HomeMy WebLinkAboutAgenda - 04-08-2025; 2 - Discussion on Strategic Plan with Revised Objectives and Draft Performance Measures 1
ORANGE COUNTY
BOARD OF COMMISSIONERS
ACTION AGENDA ITEM ABSTRACT
Meeting Date: April 8, 2025
Action Agenda
Item No. 2
SUBJECT: Discussion on Strategic Plan with Revised Objectives and Draft Performance
Measures
DEPARTMENT: County Manager
ATTACHMENT(S): INFORMATION CONTACT:
A. Strategic Plan with Revised Travis Myren, 919-245-2308
Objectives and Draft Performance Kelly Guadalupe, 919-245-2156
Measures
B. Table of Performance Measures
C. PowerPoint Presentation
PURPOSE: To discuss the Countywide Strategic plan revised objectives and draft performance
measures.
BACKGROUND: At its Business meeting on February 20, 2024, the Board of Commissioners
approved a Countywide Strategic Plan for FY 2024-25 through FY 2028-29. The Plan includes a
mission, vision, guiding principles, six (6) Strategic Goals and objectives associated with each
goal. A Board of County Commissioners' Performance Measure Working Group was formed and
met in Spring 2024 to continue to develop the performance measures for each of the six strategic
goals.
In Fall 2024 staff met in cross-departmental teams around the six (6) Strategic Goals to finalize
the performance measures and discuss recommended revisions to the Strategic Plan objectives.
The revisions to the objectives and draft performance measures were then reviewed for a final
time by the Board of County Commissioners' Performance Measure Working Group.
These performance measures will allow effective tracking of progress toward the Strategic Goals
and ensure the Plan is achieving its intended outcomes by providing concrete data on how the
County is performing against set objectives. The measures will be tracked quarterly. Twice each
year, the County Manager's Office will prepare an update to the Board for each Strategic Goal
including specific milestones and challenges.
FINANCIAL IMPACT: There is no financial impact associated with this item.
ALIGNMENT WITH STRATEGIC PLAN: This item supports all of the goals of the Strategic Plan.
RECOMMENDATION(S): The Manager recommends that the Board discuss the revised
objectives and performance measures for the Countywide Strategic Plan for FY 2024-25 through
FY 2028-29 in preparation for final approval of the revised objectives and draft performance
measures at either the April 15, 2025, Business meeting or a subsequent Business meeting.
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STRATEGIC PLAN FY2025-2029
Table of Contents
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Board 1 Commissioner's Message
After months of engagement, community vision. Together, we created a vision for the
building and collaboration, we are pleased to future of the County: We are a diverse, inclu-
present Orange County's five-year Strategic sive, and healthy county working together to
Plan. This plan is an aspirational endeavor for strengthen our community and enhance the
the future of the County—who we are, who quality of life for all residents.
we want to be, and how to get there. Its suc-
cess depends on all of us working together to Key to the formation of this Strategic Plan
implement the plan, report and evaluate our is the input and feedback we received from
each
progress and make the adjustments neces-
sary to continue moving the County forward. one of you. It is through your discussions, in-
sights, and input, that this Strategic Plan was
This strategic plan is an essential tool in developed. It was built and informed by your
laying out ways we can make the County needs, your priorities, and your dreams.
stronger. While we continue with our clear fo- These are your visions and priorities, and we
cus on delivering excellent service each day, look forward to putting them into action.
this document is a public declaration of our
commitment to work to achieve the County's
Phyllis
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. , , , , Fowler
LargeDistrict 2 At District I At •-
Earl McKee Jamezetta Bedford •
District 2 Chair District I Vice Chair District 1
3
5
• - 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 Advocacu
• - . • 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.
PRIORITY 1 '
fey°l nl�:4�s rwr 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 50%(35)of Climate Action Plan Strategies by June
30, 2029, and document strategy status in Climate Action
- . Tracker.
S.k 2. Reduce the energy intensity(energy used in KBTU, or one-
"` thousand British thermal units, per building square foot)of
county facilities by 10%to 78.5 KBTUs per square foot by
June 30, 2029.
3. Increase the annual solar energy generated at County facilities
by 167% by June 30, 2029.
4. Replace 75%of County non-first responder vehicles(7-8
vehicles)each year with electric or other alternative fuel
IT' rar vehicles(biodiesel, ethanol, hydrogen, etc.).
5. Increase rating in the bi-annual community survey on the
following two questions by one percentage point every 2
years: How would you rate the County:
A. As a community committed to green &sustainable
practices
B. As a place that prioritizes environmental protection
6. Establish baseline and increase the number of sustainable
farming practices farmers implement after participating in
sustainable farming programs, outreach, or education each
year.
7. Permanently protect 300 additional acres of farmland, priority
natural areas, riparian buffer lands, floodplains, and wildlife
habitat over the next 5 years.
5
PRIORITY 2
• Objectives
1. Improve harm reduction, prevention, and therapeutic
interventions 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.,
- • • • • • Crisis Diversion facility, Medicaid expansion, crisis response,
behavioral health).
• • • • - 3. Provide protective services for our most vulnerable community
members with practices and resources that support reducing
• - - • - risk factors, ensuring safety, and achieving permanency.
