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HomeMy WebLinkAboutBoard Retreat Agenda Attachments 1 �s. .'y y s[ � '•. - 4R• III h 10 yq' — yLk�� _ { � S ¢ i� r For a•. w � �- 3, • { � Y# "�,�W`^fir � 4•� ... •�y�t1,� jFv —d v � k. Orange County Strategic Plan Board of Commissioners Work Session January 19, 2024 BerryDunn ORANGE COUNTY NORTH CAROLINA 2 Mission What you do now For whom How you do it u Guiding Principles Vision How does the community Where you're going carry out its mission? _ What you want your How does it interact with mission to achieve the community? for your community Strategic Priorities What is the focus to move b") toward the vision? Al How Does It All • • - Statement Mission Statement Strategic Strategic Strategic Strategic Priority 1 Priority 2 Priority 3 Priority 4 WHAT Goal Goal Goal Goal Statement Statement Statement Statement Objective Objective Objective Objective Objective Objective Objective Objective Objective Objective Objective Objective 1 2 3 1 2 3 1 2 3 1 2 3 HOW Measure Measure Measure Measure Measure Measure Measure Measure Measure Measure Measure Measure Guiding Principles 3 4 Mission Statement, Vision Statement, and Guiding Principles The mission statement describes an organization's purpose or reason for existing. It is the public statement of the contribution it promises to make to Guiding principles are the precepts that help accomplish the community vision. It answers guide an organization throughout its life in the questions: Why do we exist? What do we do? all circumstances, irrespective of changes in its goals, strategies, type of work or the top management. They are expectations A vision statement defines your desired future state for how the County will conduct its and provides direction for where Lauderhill is going business, make decisions, and deliver as a community. It answers the question: What will programs and services to the community. Orange County look and feel like 5 years from now? 20 years from now? 5 Mission Statement and Vision Statement Mission Statement Vision Statement Orange County is a visionary leader in We are a diverse, inclusive, and healthy county providing governmental services valued by working together to strengthen our community our community, including those required by and enhance the quality of life for all residents. law, in an equitable, sustainable, innovative, and efficient way. 6 Mission Statement: Feedback The Mission Statement answers the question, "What .. we .. • 62% of respondents somewhat agree • 31% of respondents extremely agree *67 responses* County.The Mission Statement is actionable and could guide future objectives for the Orange County is a • 54% of respondents somewhat agree *64 responses* visionary leader in • 31% of respondents extremely agree providing MissionThe • needs ••- governmental services • 52% of respondents somewhat agree *64 responses* valued by our • 19% of respondents extremely agree community, including wouldWhat specific changes those required by more actionable, ' answer - question, " we " law, in an equitable, • Remove "visionary" (12 comments)and change "to Orange County provides government services" • Add "committed to being" after"Orange County is" *64 responses* sustainable, • The statement is not specific and is vague innovative, and • Remove "providing governmental services valued by our community" efficient way. • "Add "seeks to be" before "a visionary leader" • Remove "those required by law" (15 comments)or update to "beyond those required by law" Overall, .. agree OrangeF- explains what b) 7 Vision Statement: Feedback The Vision Statement answers the question, "What do we want to . in the future?" - *65 responses* •41%of respondents somewhat agree •48%of respondents extremely agree The Vision Statement is inspiring, ambitious, and will help the County reach its full potential? We area •44%of respondents somewhat agree *65 responses* -45%of respondents extremely agree diverse, inclusive, and The Vision Statement needs updating. healthy county -36%of respondents somewhat agree *63 responses* Working •20%of respondents extremely agree What specific changes would you make to the Vision Statement to make it more inspiring, together to ambitious, • answer the • - - •• we want to be strengthen our -Remove healthy(14 comments)—"It doesn't make sense to suggest the county(population?) Is diverse and inclusive, yet at community the same time all in good health." -Improve to show what the County is