salaries) • Affordable housing • Behavioral health services • Public transportation bSource_2023 Soclai Pmpont Communliy Survey and 2023 Statlsticary Vaal Survey Commissioner Hamilton said she would want to know more about where the responses came from. She said it would bring context to the results. Shannon Flowers said they would provide that information. Travis Myren said county employees are service providers and may be more in tune with some of the issues in the community. He said that may have informed how they completed the survey. 26 Slide #28 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 5) Source,2023 Social Pinpoint Community Survey and Slakeholder Interviews Shannon Flowers noted that the last two items can be in opposition to each other. Commissioner Richards said that "Access to public water and sewer across the County" is an area the county decided not to do years ago. She wonders how much the public is aware of this history. Chair Bedford asked if the results in slide#28 could be shown by where respondents lived in the county. Charline Kirongozi said this information was captured in the social pinpoint survey, and that the information wasn't available geographically. Commissioner Hamilton said that access to water and sewer is also important from a public health perspective because of failing wells in the northern part of the county. She said we put water in for economic development, but not for public health reasons. Commissioner Greene said repairing failing septic systems is possible if you have enough land, but the cost is prohibitive. Commissioner Hamilton said some properties don't have the option to repair. Commissioner Richards said some properties are too small. Commissioner Greene said it's rare that they can't be fixed, but it takes money. Commissioner Fowler said when she lived in the county, they had a filter to improve the water quality. She asked if public water discussion was on the statistically valid survey. Travis Myren said it was not specifically on the survey. Chair Bedford said she worries that there is not enough potable water in general in the county. Bonnie Hammersley said if there are failing wells in the county, there are ways for the county to assist, but there are also barriers. She said the county can't pay for future water and sewer payments. She said the county can pay for installation and capital and provide a loan. 27 Slide #29 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 bean even better place to live five years from now? 70 60 50 40 30 20 10 0 1 2 3 4 5 b"N Source:2023 Social Pinpoint Community Survey Slide #30 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. 5) Slide28 Environmentali • strengthsWhat are the ofthe Community? Of Countythe • What are weaknesses that -r to r- considered? • County r• What opportunities does the County capitalizethat it can r For r For • operations, organizational challengesWhat r r now r for its future? What threats does the County government face to effectively serving communitythe r w an r Slide Existing SWOC Analysis: What should be added or removed? What are the strengths? Whale are the weaknesses? Presen+ation and protection of the County's natural Residents do not agree on the definition of spaces and resources suskainablegrovvth fVakural beauty and ou#door recreational experiences Lack of diverse businessesthroughout the Couniy ' Safe community,law crimerate Public#ranspartakian access far residents County government is willing to collaborate wikh Lack of diverse communitieswithinth�County public and private entities Cast of Living within the Caun#y(residents unable to Robust school system for oaun#y residents live in the County while working in the County) Food insecurikyamang residents Housing Affordability � Vvhat are the challenges? What are tkre oppartuniGes? Housing ava�lab�hty and affardabiliky;gentrification Renovation of alder buddrngs Lack of economic dirersity ' Encourage bilingualteaehersinpubliceducation Encourage mare diverse oammunikieswikhin Orange Limikationsta oammerc�aldevelopment County(specifically Chapel Hill area} Geographical location and remoteness of rural areas Sewer and waker access expansion across the I within the County County far all residents Limited transportation options Implemenkpubliokranspartationaccess{sidewalks, Faadlnsecuriky and biking trailsaccessibleforall} Inability to afford living in Orange County while Increase broadband access far rural