• - • • 4. Support the basic needs and financial security of low-income
families through a robust safety net of economic supports that
• • help build long-term financial security.
5. Provide deflection, diversion, therapeutic interventions,
and re-entry support, including housing for justice-involved
children and adults.
6. Invest in, support, train, and retain our community safety,
health, and emergency services employees and direct care
workforce.
7. Provide sustainable, equitable, and high-quality community
safety and emergency services to meet the community's
evolving needs.
8. 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 / 1. Implement Post Overdose Response Team (PORT):
A. PORT contacts 90%of patients referred within 24 hours.
+R B. PORT establishes and maintains an 80%induction to
10
transfer of care and completion of medication assisted
treatment for opioid use disorders.
2. Increase enrollment of Medicaid eligible residents by 1%(200
individuals)annually through Fiscal Year 2028-29.
3. Increase by 2%annually the number of individuals deflected or
diverted from criminal legal system involvement, by referring
individuals to the Criminal Justice Resource Department
deflection and diversion programs.
.� 4. Maintain an annual retention rate of 86/ r more among:
• Deputy Sheriffs,
• EMTs and Paramedics,
• 911 Call Takers and Telecom municators, and
• Protective Services Social Workers through Fiscal Year
2028-29.
6
PRIORITY 2
5. Achieve by April 1, 2025, and maintain a 65%adherence rate
to a 15 minute or less emergent total response time for events
requiring critical intervention by Emergency Medical Services.
6. Train 80 individuals annually on mental health topics including
Mental Health First Aid and Applied Suicide Intervention
Skills.
7. Work with families to collect at least 70%of all current
child support owed and collect arrears for at least 70%of
the families served by the Child Support Services Program
annually.
8. Serve 96%of the estimated eligible food insecure Orange
County households with food and nutrition services annually.
9. Provide 128 families annually with case-management through
the Family Success Alliance program to connect them to
medical/mental health care, housing, or food with support,
information, and referral services.
10. Increase the percentage of children achieving permanency
through reunification when exiting foster care by 1 percentage
point per year.
11. Increase by 10 quarterly the number of 911 responses made
by the Mobile Crisis Team (CARE).
12. All first responder county employees complete annual training
to ensure cultural competence.
13. Increase positive responses to the statement"County
provides adequate amenities, access to leisure activities, &
cultural activities" by 1 percentage point in the 2027 and 2029
community surveys.
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PRIORITY 3 Housing for All 9
GOAL STATEMENT Objectives
1. Use regular federal and local funds to build and/or acquire
Promote equitable and new affordable housing.
2. Address need and any policy barriers to increase access to
accessible housing and emergency shelter beds and other low-barrier housing, includ-
ing eviction diversion.
address housing disparities 3. Invest in permanent supportive housing and help residents
through policies, achieve housing stability.
4. Prioritize and select County-owned land and/or facilities, in-
partnerships, and cluding the Greene Tract, as part of an overall plan of facilities
collaboration to create to create crisis, bridge, low barrier, affordable, and permanent
housing.
a thriving community. 5. Review County ordinances, policies, agreements, and the
regulatory processes to streamline practices, and increase
opportunities and reduce barriers to construct housing.
6. Increase opportunities for public employees to buy and rent
homes where they work.
7. Expand resources and invest in housing designed for our ag-
ing and disabled residents.
8. Rehabilitate and repair existing housing to preserve naturally
occurring affordable housing and avoid displacement.
9. Increase representation of people with lived experience on
housing related matters.
10. Support unhoused residents in obtaining temporary and per-
manent housing.
11. Ensure timely and thorough investigations and dispositions to
all civil rights and fair housing complaints.
Performance Measures
1. Increase the number of affordable(80%AMI or below) hous-
a�, = ing units funded by Orange County by an average of 10 annu-
W1, ally over 5 years, prioritizing 60%AMI or below.
® 2. Increase the amount of immediately accessible cold weather
emergency beds available in the community by 25% by 2026.
3. Establish baseline and increase by 5 per year the number of
individuals moved from Bridge Housing programs to stable
permanent housing.
4. Increase the number of households housed by permanent
supportive housing by 10%annually.
5. 70%of residents served by eviction diversion programs avoid
eviction in the next 12 months.
8
PRIORITY 3 Housing for All 10
6. Establish baseline and decrease by 5%the median amount
of time it takes from first development permit application to
certificate of occupancy issuance for housing developments
by June 30, 2029.
7. Establish baseline and increase by 5%the awareness of
available housing and rental assistance programs among
county employees by June 30, 2029.
8. Increase by an average of 10%annually over 5 years the
number of housing units repaired or rehabilitated.
9. At least 25%of Orange County Partnership to End Home-
lessness, Housing Choice Voucher, and Affordable Housing
Advisory Board Members are individuals who have experi-
enced homelessness or housing insecurity themselves by
June 2029.
10. Reduce the number of individuals who are unhoused by 10%
per year, prioritizing protection from displacement.
11. Process 8 housing discrimination cases per year.
12. Continue providing rent cost support through vouchers for
650 households annually.
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9
PRIORITY 4 • . d • •
• Objectives
1. Identify priorities and resources necessary to implement the
0 of 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. Increase ridership by 5%each year on fixed route, demand
response, and mobility on demand transportation services.