working towards and enhance -Needs to be more aspirational the quality of -"Is this about one community or multiple?"and "what is"county"?The people of or the people working for? Needs clarity" q y „respondents life for all Orange County reach its full potential, but needs further revision. residents. b, 8 Guiding Principles Communication and Awareness — We provide information and opportunities for engagement in a transparent manner so that all in our community have knowledge, understanding, and a voice. Inclusivity and Engagement — We foster an environment in which all are welcomed, represented, and empowered to participate in and feel connected to their community. Dedication and Respect — We commit to our roles in public service and organizational excellence by fostering the skills, talents, and innovation of our residents, employees, volunteers, and boards needed to carry out this work. • • ' Stewardship and Advocacy — We are driven to excellence and foster opportunities to innovate and make proactive, data-supported decisions that respond to our community's diverse needs. Partnership and Collaboration — We build meaningful relationships and connections that allow us to create holistic and integrated systems of support for all. Social Justice — We respect all people and strive to be equitable in all that we do. Climate Action and Sustainability — We recognize that our environment is fundamental to our being and are deliberate in protecting, preserving, and sustaining our natural resources for the continued good of all. b 9 Guiding Principles: Feedback • Most Frequently Cited Top 3 Guiding Principles Orange County should include in its Strategic Plan: • Climate Action and Sustainability • Partnership and Collaboration • Inclusivity and Engagement • The top Guiding Principles the County should reconsider are: • Dedication and Respect • Social Justice • Stewardship and Advocacy *62 responses to Top 3 and 32 Reponses to Reconsider* 10 Strategic Priorities Environmental Protection and Climate Action: Promote sustainability and resiliency across the County and collaborate with our partners to activate our community, protect and preserve our natural resources, and reduce greenhouse gas emissions. Healthy Community: Increase equitable access to care and social safety net programming to promote the physical, social, and mental well-being of our community. Housing for All: Promote equitable and accessible housing and address housing disparities through policies, partnerships, and collaboration to create a thriving community. Multi-modal Transportation: Collaborate with our regional partners to expand, integrate/connect, and provide accessible public transportation options. ( ° Public Education/ Learning Community: Enhance and maintain quality school operations and infrastructure and cultivate lifelong learning. Diverse and Vibrant Economy: Foster an environment that attracts and retains sustainable and diverse businesses and visitors, employment opportunities, and diversifies our tax base. 11 Environmental Protection and Climate Action: Objectives Identify the priorities and resources necessary to implement the Climate Action Plan. Invest in our infrastructure to reduce the environmental impact of the County fleet and improve safety. Improve educational opportunities for County staff and community members on climate action and available resources to advance climate action projects. Incentivize and promote sustainable agriculture and local food systems development through supportive policy, funding, farmland protection and educational outreach. Review land use policies to promote and connect Town, County, and private trails and open spaces. Protect water supply/watersheds. Conserve and protect high priority open space, including Natural Heritage sites, nature preserves, watershed riparian buffers, and prime/threatened farmland. Include environmental stewardship objectives in the Comprehensive Land Use Plan. 12 Environmental Protection and Climate Action: Feedback Pay more attention to the land, waterways and animals that are essential for human life. Add wildlife corridors as an example of open space that needs to be conserved and protected. Denser housing and increased public transportation. Emphasize water quality and wildlife corridors. Focus on environmental stewardship. Assist smaller agricultural enterprises. 