residents +narking in Drange County Increase mailing n notifications to rural residents Aging population Improve public areas for children and fam�hes f3alancinggrawkh of builtenviranmen#and f presenratian afnatural environment • Support commuity and family-oriented businesses • Acoessibilikyforelilerly membersof the community High property taxes The C•, • discussed the fact that some • • • also be seen as a challenge or opportunity.an 29 Charline Kirongozi continued the presentation: Slide #33 Board Strategic Areas MIMI r � b Slide #34 Board Strategic Areas — cont. 30 Slide #35 Environmental Scan Discussion What stood out in the presentation? Did you learn anything nevi? Which themes are the most important in shaping your thinking about the future direction of Orange County? b Commissioner Greene said she was surprised that climate issues were not at the top of community priorities. She said she felt climate action should be a priority for the Board. Commissioner Fowler said many of the responses from the community have a climate impact, such as bicycle and pedestrian trails and affordable housing. Commissioner Portie-Ascott said she was surprised that the white population of the county was decreasing and the black population was staying the same. She was also surprised that the Latino population only increased by 1%. She said it doesn't feel like that in the schools. Chair Bedford noted that it might be related to in-county migration due to mobile home parks closing in the municipalities and populations moving to the rural areas. Commissioner Portie-Ascott said in the northern part of the county, it feels like the black population is decreasing. Commissioner Richards said it felt similar in Chapel Hill. Commissioner Fowler said the Latino population might be under-represented. Commissioner Hamilton said that when she went to apartments and condos while campaigning, she was surprised by the number of African Americans living in those developments. She said that as African Americans move to the county, they might not be living in traditional African American communities. Bonnie Hammersley said that the percentage of African American employees has increased by 20% from 2015 to 2023. She said the White employee population grew by 4%. She said 43% of employees live in the county. Travis Myren said that most of the students leaving the school systems for charter schools are white. 31 Review the Mission Statement Slide #36 Strategic Planning Session: Day 1 with Board Slide #37 Mission, Vision, Guiding Principles, and Strategic Priorities How are they con nectfc!6 Mission Vision What you do now Where you're going For whom What you want your mission to achieve for Your organizational your community purpose Guiding Principles Strategic How does the Priorities community carry out its mission what is the focus to Haw does it moue toward the vision interact with the Cornmunity 32 Slide #38 How Does It All Fit Together? StrategicMission Statement -. Strategic PriorityPriority * -- Priority 4 Goal Goal ._ ._ Statement Statement Statement Statement Guiding Slide #39 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 Se to help accomplish the community t vision. It answers the questions: ■ Why do we exist? What do we do? 33 Slide #40 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 }range County-Our Residents Come First If not,what needs to be changed? Depend an the energy,skills and dedication of all our employees and volunteers Treat all our Residents and all our Employees with fairness, IONrespect, and understanding conciseOutcome: A - - defines h ..- of the organization, F.J .F The Board discussed the language to include in a revised mission statement. The final draft mission statement is as follows: Orange County strives to be a leader in providing governmental services that are required by law and valued by our residents in an equitable, sustainable, and efficient way. Develop Vision Statement Slide #41 Review Vision Statement What is a Vision Statement? A vision statement defines your ' desired future state and provides ro directions for where you are going as an organization. It is aspirational and V IS ION answers the questions: ■ VVhat will Orange County look like 5— 10 years from now? 34 The Board wrote down ideas they had for a vision statement, which the consulting team will put together as a draft for the Board to review later. Slide #42 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? bA