2. County transportation information is included in 90 outreach
events each year.
3. Increase by 1 percentage point every two years the
percentage of residents who are satisfied with biking, walking,
and bus travel, as reported in the community survey.
4. Add at least one transportation network connection each year
through implementation of the Transportation Multi-Modal
Plan.
5. Increase by 1 percentage point each year the percentage of on
time pick ups and drop offs on fixed route, demand response,
and mobility on demand transportation services.
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10
PRIORITY 5 Public Education/ Learning Community 12
GOAL STATEMENT Objectives
1. Foster collaborative relationships with formal and informal ed-
Enhance and maintain ucational 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 pro-
viding access, training, tools, technology, and other resources
and infrastructure needed to thrive.
and cultivate 3. Provide support for Durham Tech continuing education, col-
lifelong learning. lege and career readiness programming.
4. Improve learning environments by investing in facilities that
address repair, renovation, and educational adequacy needs.
5. Invest in and implement a plan that supports schools opera-
tional and facility funding needs.
6. Implement the recommendations of the Schools Safety Task
Force.
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Performance Measures
1. Increase by 1%each year the number of children from low-in-
L come households enrolled annually in the childcare subsidy
program.
2. Reach residents in all 15 zip codes of the county with digital
literacy workshops offered annually.
3. Implement the Long-Range School Optimization Plan, funding
planning for first construction in FY25-26, followed by con-
struction on the first project in FY26-27. Utilize the remaining
WW "M funds by the end of the 10-year plan period.
4. Track and report quarterly on school capital spending on high
priority needs and other capital uses.
5. Annual meeting of the School Safety Task Force or other
group convened by the Board of County Commissioners to
review policies that address safety in the school districts and
provide education on laws addressing school disruptions.
Implement recommendation #3 in the School Safety Task
Force Final Report by FY2025-26 and recommendation #8 by
FY2026-27.
6. Establish baseline and increase visitors to the Southern
,I Branch Library by 5%annually.
` 7. Increase by 1 percentage point annually the percentage of
Durham Tech Promise scholarship recipients who complete a
40PO program or transfer to a four-year college or university.
11
PRIORITY 6 • •
• 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 new and expanding, small, creative, and
agri-businesses 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. Provide workforce and business development resources to
enhance the skills of residents of the County.
7. Expand the non-residential tax base.
. Performance Measures
r _ 4
1. Establish a baseline of tourism resources invested in
a community partners producing cultural events by June 30,
2025, and evaluate the economic impact annually.
2. Establish baseline and increase by 1 percentage point each
year the percentage of Small Business Investment Grant
recipients that are still in business one year after receiving a
grant.
3. Establish baseline and increase by 1 percentage point each
f year the percentage of Agricultural Economic Development
Grant Program recipients' farms that are still in operation one
year after receiving the grant.
_ 4. Establish baseline and increase by 3 percentage points
annually the percentage of residents enrolled in Employment
Services who complete an employment or training related
program and/or gain employment.
5. Establish baseline and increase by 1 percentage point
annually the percentage of residents enrolled in Durham Tech
+' apprenticeship and workforce development programs who
complete an employment or training related program and/or
gain employment.
12
7Timeline
January 2023 February 2023 March -
Project Kickoff Board of County May 2023
and Stakeholder Commissioners Stakeholder
13
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
15
Public • •
eno&m
I Community Forums Community
Engagement Site
000
• •
* N -
I
Focus Group Participants
ants
Total Visits
1011
Meeting-in-a-box Survey Responses
Aq
Ideas
Participants Community Pop-up Event
Employee Survey Community Survey Community Survey
(statistically valid) (non-random)
• •
1230
r • -
G✓—
• G_
•
40ro AA4 AAAA
Responses Responses Responses
Demographics
Orange County Population
4040 134,010 148 , 911 1617272
wif 2010 2020 2030
t7C_ 112n?= � 'IQ-
900
Median Household Income* Median Household Value
High School Graduate Residents Below
or Higher Poverty Level
Source: 2022 Population Estimates, US Census Bureau *in 2021 dollars
Race and Ethnicity _
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
fiat's Next?
Putting the Plan17
Keeping _
ss
Into Action
How
- - let you know!
Now that the strategic plan
MONTHLY
is adopted, the implementation ■ ■ ■
3 County staff will evaluate discuss
phase commences. ■ ' ■ Q progress on Strat-• goals.
This involves translating the
outlined strategies into actionable • , .
steps, assigning responsibilities ■ ■ ■ County leadership will provide
[3 [3 13 County Manager's Office with progress
and establishing timelines. ■ ■ ■ updates for each egicgoal.
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 - Board for -
ach Strategic Plan
■ ■ ■ challenges.
Feedback loops will also be •
ANNUALLY
The County Manager's Office will prepare
established to help ensure
continuous improvement and
alignment with the County's ■ ■ 13 a year - • update detailing • •• -
ch Strategic
overarching goals. rr
n goal. Report to
C E3 •_ presented •. • and shared on
Successful execution of the orangecountync.govpublic
strategic plan will require
16
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.
