HomeMy WebLinkAboutAgenda 02-20-24; 6-a - Approval of a Countywide Strategic Plan for FY 2024-25 through FY 2028-29 1
ORANGE COUNTY
BOARD OF COMMISSIONERS
ACTION AGENDA ITEM ABSTRACT
Meeting Date: February 20, 2024
Action Agenda
Item No. 6-a
SUBJECT: Approval of a Countywide Strategic Plan for FY 2024-25 through FY 2028-29
DEPARTMENT: County Manager
ATTACHMENT(S): INFORMATION CONTACT:
Final Draft Strategic Plan Travis Myren, Deputy County Manager,
919-245-2308
PURPOSE: To approve a Countywide Strategic Plan for FY 2024-25 through FY 2028-29.
BACKGROUND: During the Board of Commissioners 2022 Retreat, the Board authorized staff
to solicit proposals from vendors to assist in the creation of a comprehensive, Countywide
Strategic Plan. In 2023, the Board approved a contract with Berry, Dunn, McNeil & Parker, LLC
to create a Countywide Strategic Plan. The planning process was intended to produce a plan
that prioritizes, focuses, and aligns County programs and services.
During the first half of 2023, the consulting team worked with staff and the Board of
Commissioners to conduct an environmental scan that included stakeholder interviews and focus
groups, an online engagement portal, Countywide community surveys, and visioning sessions.
The first draft was released for public comment in December 2023, and the Board of
Commissioners finalized the mission, vision, guiding principles, and strategic goals during its
retreat in January 2024. During this same time, department directors have worked together to
create an implementation plan and performance measures.
The Plan includes six specific strategic goals:
• Environmental Protection and Climate Action,
• Healthy Community,
• Housing for All,
• Multi-modal Transportation,
• Public Education/Learning Community, and
• Diverse and Vibrant Economy
Once the Plan is adopted, important documents such as the annual operating budget, Capital
Investment Plan, and agenda abstracts will be updated to assure alignment of resources with the
Countywide Strategic Plan.
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Progress will also be tracked regularly. Staff teams will evaluate and discuss progress on
achieving the Board's Strategic Goals monthly. Those teams will report quarterly on progress to
the County Manager's Office. Twice each year, the County Manager's Office will prepare an
update to the Board for each Strategic Goal including specific milestones and challenges. On an
annual basis, the County Manager's Office will prepare a year-end update detailing progress on
each Strategic Goal.
FINANCIAL IMPACT: The consulting service fee to create a Countywide Strategic Plan was
$105,303.
SOCIAL JUSTICE IMPACT: The following Orange County Social Justice Goals are applicable
to this item:
• GOAL: FOSTER A COMMUNITY CULTURE THAT REJECTS OPPRESSION AND
INEQUITY
The fair treatment and meaningful involvement of all people regardless of race or color;
religious or philosophical beliefs; sex, gender or sexual orientation; national origin or ethnic
background; age; military service; disability; and familial, residential or economic status.
• GOAL: ENSURE ECONOMIC SELF-SUFFICIENCY
The creation and preservation of infrastructure, policies, programs and funding necessary
for residents to provide shelter, food, clothing and medical care for themselves and their
dependents.
• GOAL: CREATE A SAFE COMMUNITY
The reduction of risks from vehicle/traffic accidents, childhood and senior injuries, gang
activity, substance abuse and domestic violence.
• GOAL: ESTABLISH SUSTAINABLE AND EQUITABLE LAND-USE AND
ENVIRONMENTAL POLICIES
The fair treatment and meaningful involvement of people of all races, cultures, incomes
and educational levels with respect to the development and enforcement of environmental
laws, regulations, policies, and decisions. Fair treatment means that no group of people
should bear a disproportionate share of the negative environmental consequences
resulting from industrial, governmental and commercial operations or policies.
• GOAL: ENABLE FULL CIVIC PARTICIPATION
Ensure that Orange County residents are able to engage government through voting and
volunteering by eliminating disparities in participation and barriers to participation.