13 Healthy Community: Objectives Improve harm reduction, prevention, and support services for adults and children experiencing behavioral health issues and intellectual or developmental disability. Expand access to quality, affordable healthcare services. (e.g., Medicaid expansion, crisis response, healthy living campaign). Provide social safety net programming and the resources needed for our most vulnerable community members (e.g., veterans, unhoused people, foster children, older adults etc.). Reduce impacts and barriers for justice-involved children and adults through deflection, diversion, therapeutic interventions, and re-entry support, including housing. Invest in, support, train, and retain our community safety, health, and emergency services employees and direct care workforce. Provide sustainable, equitable, and high-quality community safety and emergency services to meet the community's evolving needs. Invest in services and programs that improve the health and quality of life of the community (e.g., recreation and public open spaces, arts, etc.) 14 Healthy Community: Feedback More focus on accessible spaces. Act in the areas of education, housing, and healthcare. Extend bike lanes. More affordable housing. Training space for EMS. Explore freedom to roam legislation. Improve the life expectancy by 8 years in the next 5 years is not achievable. Objectives should focus on public health and preventive health services. Decreasing poverty rate does not belong here. Suggest measures that include delivery of health services: coverage indicators like % of elders receiving indicated vaccinations, or % of diabetics achieving glucose control. Include overdoes prevention efforts that already exists. 15 Housing for All : Objectives Locate permanent funding sources to address new and existing housing needs. Address need and any policy barriers to increase access to emergency shelter beds and other low-barrier housing including eviction diversion. Invest in permanent supporting housing. Prioritize and select County-owned land and/or facilities as part of an overall plan of facilities to create crisis, bridge, low barrier, affordable, and permanent housing. Review County ordinances, policies, agreements, and the regulatory processes to increase opportunities and reduce barriers to construct housing. Partner with public agencies to increase opportunities for public employees to buy and rent homes where they work. Expand resources and invest in housing designed for our aging and disabled residents. Preserve existing housing stock from disrepair and avoid displacement. Increase representation of people with lived experience on housing related matters. 16 Housing for All : Feedback Take advantage of inter-urban locations for lower cost housing. Clarify who is providing the subsidies for subsidized housing. More starter home options in the cities. Lack of affordable housing for those with moderate incomes. The review of the building process measure needs to be narrowed and clarified to ensure that it does not simply mean to streamline the process. 17 Multi-modal Transportation: Objectives Identify priorities and resources necessary to implement the Orange County Transit Plan. Increase community awareness of all modes of transportation including transit, bike and pedestrian, vehicle, and all other modes. Support road projects that address congestion and reduce commute time using the County's Complete Streets policy. Coordinate transit investments with municipal and county land use planning to reduce vehicle miles travelled and to provide more equitable access to shopping, employment, medical centers, college campuses, etc. Invest in implementing the County's Safe Routes to Schools plan. Update transportation related plans to provide more multi-modal options in rural Orange County. 18 Multi-modal Transportation: Feedback Make sure to include the expansion of safe and well-designed roadways. Consider adding a light rails system. Increased bus system in Hillsborough. More sidewalks and bike lanes. Less car dependability. 19 Public Education/ Learning Community: Objectives �oo Foster collaborative relationships with formal and informal educational organizations and agencies to provide opportunities for community members to meet, connect, and learn together. Improve school readiness and educational outcomes by providing access, training, tools, technology, and other resources needed to thrive. Provide support for workforce development through training, tools, technology, and other resources. Improve learning environments by investing in facilities over a 10-year period that addresses repair, renovation, and educational adequacy needs. Invest in and implement a plan that supports schools operational and facility funding needs. Implement the recommendations of the Schools Safety Task Force. Invest in and expand equitable behavioral health services for children and adolescents. Invest in and expand equitable behavioral health services for teachers and staff. 