18
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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STRATEGIC • FY2025-2029
20
Orange County Strategic Plan Performance Measures
Goal Performance Measure Reason for target selection Baseline (FY23-24)
1. Implement 50% (35) of Climate
Environmental Action Plan Strategies by June 30, The Climate Action Plan outlines 70 strategies
Protection and 2029 and document strategy through 2032. 35 strategies is an average of 7 per 4 strategies
Climate Action status in Climate Action Tracker. year, or 50% in 5 years implemented
2. Reduce the energy intensity
(energy used in KBTU, or one-
thousand British thermal units,
per building square foot) of
Environmental county facilities by 10% to 78.5 It is very difficult to significantly increase energy
Protection and KBTUs per square foot by June 30, efficiency, so 10% was determined a reasonable
Climate Action 2029. target. This is 2% per year. 87.23 KBTUs
3. Increase the annual solar
Environmental energy generated at County
Protection and facilities by 167% by June 30, Projection based on adding solar panels to one
Climate Action 2029. building each year, to reach 3,007,859 KBTUs 1,127,947 KBTUs
4. Replace 75% of County non-
first responder vehicles (7-8
vehicles) each year with electric
Environmental or other alternative fuel vehicles 75% was selected to represent a move toward EV
Protection and (biodiesel, ethanol, hydrogen, wherever possible, while still making exceptions in 10 Evs currently in
Climate Action etc). cases where electric would not be a good fit fleet of 208 vehicles
21
5. Increase rating in the bi-annual
community survey on the
following two questions by one
percentage point every 2
years: How would you rate the First statement:
County: 66% responded
A. As a community committed to Excellent or Good
Environmental green & sustainable practices Second statement:
Protection and B. As a place that prioritizes We hope to see an impact based on education and 60% responded
Climate Action environmental protection outreach. Excellent or Good
6. Establish baseline and increase
the number of sustainable
farming practices farmers
implement after participating in
Environmental sustainable farming programs, n/a, tracking this
Protection and outreach, or education each This will be a new initiative, a specific target can be data for the first
Climate Action year. determined once baseline is established time
7. Permanently protect 300
additional acres of farmland,
priority natural areas, riparian
Environmental buffer lands, floodplains, and 7,924 acres of land
Protection and wildlife habitat over the next 5 300 additional acres is feasible given current financial protected by
Climate Action years. and timeline constraints easement
22
1. Implement Post Overdose
Response Team (PORT): A. 90% selected because while this is a top priority,
A. PORT contacts 90% of patients there are instances where a viable means of contact
referred within 24 hours. isn't included in the referral. 24 hours is selected as
B. PORT establishes and maintains the timeframe because PORT is on duty for 12 hours
an 80% induction to transfer of of each day, so referrals made during off duty times
care and completion of are followed up on during the next on duty period. 0, this is a newly
Healthy medication assisted treatment for B. 80% selected because this is an industry implemented
Community opioid use disorders. benchmark across the state program
2. Increase enrollment of
Medicaid eligible residents by 1%
Healthy (200 individuals) annually through This is the projected annual growth given Medicaid
Community Fiscal Year 2028-29. expansion. 20,412 individuals
3. Increase by 2% annually the
number of individuals deflected
or diverted from criminal legal
system involvement, by referring
individuals to the Criminal Justice
Healthy Resource Department deflection
Community and diversion programs. This is a feasible increase to work toward annually 421 individuals
23
4. Maintain an annual retention
rate of 86% or more among:
-Deputy Sheriffs,
-EMTs and Paramedics,
-911 Call Takers and In 2023
Telecom municators, and Social Services: 82%
-Protective Services Social 82% is the average retention rate in 2022 and 2023. Sheriff: 86%
Healthy Workers 90% is optimal. 86% or greater for these employees Emergency Services:
Community through Fiscal Year 2028-29. would be considered successful 78%
What matters most to patients during their
S. Achieve by April 1, 2025 and emergency is to have the right resources as quickly
maintain a 65% adherence rate to as possible. This measure prioritizes patient-centered
a 15 minute or less emergent care and uses a broad, balanced set of clinical, safety,
total response time for events experiential, equity, operational, and financial
Healthy requiring critical intervention by measures to evaluate the effectiveness of EMS
Community Emergency Medical Services. system. 63.40%
6. Train 80 individuals annually on There is a plan in the Health Department to provide
mental health topics including several trainings annually, with attendance between
Healthy Mental Health First Aid and 10-25 for each training. This is part of the community
Community Applied Suicide Intervention Skills. health improvement plan (CHIP) 25 participants
7. Work with families to collect at
least 70% of all current child
support owed and collect arrears
for at least 70% of the families This is a continuous quality improvement goal set by 73.3% CSUP
Healthy served by the Child Support the State. It is based on Orange County's collections; 73.4%
Community Services Program annually. performance in FY24 Arrears Collections
24
8. Serve 96% of the estimated 96% is considered a feasible target, with a desire to
eligible food insecure Orange increase this incrementally. The baseline is the 94.2% of an
Healthy County households with food and estimated eligible food insecure individuals using estimated 9,889
Community nutrition services annually. county-level data from Feeding America eligible individuals
9. Provide 128 families annually
with case-management through
the Family Success Alliance
program to connect them to
medical/mental health care,
Healthy housing, or food with support, 117 families were served for FY24 and the program
Community information, and referral services. is seeking to make improvements. 117 families
10. Increase the percentage of
children achieving permanency
through reunification when
Healthy exiting foster care by 1
Community percentage point per year. 1 percentage point is a feasible increase to target 30% or 16 out of 53
11. Increase by 10 quarterly the
number of 911 responses made
Healthy by the Mobile Crisis Team As this is a new program, this target will reflect the
Community (CARE). growth we expect to see as the program begins. 0, new program
12. All first responder county
employees complete annual n/a, tracking this
Healthy training to ensure cultural A target of 100% will ensure all first responder data for the first
Community competence. employees are appropriately trained. time
25
13. Increase positive responses to
the statement "County provides
adequate amenities, access to
leisure activities, & cultural By increasing programs that support well-being and Survey baseline is
activities" by 1 percentage point continuing to strengthen our communication about 53.8% answering
Healthy in the 2027 and 2029 community county provision of amenities and activities, we hope strongly agree or
Community surveysto see a modest increase. agree.