ENVIRONMENTAL IMPACT: The following Orange County Environmental Responsibility Goal
impacts are applicable to this item:
• ENERGY EFFICIENCY AND WASTE REDUCTION
Initiate policies and programs that: 1) conserve energy; 2) reduce resource consumption; 3)
increase the use of recycled and renewable resources; and 4) minimize waste stream impacts
on the environment.
• CLEAN OR AVOIDED TRANSPORTATION
Implement programs that monitor and improve local and regional air quality by: 1) promoting
public transportation options; 2) decreasing dependence on single-occupancy vehicles, and 3)
otherwise minimizing the need for travel.
RECOMMENDATION(S): The Manager recommends that the Board discuss and adopt the
Countywide Strategic Plan for FY 2024-25 through FY 2028-29.
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ORANGE COUNTY
NORTH CAROLINA
STRATEGIC PLAN FY2025-2029
a q i TABLE OF CONTENTS
5.
�. Board of Commissioner's Message 3
Mission Vision Guiding Principles 4
Strategic Priorities 5
w: Environmental Protection and Climate Action
Healthy Community 6
Housing for All 7
Multi-modal Transportation 8
' Public Education/Learning Community Y 9
Diverse and Vibrant Economy 10
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` - Timeline 11
Public Engagement Summary 12
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What's Next? 14
. ; Acknowlegements 15
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Canopy 2,by Diane Cashion
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Board 1 Commissioner's Message
After months of engagement, community building and collaboration, we are pleased to present
Orange County's five-year Strategic Plan. This plan is an aspirational endeavor for the future of
the County—who we are, who we want to be, and how to get there. Its success depends on all
of us working together to implement the plan, report and evaluate our progress and make the
adjustments necessary to continue moving the County forward.
This strategic plan is an essential tool in laying out ways we can make the County stronger.
While we continue with our clear focus on delivering excellent service each day, this document
is a public declaration of our commitment to work to achieve the County's vision. Together,
we created a vision for the future of the County: We are a diverse, inclusive, and healthy county
working together to strengthen our community and enhance the quality of life for all residents.
Key to the formation of this Strategic Plan is the input and feedback we received from each
one of you. It is through your discussions, insights, and input, that this Strategic Plan was
developed. It was built and informed by your needs, your priorities, and your dreams.
These are your visions and priorities, and we look forward to putting them into action.
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Sally Greene Anna Richards Phyllis Portie-Ascott Jamezetta Bedford Amy Fowler Earl McKee Jean Hamilton
Vice Chair District 1 District 1 Chair District 1 At Large District 2 District 1
At Large
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• - 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 make proactive data supported decisions and advocate
to local, state and Federal governments in response to our
community's needs in away that best utilizes our resources.
• - 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 reject oppression and inequity by ensuring
fair and equitable treatment of all people.
Climate Action and Sustainability
We recognize that our environment is critical to our existence
and are deliberate in protecting, preserving, and sustaining
our natural resources for the continued good of all.
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PRIORITY 1 • d • - • . 4 0 •
• Objectives
1. Identify the priorities and resources necessary to implement
the Climate Action Plan.
• • " • 2. Invest in our infrastructure to reduce the environmental
• _ • impact of the County fleet/facilities and improve safety.
3. Improve educational opportunities for County staff and
• - • • - • • - - community members on climate action and available
resources to advance climate action projects.
4. Incentivize and promote sustainable agriculture and local
- • • food systems development through supportive policy,
funding, farmland protection and educational outreach.
• • • • 5. Review land use policies to promote and connect
Town, County, and private trails and open spaces.
6. Protect water supply/watersheds.
• • • • 7. Conserve and protect high priority open space, including
Natural Heritage sites, nature preserves, watershed riparian
buffers, and prime/threatened farmland.
8. Include environmental stewardship objectives in the
Comprehensive Land Use Plan.