20 Public Education/ Learning Community: Objectives �000 Add more education on local history, geology, geography, and politics. Increasing access to free library services. Increase community access to adult literacy classes and English as a Second Language classes. 21 Diverse and Vibrant Economy: Objectives Provide family-oriented and inclusive programming or other cultural events for residents and visitors. Review and revise County policies and regulations to support business investment in Orange County. Streamline and digitize business processes to facilitate efficient interactions between employers and County departments. Provide resources to small, creative, and agro-businesses that add character and quality of life to our community to attract employers, employees, and visitors. Increase access to and awareness of resources and assistance available to residents and businesses. Enhance the recruitment process to broaden applicant pools for County positions so the workforce becomes more diverse. Provide workforce and business development resources to enhance the skills of our workforce. 22 Diverse and Vibrant Economy: Feedback Focus on adding to the tax base — include UNC-Chapel Hill and UNC health facilities in taxes. Include ways for people to maximize their earning power and upward mobility. More spaces to attend performances. 23 Next Steps Irip Complete the final plan. 0 Final adoption in February 2024. In alignment with the County's budgeting process, BerryDunn will develop -9 In tools to assist withperformancemonitoring, reporting, and implementation. 24 ORANGE COUNTY NORTH CAROLINA School and County Capital Planning and Financing Scenarios Board of Commissioners Retreat January 19, 2024 25 .2075 SR1 Renovate Link Building € movate the winds of CWar Grove C'ornmunity[enter Building for Storage and lun-tergen County Facilities SR2 'cy storage nmis for Human Services 4,326,000 Deconstruct Old Jail Building Move Sheriff Evidence Storage to Cedar Graves.Build a 2026 SR3 surface parking Ont $2,625,534 Plan Ito Deconstruct Court Street Annex-Move Adult Probation&Juvenile Justice into Link Build $551254 L7 5R4 ing. Build a surface parkinI g lot , � 2t?27 SR5 Dpeonstrurt Distriet Attnmey Building-Move Nstricl Attorney into Link Building.Build a10. $324,531 I surface par-king lot SRb Build EMS facility Building at Motor Pool Site.,Move Erncrgcncy Scrvioc out of Emergency $26,559,570 • Fifteen (15) year plan o Service Building 2028 5R7 Convert original Emergency Services Building for AMS&County-wide Stotage Facility $5.518.2137 • Costs estimated for the SR8 Move paper Storage out of Old EAC Building into Cedar Grove 0 first ten years �°��' SR9 Build Central Recreation at Motor Pool Site or Fairview Park $17,346.2151 • Option A - $130 million SR10 Build Trans€aoriariori Building Addition to Motor pmol€tuilding- $4,266,299 200 • Option B - $137 million MR1 Develop FAC Property tot Affordable Housing 0 MR2 Deconstruct Central Fer_reation at Whitten 8 create open space&Staff Amenity Space 5996,197 • First five years (Short 2031 MR3 Build Addition to Southern Health Building in Chapel I-lilt $16,086,726 Range) - $70 million CMR4 Deconstruct Transportation Building-Move into Motorpool Building Audition. $122,987 zD � 2032 MR5 Build Shetiff office at Motor Pool Site.Move Sheriff out of Justice Center to Motorpool Site $22,556,272 Renovate ground floor of existing Justioe Gen[er. Move Clerk of Courts to old Sheriff Office MR6 Space $2,740,762 2033 MRT Deconstfuct portion of surface ptaiking lot at old Jail site,Build a parking garage $14,[331,155 MRS Move CJRD out of Justice Center ground floor into Link Building.Renovate old CJRD $728,018 Space for District Court Support Space 20,34-- 2 MR9 Renovate 3 District Courtrooms in JusriGC Center $1,900,155 (1 courtroom on the 2nd floor,2 courtrooms on the 1st floor) 26 School Long Range Optimization Plan OPTIONS RETURN ON INVESTMENT COST PER YEAR X TIMELINE = TOTAL INVESTMENT COMFORTABLE © &SAFE Addresses No changes No changes No additional _$44 million -$219 million 20% to classroom to student or renovated 5 years of facility needs spaces capacity schools COMFORTABLE &SAFE, 0 (5 PLUS 10-YEAR Addresses No changes No changes No additional FACILITY NEEDS ALL to classroom to student or renovated 10 years facility needs spaces capacity schools COMFORTABLE .