1. Increase the number of
affordable (80% AMI or below)
housing units funded by Orange
County by an average of 10 There will be some fluctuation from year to year,
annually over 5 years, prioritizing overall we can expect 10-20 units each year across all
Housing For All 60% AMI or below. projects 8 units per year
2. Increase the amount of
immediately accessible cold
weather emergency beds 25% or 9-10 is selected because the intention is to
available in the community by add a second location to the mid/northern part of 28 between IFC and
Housing For All 25% by 2026. the county by 2026 Chapel Hill
3. Establish baseline and increase
by 5 per year the number of
individuals moved from Bridge With the Wonderful House as the first bridge housing
Housing programs to stable in the county, we're aiming for 5 individuals per year
Housing For All permanent housing. to start, with an increase of 5 each subsequent year 0
4. Increase the number of
households housed by permanent
supportive housing by 10% With capacity limitations for permanent supportive
Housing For All annually. housing, 10% is a modest attainable target 18 households
26
12 out of 21 (57%),
5. 70% of residents served by 70% would demonstrate success in eviction diversion 18% see repeat
eviction diversion programs avoid programs, allow for other circumstances in some evictions in 6
Housing For All eviction in the next 12 months. cases months
6. Establish baseline and
decrease by 5% the median
amount of time it takes from first
development permit application We estimate 5% would be the smallest increase that
to certificate of occupancy would make a notable difference to applicants. We n/a, tracking this
issuance for housing can be more specific about our target once we data for the first
Housing For All developments by June 30, 2029. establish a baseline. time
7. Establish baseline and increase
by 5% the awareness of available
housing and rental assistance A 5% increase will be our first target, then once we n/a, tracking this
programs among county have a baseline established we can set a more data for the first
Housing For All employees by June 30, 2029. specific target. time
8. Increase by an average of 10%
annually over 5 years the number A 10% increase is feasible with the plan to draw
of housing units repaired or down more NCHFA funding and use a new fee 20 by the Housing
Housing For All rehabilitated. through Environmental Health. Department
27
9. At least 25% of Orange County
Partnership to End Homelessness,
Housing Choice Voucher, and
Affordable Housing Advisory
Board Members are individuals
who have experienced 16% (6/37)
homelessness or housing combined; 29% HCV,
insecurity themselves by June This will be an attainable increase, to increase 6.7% AHAB, 20%
Housing For All 2029. representation of those with lived experience. OCPEH
10. Reduce the number of
individuals who are unhoused by
10% per year, prioritizing
Housing For All protection from displacement. 14-15 individuals, attainable and significant 148
11. Process 8 housing
Housing For All discrimination cases per year. Federal guidelines require this minimum 2 in the last 2 years
12. Continue providing rent cost 650 households represents 100% subsidy utilization,
support through vouchers for 650 housing as many households through the program as
Housing For All households annually. possible 650
7,887 Fixed Route
passenger trips;
23,032 Demand
Response passenger
1. Increase ridership by 5% each trips; 1,175 Mobility
year on fixed route, demand on Demand
Multi-Modal response, and mobility on An increase will indicate the impact of planned route passenger trips in
Transportation demand transportation services. changes and service improvements. FY24
28
2. County transportation Various departments have identified the events Measure has not
Multi-Modal information is included in 90 where they would like to have transportation previously been
Transportation outreach events each year. information included, this totals to 90 annually. tracked
3. Increase by 1 percentage point ETC survey from
every two years the percentage of 2023: walking:
residents who are satisfied with A 1 percentage point increase every two years is a 33.9% positive,
biking, walking, and bus travel, as reasonable target for a change in resident biking: 21.7%
Multi-Modal reported in the community satisfaction, and is based on plans to implement positive, bus: 16.2%
Transportation survey. county bike and pedestrian plans. within county
4. Add at least one transportation This target will count additions such as sidewalks,
network connection each year trails, transit stops, etc. The target of one annually is
Multi-Modal through implementation of the based on the policy, planning and construction
Transportation Transportation Multi-Modal Plan. timelines required for these connections. 0
5. Increase by 1 percentage point
each year the percentage of on
time pick ups and drop offs on Improving timeliness on all services will contribute to
fixed route, demand response, overall quality of transportation services and likely
Multi-Modal and mobility on demand increase ridership over time. A 1 percentage point
Transportation transportation services. increase is a feasible increase.