Performance Measures
1. Implement 20%of Climate Action Plan strategies and
document strategy completion in Climate Action Tracker.
(16 strategies in five years).
2. Reduce the Energy Intensity(energy used in KBTU per
square foot)of County facilities by 10%, to 6.0 KBTUS.
3. 20%of County non- Emergency vehicles are EV.
4. Number of individuals participating in education and
outreach events— 1,500 within five years.
5. Percentage of employees trained in sustainable practices.
— 100%of new employees and 50%of current employees
within five years.
6. Increase the percentage of sustainable agriculture educational
X workshops offered by 50%(Baseline 10 workshops).
7. Add three connectivity points between Municipal, County and
other trail systems in five years. (Three connectivity points
currently exist)
8. Reduce nutrient loading in water supply watersheds by
investment in stormwater improvements and riparian
conservation by spending 100%of allocated capital funds
($175,000 annually).
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9. Place 300 acres of priority natural areas and wildlife habitat
1 in permanent protection over the next 5 years.
10.Board's approval of the Comprehensive Land Use Plan on
or before 12/25.
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PRIORITY 2 - . �
• Objectives
1. Improve harm reduction, prevention, and support services
_ _ for adults and children experiencing behavioral health issues,
• " • substance use disorder, and intellectual or developmental
• _ • • _ disability.
2. Expand access to quality, affordable healthcare services.
• • • • • (e.g., Medicaid expansion, crisis response, healthy living
campaign).
3. 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.).
• • 4. Reduce impacts and barriers for justice-involved children
and adults through deflection, diversion, therapeutic
interventions, and re-entry support, including housing.
5. Invest in, support, train, and retain our community safety,
health, and emergency services employees and direct care
workforce.
6. Provide sustainable, equitable, and high-quality community
safety and emergency services to meet the community's
evolving needs.
7. 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.)
Performance Measures
1. Implement Post Overdose Response Team (PORT) and
achieve and maintain a repeat overdose rate of under
10%annually.
2. Increase the Medicaid covered population by 20% between
the start of Medicaid expansion and the end of FY2024-25
(Baseline of 19,645).
3. Increase by 5%annually the number of individuals diverted
from criminal legal system involvement.
4. Maintain a turnover rate of 14%or less in community safety,
health, and emergency services employees.
5. Maintain a 60%adherence rate to a 9 minute or less
Emergent Response Time for events requiring critical
Paramedic level Intervention (Baseline of 47%).
6. Develop a baseline measure for the number of residents
engaged in County programs that support the arts, recreation,
and well-being including demographics when available.
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PRIORITY 3 Housing for All 9
GOAL STATEMENT Objectives
1. Allocate permanent funding sources to address new
Promote equitable and and existing housing needs.
2. Address need and any policy barriers to increase access
accessible housing and to emergency shelter beds and other low-barrier housing
address housing disparities
including eviction diversion.
3. Invest in permanent supportive housing.
through policies, 4. Prioritize and select County-owned land and/or facilities
as part of an overall plan of facilities to create crisis, bridge,
partnerships, and low barrier, affordable, and permanent housing.
collaboration to create 5. Review County ordinances, policies, agreements, and the
regulatory processes to streamline practices, and increase
a thriving community. opportunities and reduce barriers to construct housing.
6. Partner with public agencies to increase opportunities for
public employees to buy and rent homes where they work.
7. Expand resources and invest in housing designed for our
aging and disabled residents.
8. Preserve existing housing stock from disrepair and avoid
displacement.
9. Increase representation of people with lived experience
on housing related matters.
Performance Measures
1. Increase the number of affordable housing units by an average
of 5 annually.
2. Increase the amount of emergency shelter beds available
in the community by 25%by 2025 (Baseline 40 currently).
3. Number of successful completions in Bridge Housing Le.
(TBD)%of participants moving into stable/permanent housing
solution.
4. Start construction of affordable housing units on Greene Tract
by 2029.
5. Identify development nodes through the CLUP to better identify
Affordable Housing opportunities.