clear picture of the future the Board envisions for Orange oTheBoarda developed the followin vision statement ideas: ,,, � St �- s wrr ►� tas lei ����,�V/- �cc�ss � serv►c�J r0qar�Oss �ac�, fey,Inym, dads ^= PJI 5kys rNO 40 tOJAII 35 The Board took a 10-minute break at 11:04 am. Review/Develop the County's Core Values/Develop Guiding Principles Shannon Flowers continued the presentation: Slide #43 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 of work or the top management. They GUIDING are expectations for how the County will conduct its business, make principles decisions, and deliver programs and services to the community. b Slide #44 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 servicesand What principles accurately capture an exceptional quality of life. how Commissioners would like the ENGAGEMENTANDINCLUSION -Weencouragealvoicesbe heard and create accessible opportunities for everyone to County to carry out its mission and participate and contribute to Our community vision? SUSTAINAENLITY 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-Wefosterasafeand vibrant environment in which new ideas and perspectives combine with Our unique character to create a sense of place STEWARDSHIP ANDACCOUNTABILITY-Wepledge 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. 36 The Board discussed principles that they felt supported the draft mission statement, which the consulting team will put together as a draft for the Board to review later: FP l ci_,rIiAuf �lk�.V�� Carnrxn�,�ti,� ✓ 1�1�IUS►� — �Gdt Cj(C r�1r- �SUS}�Vld� 'mdk- Arm Itru k (�a,W�f/rll-�rC�fioV1 �Ill{cy�fi�i(r �'d��afi�h 0.c�i�crel►+� v �' �r�kn�4ava orl'olf d �►,ua,� Commissioner Richards said she wanted items that come before the Board for review and/or approval to be tied to the Strategic Plan. Travis Myren said that would happen when the Strategic Plan is finalized. 37 Identify Strategic Priorities Slide #45 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 The Board wrote down what they think are strategic priorities for the county to focus on. The Board took an hour break for lunch and resumed at 12:59 pm. Slide #46 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 r­ vision? 5 words maximum I ONE rDeA IDEA ! Pf-R •IDEA 2 ■ If we make gains in these areas,will we Use markers 5T(CKY ,3 achieve our vision? Write BIG! NOTE ; ■ If the answer is no,what should we focus on instead? • priorities hresources,and capacity toward achievng the . . M:; 38 The Board reviewed their notes from the strategic priorities exercise and the consulting team categorized them into common themes. The Board also discussed and named their strategic priorities as follows: • Housing For All • Healthy Community • Public Education • Multimodal Transportation • Environmental Stewardship • Vibrant Economy The Board agreed that quality of government including improving communication and engagement with residents, transparency, decreasing racial disparities across all outcomes, and ensuring a diverse workforce in all county departments, is a cross-cutting priority. Develop Strategic Goals The Board discussed what concepts should be included in the strategic goals to make progress toward each strategic priority they identified. The consulting team will take the Board's suggestions and draft strategic goals to be presented to department heads at their Strategic Planning Meeting the following day. The following images reflect the Board's suggestions: �YY+�q�✓c.a+'1� Sv�c57t1� (lwcrh, �.olr,�i em�Qf� {ice • Co[t al�r��w'1 {- Paf�v,-sh���w IY1v�vt4e {6� FarYcs Utl�can+a�� Fbt�.1a-h«-. • �lr'cr�9 I 7 39 fug aps Far- So�ia� S��y ►� PON0 4c, �iWQY 64M lVQ- ��rs { Tzk � A� denAespeiate5 . is T1rflDEt l� _ :, '... -. ALAI I� Sc hctDt opa mk' �s/��►4� Y f-Arty O Aho-d -e.P tYlVlaua,�,� 5��5 - 40 Vy"VAIMA — "� 5tis1-�,rg61e S�. ' SvS+ai r,ab I,h� ac of �`tns a�.vess U L� B 2CQ v co(,d�71'1 r �►1p 47—AIISl+ 40 aAr ear n wnx'"`C F4Q?I ■ 41 �l I h rack • DyVara�� �aJsrl�ats� �nc�lym S�a�l Ir."'I .4e Wes. dwe(-P-4} W t 4,\ W)Nc.c Camrltiwl f#f krx Su10Kfrgbk + Svr+atc 6J'r4%CEN �t u lj r— fn erty ° �3ra�ad�y ] � CCll�olbXzc� ���� Ke1 Reflection, Closure, and Next Steps Slide #49 Reflection and Closure Fnn Any addik" Now did ihls wt aetMM— Whm worked well maey2 Is wom�e 1ne toMrlduM to yow aa�Iy fo Whet a your proosss Tar lhsrs an'hlnp�W tduld .Om And GOWY her d do yd4r sApsClebpry oon c or have done d repay mhlp Isom it ddllabo��Iy as ro<monloamg as repatlnglone to 7M pl In 7M Mak`ft**KW6:0 fGr ds4Wapr�} P*"S an 1hs planT ,haueO and perionamnce �nmmimlonars m Serve the current cycle_mli rM1iA..R hssds 4T1ns:4vN1y7 b Commissioner Fowler said she thought all of the commissioners were in the same mindset. 