1. Increase by 1% each year the
Public number of children from low
Education/Lear income households enrolled 1% will be a feasible increase, in this case low income
ning annually in the childcare subsidy is defined as at or below 200% of Federal Poverty
Community program. Level 586
29
Public 2. Reach residents in all 15 zip
Education/Lear codes of the county with digital Tracking zip codes of participants will help us to Measure has not
ning literacy workshops offered confirm we're reaching residents in all areas, both previously been
Community annually. rural and urban, of the county. tracked
3. Implement the Long Range
School Optimization Plan, funding
planning for first construction in
Public FY25-26, followed by construction
Education/Lear on the first project in FY26-27.
ning Utilize the remaining funds by the This will help us track how well on schedule the plan The plan has not yet
Community end of the 10 year plan period. is at its start. been implemented
Public 4. Track and report quarterly on
Education/Lear school capital spending on high
ning priority needs and other capital We can track the balance carried by the school $34,119,784 balance
Community uses. districts. on June 30, 2024
30
5. Annual meeting of the School
Safety Task Force or other group
convened by the Board of County
Commissioners to review policies
that address safety in the school
districts and provide education on
laws addressing school
disruptions. Implement
Public recommendation #3 in the School Tracking that an annual meeting has occurred and
Education/Lear Safety Task Force Final Report by the two recommendations listed have been
ning FY2025-26 and recommendation implemented will confirm that this work is moving
Community #8 by FY2026-27. forward. n/a
Public The plan for the southern branch is to continually
Education/Lear 6. Establish baseline and increase increase the number and type of programs offered in
ning visitors to the Southern Branch these first years, with more collaborations,
Community Library by 5% annually. partnerships, and community programs. n/a
7. Increase by 1 percentage point
annually the percentage of
Public Durham Tech Promise scholarship 137 recipients in
Education/Lear recipients who complete a FY22-23
ning program or transfer to a four-year Targeting an increase in this measure will track 229 students in FY23
Community college or university. positive impact of the scholarship program 24
31
1. Establish a baseline of tourism
resources invested in community
partners producing cultural
Diverse and events by June 30, 2025 and Measure has not
Vibrant evaluate the economic impact The plan will be to establish a baseline of events, the previously been
Economy annually. level of investment, and their economic impact. tracked
2. Establish baseline and increase
by 1 percentage point each year
the percentage of Small Business 80% is the estimated target, once the baseline is
Diverse and Investment Grant recipients that established. This reflects that some start up grant Measure has not
Vibrant are still in business one year after recipients are less likely to succeed given the nature previously been
Economy receiving a grant. of that business. tracked
3. Establish baseline and increase
by 1 percentage point each year
the percentage of Agricultural
Economic Development Grant
Diverse and Program recipients farms that are If the grant program is successful, we would see a Measure has not
Vibrant still in operation one year after high percentage achieved, providing for some cases previously been
Economy receiving the grant. where operation ceases. tracked
4. Establish baseline and increase
by 3 percentage points annually
the percentage of residents Once a baseline is established for residents
enrolled in Employment Services completing a program and/or gaining employment,
Diverse and who complete an employment or then a reasonable target for future increase can be Measure has not
Vibrant training related program and/or selected. It is estimated that an increase of 3 previously been
Economy gain employment. percentage points will be feasible. tracked in DSS
32
5. Establish baseline and increase
by 1 percentage point annually
the percentage of residents
enrolled in Durham Tech
apprenticeship and workforce Durham Tech: 2
development programs who Once a baseline is established for residents individuals in
Diverse and complete an employment or completing a program and/or gaining employment, apprenticeship
Vibrant training related program and/or then a reasonable target for future increase can be program have
Economy gain employment. selected. gained employment
- - 33
OR- -A-NGE COUNTY
NORTH CAR(3LINA
Performance Measures for the
Countywide Strategic Plan
April 8, 2025
BOCC Work Session
34
Background
• February 20t" , 2024 : Countywide Strategic
Plan adopted
• Spring 2024 : BOCC Performance
Measure Working Group
• Fall 2024 : County staff performance
measure meetings
• January 2025 : Review meetings with
BOCC Performance Measure Working
Group
ORANGECOUNTY
NORTH CAROLINA
35
Performance Measures
• Allow effective tracking of progress toward
Strategic Goals
• Provide data on program performance
• Quarterly tracking
• Updates to BOCC twice each year
ORANGE COUNTY
NORTH CAROLINA
36
Environmental Protection and Climate Action
Summary of Objectives
• Implement the Climate Action Plan
• Invest in our infrastructure to reduce environmental
impact
• Improve educational opportunities
• Promote sustainable agriculture and local food systems
• Promote and connect trails and open spaces
• Protect our water and high priority open spaces
• Include environmental stewardship in the
Comprehensive Land Use Plan
ORANGE COUNTY
NORTH CAROLINA
37
Environmental Protection and Climate Action
Performance Measures
1 . Implement 50% (35) of Climate Action Plan
Strategies by June 30 , 2029, and document
strategy status in Climate Action Tracker.
2 . Reduce the energy intensity (energy used in
KBTU , or one thousand British thermal units, per
building square foot) of county facilities by 10% to
78. 5 KBTUs per square foot by June 30 , 2029.