� [PDA&SAFE, 1 A�� PLUS UPGRADED 2 Upgraded 4 -$54millionyears $541.2 million 1Q LEARNING TOOLS Renovations learning tools, Replacement New no space changes schools school COMFORTABLE 030 &SAFE, V PLUS NEW 12 Upgraded 7 2 $67 million " learning tools Renovations Replacement Nem, 15 years CONSTRUCTION and right-size schools classroom spaces schools (New MS replacing capacity from Mcaougle ESJMS) 27 Comparingthe Scenarios Scenario NewCounty • • One Tax Peak Debt Minimum 10 Title Funding Funding Rate Impact RatioRevenue Al $75 million $130 million 4.00 cents 17.4% 60.4% A2 $130 million $130 million 4.57 cents 18.0% 59.9% C1 $130 million $400 million 7.89 cents 22.0% 57.0% C2 $130 million $300 million bond00pay-go8.66 cents 19.4% 58.1 % $ million D $130 million $630 million 11 .22 cents 26.6% 55.0% Middle $75 million $200 million bond 5.49 cents I 17.2 /° $50 million pay-go ° 60.3% ORANGE COUNTY 4 I'g0R71U1-1 CAROLINA 28 Comparingthe Scenarios Scenario New County . . One Time Tax Peak Debt Minimum 10 Title Funding Funding Rate Impact RatioRevenue H $75 million $300 million bond 8.06 cents 18.55% 59.0% $100 million pay-go $130 million B Push $17.9 million $300 million bond 8.47 cents 19.18% 58.2% in existing projects $100 million pay-go outside of the ten year plan ORANGE COUNTY 5 I'40R71UH CAROLINA 29 Existing CIP Project Reductions Proposed Existing CIP Project Reductions Project Year Budget Cedar Grove Park, Phase II FY2029-FY30-31 $1,045,575 Covered Outdoor Fitness — Seymour FY2024-25 $200,000 Center Fairview Park Improvements FY2030-31-FY2031-32 $1,959,683 Millhouse Road Park FY2027-28-FY2028-29 $8,076,300 Mountains to Sea Trail FY2028-29 $693,000 Soccer.com Phase II FY2025-26-FY2026-27 $5,879,060 TOTAL $17,853,618 ORANGE COUNTY 6 1,40R71UH CAROLINA 30 New Scenarios Scenario New County . . One Time Tax Peak Debt Minimum 10 Title Funding Funding Rate Impact RatioRevenue $75 million H+B Push $17.9 million $300 million bond TBD cents TBD% TBD% in existing projects $100 million pay-go outside of the ten year_plan _ F $75 million $250 million bond TBD cents TBD% TBD% $100 million pay-go ORANGE COUNTY 7 I'40R71UH CAROLINA 31 Tax Impact on $500 , 000 Home Scenario Title One Time Tax Rate Impact Impact on a $500,000 home in cents Al 4.00 $ 200.00 A2 4.57 $ 228.50 C1 7.89 $ 394.50 C2 8.66 $ 433.00 D 11 .22 $ 561 .00 Middle 5.49 $ 274.50 H 8.06 $ 403.00 B 8.47 $ 423.50 H+B F ORANGE COUNTY 8 Pg0RT1[-1 CAROLINA 32 Proposed Timeline Proposed 1 • Planning and Bond Referendum Schedule 1. Review schedule of approvals for a bond referendum and review November 91h Work Session the County Facilities Master Plan 2. Review School Facilities Long Range Optimization Plan - Woolpert December 4th Business Meeting Review Financing Scenarios December 12th Business Meeting 4. Approve a tentative plan for Bond Referendum January 16th Business Meeting January 19th Retreat 5. Staff meets with Local Government Commission on tentative January/February 2024 Bond plan 6. School Boards adopt a resolution supporting the referendum February 2024 7. Review potential adjustments to the bond referendum plan, if March 7 Business Meeting needed. March 12 Work Session March 19 Business Meeting ORANGE COUNTY 9 I'40RTH CAROLINA 33 Proposed Timeline Proposed 1 . . Planning and Bond Referendum Schedule 8. BOCC adopts preliminary resolution establishing the bond purpose(s) and sets a not to exceed bond amount(s). Neither the purpose nor the not to exceed amount may change April 2nd BOCC Business Meeting following this action. 9. BOCC appoints a bond education committee and appropriates funds for outreach April 16th BOCC Business Meeting 10. Staff publishes a notice of intent to file an application for a general obligation bond referendum By May 1 11. Staff files bond application with the Local Government Commission By May 10 12. BOCC introduces bond order and schedules a public hearing May 7t" BOCC Business Meeting 13. BOCC holds public hearing on bond referendum May 21St BOCC Business Meeting 14. BOCC adopts the bond order, formally set the ballot question and referendum date June 41" BOCC Business Meeting 15. Community vote on bond referendum November 5, 2024 ORANGE COUNTY 10 I'40RTI-I CAROLINA