42 Commissioner Richards said having materials ahead of time was helpful so that she could read through the packet and see the plan for the day. She also thought the pre-work staff did with the survey results data was very helpful in understanding where some of result were coming from. She said all of this made the day go smoother. Chair Bedford said she agrees with Commissioner Fowler and Commissioner Richards. She said she isn't surprised that the priorities mentioned in February and today are similar and are also aligned with the community. She said that she wants staff members who will be at the strategic planning session tomorrow to feel free to critique the Board's work because they are more directly involved. Commissioner Portie-Ascott said she agrees with what has been shared so far and appreciated the relaxed atmosphere of the day and that she felt comfortable asking questions. Commissioner Greene thanked staff and the consulting team for their preparation and work throughout the day to make the conversation successful. Commissioner Hamilton said she also agrees with what others said. She said having examples is very helpful and appreciated the team reminding them of definitions and objectives to keep the Board focused on the current topic. She said she thinks the day went well, and really appreciates when Board members have time to talk and ask questions of each other. She asked what the next steps are as far as when the Board will next have input. Slide #50 Next Steps Develop draft language for Mission, Vision, Core ValueslGuiding Principles, Strategic Priorities, and Goal Statements. Hold Strategic Planning Session 2 with County staff leadership to develop objectives and performanceloutcome measures. Develop Draft Strategic Plan for review and adoption by the Board. b Charline Kirongozi said the consulting team will meet with staff the following day to develop more specific topics and measures. She said they will then begin drafting the plan and will bring it back to the Board for review and adjustments at a similar work session before any adoption. She said there will also be a public comment period and opportunities to review the draft plan. She said the draft plan will be ready some time in October. Commissioner Portie-Ascott asked how the Board will be able to hear about ideas that staff has that may be different from the Board's. Charline Kirongozi said the consulting team will capture any reactions from staff and bring it to the Board before anything is changed. She said the Board will decide ultimately decide which direction to go. Bonnie Hammersley said the Board has decided the goals, so staff will discuss and come up with ideas for how to make progress toward the goals in everyday work. 43 Chair Bedford said she would like for the strategic plan and other county plans to work together. Charline Kirongozi said the consulting team will look at all of the county's plans to ensure there is no misalignment. Commissioner Fowler asked how government mandates that may not specifically align with a goal will be captured on an agenda. Charline Kirongozi said the strategic plan isn't meant to include all of the county's mission- critical activities and should focus on what needs improvement. Chair Bedford said after this process, the Board and staff can discuss the format of agenda abstracts. Commissioner Richards said she thinks almost anything the Board does could be tied to one of the identified priorities. Commissioner Greene said the intention of an abstract should make it clear what the purpose of the item is. Bonnie Hammersley said her goal is for the purpose section of the agenda abstract to be sufficient to explain the reason the Board is seeing an item. Charline Kirongozi thanked the Board for their input and guidance today and said they have provided a lot of material for the team to work with in drafting the strategic goals. Adjournment A motion was made by Commissioner Fowler, seconded by Commissioner Richards, to adjourn the meeting at 2:51 p.m. VOTE: UNANIMOUS Jamezetta Bedford, Chair Recorded by Laura Jensen, Clerk to the Board and Tara May, Deputy Clerk to the Board Submitted for approval by Laura Jensen, Clerk to the Board.