HomeMy WebLinkAboutAgenda - 04-15-2025; 8-i - Approval of Performance Measures for the Countywide Strategic Plan 1
ORANGE COUNTY
BOARD OF COMMISSIONERS
ACTION AGENDA ITEM ABSTRACT
Meeting Date: April 15, 2025
Action Agenda
Item No. 8-i
SUBJECT: Approval of Performance Measures for the Countywide Strategic Plan
DEPARTMENT: County Manager
ATTACHMENT(S): INFORMATION CONTACT:
Strategic Plan with Revised Objectives Travis Myren, 919-245-2308
and Draft Performance Measures Kelly Guadalupe, 919-245-2156
PURPOSE: To approve performance measures for the Countywide Strategic Plan.
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 (6)
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.
At the April 8, 2025 Work Session, the BOCC reviewed the revised objectives and draft
performance measures.
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 adopt the revised objectives
and performance measures for the Countywide Strategic Plan for FY 2024-25 through FY 2028-
29.
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ORANGE COUNTY
NORTH CAROLINA
STRATEGIC PLAN FY2025-2029
Table of ntents
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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
progress and make the adjustments neces- each
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
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LargePhyllis Portie-Ascott Amy Fowler Marilyn Carter Sally Greene
District 2 At
District I At Large
Bedford Hamilton
District 2 Chair District I Vice Chair District 1
• - - 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.
PRIORITY 1 • • - • - •
• 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.
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
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:
1 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.
*Sustainable Farming practices are defined as practices that improve soil
health, water management, biodiversity and/or ability to farm long term.
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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
�A / 1. Implement Post Overdose Response Team (PORT):
a 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.
\� 000 2. Increase enrollment of Medicaid eligible residents by 1%(200
individuals)annually through Fiscal Year 2028-29.
1 � 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.
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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
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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
„J 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.
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Performance Measures
1. Increase the number of affordable(80%AMI or below) hous-
ing units funded by Orange County by an average of 10 annu-
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.
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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 federal housing
choice vouchers for 650 households annually.
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PRIORITY 4 • . d • . •
• 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. 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
(sidewalks, trails, transit stops, etc.)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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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.
Performance Measures
1. Increase by 1%each year the number of children from low-in-
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
"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
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.
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PRIORIT / • •
• 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
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
V _ recipients that are still in business one year after receiving a
grant.
3. Establish baseline and increase by 1 percentage point each
x 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
r 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
i complete an employment or training related program and/or
gain employment.
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Timeline
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
Public
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Focus Group Participants
5 , 5910
Total Visits
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Meeting-in-a-box Survey Responses
Ideas
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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
1 0 1487911 1617272
2010 2020 2030
1^a\636.
,A 4 0 1
$7q- 205 $3-191900
Median Household Income* Median Household Value
43 07 o 12 . 2010
High School Graduate Residents Below
or Higher Poverty Level
Source: 2022 Population Estimates, US Census Bureau *in 2021 dollars
Race and Ethnicity _I R - R 0A 0/ft S _ S%
White or Caucasian Black or African Hispanic
(Non-Hispanic) American
I O/o 2 . 8 O/o
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 Plan17
Keeping _
ss
Into Action
How
- - let you know!
Now that the strategic plan
MONTHLY
is adopted, the implementation ■ ■ ■ evaluate3 County staff will
discuss
phase commences. ■ ' ' progress on Strat-• goals.
13 ■ ■ (1
This involves translating the
outlined strategies into actionablei i i i QUARTERLY
steps, assigning responsibilitie ■ ■ ■ •- provide
■ ■ ■ Office with progress
establishing timelines. ■ ■ ■ updates for each _• ••
Regular monitoring and evaluation
TWICE A
mechanisms will be put in place
YEAR
assess progress and make ■ ■ 1( County Manager'sOfficeprepare
adjustments as needed. ■ ■ ■ - Board for -
ach Strategic Plan
Feedback loops will also be (6)
ANNUALLY
established to help ensure
The County
continuous improvement and
Manager's Office will prepare
alignment with the County's ■ ■ ■ a year - • update detailing progress
(3 [3 (3 p on each Strategic Plan goal. Report to
overarching goals. be presented _ shared
Successful execution of theorangecountync.gov for public
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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