3 . Increase the annual solar energy generated at
County facilities by 167% by June 30 , 2029.
a �— -
ORANGE COUNTY
NORTH CAROLINA
38
Environmental Protection and Climate Action
Performance Measures
4. Replace 75% of County non-first responder vehicles
(7-8 vehicles) each year with electric or other
alternative fuel vehicles (biodiesel , ethanol , hydrogen ,
etc. ).
5. Increase rating in the bi-annual community survey
on the following two questions by one percentage
point every 2 years: How would you rate the County:
A. As a community committed to green & sustainable
practices
B. As a place that prioritizes environmental protection
ORANGE COUNTY
NORTH CAROLINA
39
Environmental Protection and Climate Action
Performance Measures
6. Establish baseline and increase the
number of sustainable farming practices
farmers implement after participating in
sustainable farming programs , outreach , or
education each year.
7. Permanently protect 300 additional acres
of farmland , priority natural areas , riparian
buffer lands , floodplains , and wildlife habitat
over the next 5 years . ,, r�
ORANGE COUNTY
NORTH CAROLINA
40
Healthy Community
Summary of Objectives
• Improve services for residents experiencing behavioral
health issues, substance use disorder, and intellectual or
developmental disability
• Provide programming for justice-involved residents
• Expand access to healthcare services
• Invest in services and programs that improve the health
and quality of life of the community
• Provide sustainable and equitable community safety,
emergency, and protective services
• Provide economic supports to build financial well-being
• Support our first responder and direct care workforce
ORANGE COUNTY
NORTH CAROLINA
41
Healthy Community
Performance Measures
1 . Implement Post Overdose Response Team
(PORT):
A. PORT contacts 90% of patients referred within 24
hours.
B . PORT establishes and maintains an 80%
induction to transfer of care and completion of
medication assisted treatment for opioid use
disorders.
2. Increase enrollment of Medicaid eligible residents
by 1 % (200 individuals) annually through Fiscal Year
2028-29.
ORANGECOUNTY
NORTH CAROLINA
42
Healthy Community
Performance Measures
3. Increase by 2% annually the number of individuals
deflected or diverted from criminal legal system
involvement, by referring individuals to the Criminal Justice
Resource Department deflection and diversion programs.
4. Maintain an annual retention rate of 86% or more
among :
• Deputy Sheriffs,
• EMTs and Paramedics,
• 911 Call Takers and Telecom municators, and
• Protective Services Social Workers
through Fiscal Year 2028-29.
EM
ORANGE COUNTY
NORTH CAROLINA
43
Healthy Community
Performance Measures
5. Achieve by April 1 , 2025, and maintain a 65% adherence
rate to a 15 minute or less emergent total response time for
events requiring critical intervention by Emergency Medical
Services.
6. Train 80 individuals annually on mental health topics
including Mental Health First Aid and Applied Suicide
Intervention Skills.
7. Work with families to collect at least 70% of all current
child support owed and collect arrears for at least 70% of
the families served by the Child Support Services Program
annually.
EM
ORANGE COUNTY
NORTH CAROLINA
44
Healthy Community
Performance Measures
8. Serve 96% of the estimated eligible food insecure
Orange County households with food and nutrition
services annually.
9. Provide 128 families annually with case-
management through the Family Success Alliance
program to connect them to medical/mental health
care, housing , or food with support, information , and
referral services.
10. Increase the percentage of children achieving
permanency through reunification when exiting foster
care by 1 percentage point per year. ��
ORANGE COUNTY
NORTH CAROLINA
45
Healthy Community
Performance Measures
11 . Increase by 10 quarterly the number of 911
responses made by the Mobile Crisis Team
(CARE).
12. All first responder county employees complete
annual training to ensure cultural competence.
13. Increase positive responses to the statement
"County provides adequate amenities, access to
leisure activities , & cultural activities" by 1
percentage point in the 2027 and 2029 community
surveys.
ORANGE COUNTY
NORTH CAROLINA
46
Housing for All
Summary of Objectives
• Increase affordable housing supply, including
prioritizing County-owned land
• Increase access to emergency shelter beds and
low-barrier housing
• Invest in permanent supportive housing
• Increase housing opportunities for public
employees to live where they work
• Expand housing resources for unhoused , aging ,
and disabled residents
ORANGE COUNTY
NORTH CAROLINA
47
Housing for All
Summary of Objectives
• Increase opportunities and reduce barriers
to construct housing
• Increase representation of people with
lived experience
• Preserve naturally occurring affordable
housing
• Address civil rights and fair housing
complaints
ORANGE COUNTY
NORTH CAROLINA
48
Housing for All
Performance Measures
1 . Increase the number of affordable (80% AMI or
below) housing units funded by Orange County by
an average of 10 annually over 5 years , prioritizing
60% AM I or below.
2 . Increase the amount of immediately accessible
cold weather emergency beds available in the
community by 25% by 2026 .
3 . Establish baseline and increase by 5 per year
the number of individuals moved from Bridge
Housing programs to stable permanent housing .
ORANGE COUNTY
NORTH CAROLINA
49
Housing for All
Performance Measures
4. Increase the number of households housed by
permanent supportive housing by 10% annually.
5. 70% of residents served by eviction diversion
programs avoid eviction in the next 12 months.