6. Initiate at least one partnership or collaboration that increases
the percentage of employees of Orange County Government
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that reside in Orange County.
7. Modify 35 units annually to allow for safe usage for senior and
disabled individuals(Baseline of 33 per year).
8. Preserve at least 30 units annually through the urgent repair
and housing rehabilitation programs. (Baseline of 25 per year).
9. Identify plan to reduce systematic barriers for attendees with
lived experiences to participate in county housing related
matters by 2026.
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PRIORITY 4 • d I • •
• Objectives
1. Identify priorities and resources necessary to implement
the Orange County Transit Plan.
2. Increase community awareness of all modes of transportation
• • • ' • including transit, bike and pedestrian, vehicle, and all other
modes.
_ _ 3. Support road projects that address congestion and reduce
• • • • • commute time using the County's Complete Streets policy.
• • - •• - • 4. 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.
5. Invest in implementing the County's Safe Routes to
Schools plan.
6. Update transportation related plans to provide more
multi-modal options including rural Orange County.
Performance Measures
1. Install a minimum of three bus stops or rural transit hubs in
each year of the County Transit Plan.
2. Participate in at least four outreach events per year, including
one targeted to the Spanish speaking community, to educate
the public on all available modes of transportation.
3. 3-5% percent annual increase in the residents who are
satisfied with biking, walking, and bus travel using annual
community survey as a baseline.
4. Present 2024 Orange County Safe Routes to School Action
Plan to BOCC by December 2024.
5. Present 2024 Orange County Transportation Multi-Modal Plan
to BOCC by December 2024.
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PRIORITY 5 Public Education/ Learning Community"
GOAL STATEMENT Objectives
1. Foster collaborative relationships with formal and informal
Enhance and maintain educational organizations and agencies to provide opportunities
for community members to meet, connect, and learn together.
quality school operations 2. Improve school readiness and educational outcomes by
providing access, training, tools, technology, and other
and infrastructure resources needed to thrive.
and cultivate 3. Provide support for workforce development through training,
tools, technology, and other resources.
lifelong learning.
4. Improve learning environments by investing in facilities over
a 10-year period that address repair, renovation, and
educational adequacy needs.
5. Invest in and implement a plan that supports schools
operational and facility funding needs.
6. Implement the recommendations of the Schools Safety
Task Force.
7. Invest in and expand equitable behavioral health services
for children and adolescents.
8. Invest in and expand equitable behavioral health services
for teachers and staff.
Performance Measures
1. Develop a communication plan by June 30, 2024 to inform
the community of learning opportunities in County operated
programs.
2. Number of 3-4-year-olds from low-income households that
are newly enrolled in high quality pre-K programs as measured
by the star system.
3. Offer quarterly workshops at community touchpoints on digital
literacy topics.
4. Prepare a general obligation bond referendum for the
November 2024 ballot.
5. %of approved maintenance funding expended.
6. Annual meeting of the School Safety Task Force or other group
OUR be convened by the BOCC to review policies that address
""° safety in the school districts and provide education on laws
addressing school disruptions.
7. Number of children admitted to the emergency department
for behavioral health crises.
� .� 8. Partner with Alliance Health to offer behavioral health
resource fairs.
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• Objectives
1. Provide family-oriented and inclusive programming or other
cultural events for residents and visitors.
2. Review and revise County policies and regulations to support
• - business investment in Orange County.
3. Streamline and digitize business processes to facilitate
efficient interactions between employers and County
• - • • departments.
4. Provide resources to small, creative, and agro-businesses
• • off * that add character and quality of life to our community to
attract employers, employees, and visitors.
5. Increase access to and awareness of resources and
assistance available to residents and businesses.
6. Enhance the recruitment process to broaden applicant pools
for County positions so the workforce becomes more diverse.
7. Provide workforce and business development resources to
enhance the skills of our workforce.