6. Establish baseline and decrease by 5% the
median amount of time it takes from first
development permit application to certificate of
occupancy issuance for housing developments by
June 30 , 2029 .
ORANGE COUNTY
NORTH CAROLINA
50
Housing for All
Performance Measures
7. Establish baseline and increase by 5% the
awareness of available housing and rental assistance
programs among county employees by June 30, 2029.
8. Increase by an average of 10% annually over 5
years the number of housing units repaired or
rehabilitated .
9. At least 25% of Orange County Partnership to End
Homelessness, Housing Choice Voucher, and
Affordable Housing Advisory Board Members are
individuals who have experienced homelessness or
housing insecurity themselves by June 2029.
ORANGE COUNTY
NORTH CAROLINA
51
Housing for All
Performance Measures
10 . Reduce the number of individuals who
are unhoused by 10% per year, prioritizing
protection from displacement.
11 . Process 8 housing discrimination cases
per year.
12 . Continue providing rent cost support
through vouchers for 650 households
annually.
ORANGE COUNTY
NORTH CAROLINA
52
Multi-modal Transportation
Summaryof
• Implement the Orange County Transit Plan
• Increase options for and awareness of all modes
of transportation
• Support road projects that address congestion
and reduce commute time
• Provide more equitable access to services and
amenities through transportation
• Implement the Safe Routes to Schools plan
ORANGE COUNTY
NORTH CAROLINA
53
Multi-modal Transportation
Performance Measures
1 . Increase ridership by 5% each year on fixed
route , demand response , and mobility on demand
transportation services.
2. County transportation information is included in
90 outreach events each year.
3. Increase by 1 percentage point every two years
the percentage of residents who are satisfied with
biking , walking , and bus travel , as reported in the
community survey.
ORANGE COUNTY
NORTH CAROLINA
54
Multi-modal Transportation
Performance Measures
4. Add at least one transportation network
connection each year through
implementation of the Transportation Multi-
Modal Plan .
5 . Increase by 1 percentage point each year
the percentage of on time pick ups and drop
offs on fixed route , demand response , and
mobility on demand transportation services .
ORANGE COUNTY
NORTH CAROLINA
55
Public Education/Learning Community
Summaryof
• Provide opportunities for community members to
connect and learn together
• Provide access to resources to improve
educational outcomes
• Support Durham Tech continuing education ,
college , and career readiness programming
• Invest in school facility needs
• Implement the Schools Safety Task Force
recommendations
ORANGE COUNTY
NORTH CAROLINA
56
Public Education/Learning Community
Performance Measures
1 . Increase by 1 % each year the number of
children from low-income households enrolled
annually in the childcare subsidy program .
2. Reach residents in all 15 zip codes of the county
with digital literacy workshops offered annually.
3. Implement the Long-Range School Optimization
Plan , funding planning for first construction in
FY25-26, followed by construction on the first
project in FY26-27 . Utilize the remaining funds by
the end of the 1 0-year plan period . ,��
ORANGE COUNTY
NORTH CAROLINA
57
Public Education/Learning Community
Performance Measures
4. Track and report quarterly on school capital
spending on high priority needs and other capital
uses .
5. Annual meeting of the School Safety Task Force
or other group convened by the Board of County
Commissioners to review policies that address
safety in the school districts and provide education
on laws addressing school disruptions . Implement
recommendation #3 in the School Safety Task
Force Final Report by FY2025-26 and
recommendation #8 by FY2026-27. ORANGECOUNTY
NORTH CAROLINA
58
Public Education/Learning Community
Performance Measures
6. Establish baseline and increase visitors to
the Southern Branch Library by 5% annually.
7 . Increase by 1 percentage point annually
the percentage of Durham Tech Promise
scholarship recipients who complete a
program or transfer to a four-year college or
university.
ORANGE COUNTY
NORTH CAROLINA
59
Diverse and Vibrant Economy
Summaryof
• Provide family-oriented and cultural
programming and events for residents and
visitors
• Support business investment in Orange County
• Increase access to and awareness of resources
available to businesses
• Provide workforce development resources to
residents
• Expand the non-residential tax base
ORANGE COUNTY
NORTH CAROLINA
60
Diverse and Vibrant Economy
Performance Measures
1 . Establish a baseline of tourism resources invested in
community partners producing cultural events by June 30,
2025, and evaluate the economic impact annually.
2. Establish baseline and increase by 1 percentage point
each year the percentage of Small Business Investment
Grant recipients that are still in business one year after
receiving a grant.
3. Establish baseline and increase by 1 percentage point
each year the percentage of Agricultural Economic
Development Grant Program recipients' farms that are still
in operation one year after receiving the grant.
EM
ORANGE COUNTY
NORTH CAROLINA
61
Diverse and Vibrant Economy
Performance Measures
4. Establish baseline and increase by 3 percentage
points annually the percentage of residents enrolled in
Employment Services who complete an employment
or training related program and/or gain employment.
5. Establish baseline and increase by 1 percentage
point annually the percentage of residents enrolled in
Durham Tech apprenticeship and workforce
development programs who complete an employment
or training related program and/or gain employment.
ORANGE COUNTY
NORTH CAROLINA
62
Strategic Plan Performance Measures
• Questions?
ORANGE COUNTY
NORTH CAROLINA