Performance Measures
1. Establish a baseline of tourism resources allocated toward
community partners producing diverse,family friendly cultural
events, and evaluate the success of this investment using the
Visitors Bureau economic impact calculator.
2. Create a workgroup to collect data from, identify and evaluate
policies and regulations to support business investment by
December 31, 2024.
3. Create an inventory of business resources available to existing
and emerging businesses across County government to identify
gaps and redundancies by the end of 2024.
4. Increase retail sales tax remittance by a minimum of 4%annually.
5. Increase the non-residential portion of the tax base by 2%over
the next five years.
6. 5%increase of Orange County Agricultural and Business
Economic Development Grant awards($15,750 in FY2024-25).
7. 5%increase of Orange County Agricultural and Business
Economic Development Grant awards(local funds)and/or
recipients in support of business creation, innovation, and
expansion over the next five years.
8. Increase the diversity of the candidate pool for all recruitments to,
at a minimum, reflect the demographics of the County.
9. Create an inventory of workforce development resources available
across County government to identify gaps and redundancies by
` the end of 2024.
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Timeline
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January 2023 February 2023 March -
Project Kickoff Board of County May 2023
and Stakeholder Commissioners Stakeholder
Identification Strategic Planning Interviews and
Orientation Focus Groups
June June - September-
2023 August 2023 November 2023
Community Countywide Draft Plan
Visioning Community Survey Development
December 2023 February
- January 2024 2024
Community Review Plan Adoption
of Draft Plan
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I Community Forums Community
0000 "W
/60 0 Engagement Site
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40
Focus Group Participants 5 = r
Total Visits
3114
Meeting-in-a-box Survey Responses
49
Ideas
Participants Community Pop-up Event
Employee Survey Community Survey Community Survey
(statistically valid) (non-random)
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Responses Responses Responses
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Demographics
Orange County Population
I'* '* 1347010 1487911 1617272
if 2010 2020 2030
$797205 $3397900
Median Household Income* Median Household Value
IWO!! a
12 . 2%
High School Graduate Residents Below
or Higher Poverty Level
Source: 2022 Population Estimates, US Census Bureau In 2021 dollars
Race and Ethnicity
68m8%
White or Caucasian Black or African Hispanic
(Non-hispanic) American
Asian or Two or More
Asian Indian Races
Source: North Carolina Office of State Budget&Management, State Demographer
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What's Next?
Putting the Plan16
Keeping _
ss
Into Action
How
- - let you know!
Now that the strategic plan
MONTHLY
is adopted, the implementation ■
D LJ County staff will evaluate discuss
phase commences. ■ ' ■ P progress on Strat-• goals.
This involves translating the
outlined strategies into actional QUARTERLY
steps, assigning responsibilities, ■ ■ ■ County leadership will provide[3 (3 E3 County Manager's Office with progress
establishing timelines. ■ ■ ■ updates each _• goal.
Regular monitoring and evaluation
TWICE A YEAR
mechanisms will be put in place
to assess progress and make ■ ■ ■ County Manager'sOfficeprepare
adjustments as needed. ■ ' ■ update to - -
ach Strategic Plan■ ■ ■ challenges.
Feedback loops will also be (6)
ANNUALLY
The County Manager's Office will prepare
established to help ensure
continuous improvement and
alignment with the County's ■ ■ ■ - • update detailing • •• -
ch Strategic
overarching goals. r
n goal. Report to
■ ■ ■ be presented • Board� and _• for public
Successful execution of the
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strategic plan will require
adaptability, clear communication,
and a commitment to achieving
the defined objectives.
Stay involved and curious
about the process to learn more
about our progress on the plan.
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This strategic plan is the result of the combined efforts of our County's
residents, elected officials, employees, and community stakeholders.
Orange County would like to thank everyone who provided
their knowledge and insights throughout the process and who
dedicated their time to making this Strategic Plan come to life.
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ORANGE COUNTY
i
• PF•'
NORTH CAROLINA
STRATEGIC PLAN FY2025-2029