HomeMy WebLinkAboutAgenda 10-07-2025; 12-6 - Information Item - Memorandum - Countywide Strategic Plan FY2024-25 Progress Report 1
Orange County
To: Board of County Commissioners
Travis Myren, County Manager
From: Kelly Guadalupe, Strategic Planning Manager
Date: October 7, 2025
Subject: Countywide Strategic Plan FY2024-25 Progress Report
Background
After the end of each fiscal year, the County Manager's office presents the Board of
County Commissioners with an update on progress on the goals of the countywide
strategic plan.
2
Orange County Strategic Plan
FY2025-2029
FY2024-2025 Progress Report
ML
�4�SY
- isk
'I
3
TABLE OF CONTENTS
Board of Commissioners.....................................................................................................3
Manager's Message,..................................................................................................... .. 4
PlanningProcess............................................................................................................ 5
Mission,Vision and Guiding Principles...................................................................................... 7
Goals........................................................................................................................ 8
Environmental Protection and Climate Action.............................................................................. 9
Healthy Community.. ....... ....... ....... ....... ....... ........ ........ ....... .. 14
Housingfor All............................... ............................................................................. 23
Multi-modal Transportation.............................................................................................. . 32
Public Education/Learning Community.................................................................................... 37
Diverse and Vibrant Economy........... ........... ........... ........... ........... ........... ........... ..........43
Acknowledgements.............................. ........ .................... ........ ........ ..........46
Board of Commissioners
i • . • of Commissioners
r � /
f' E
Phyllis Portie-Ascott Amy Fowler Marilyn Carter Sally Greene
District 2 At Large District 1 At Large
Earl McKee Jamezetta Bedford Jean Hamilton
District 2 Chair District 1 Vice Chair District 1
Orange County Strategic Plan FY24-2S Progress Report Page 3
Manager's Message 5
Manager's Message
Orange County is a visionary leader in providing governmental services valued by our community. We
envision a future in which we work together to enhance the quality of life for all residents.The
Countywide Strategic Plan highlights the priority goals that will move us toward this vision for the future,
and outlines objectives to achieve our goals. By tracking our performance in these six priority areas,we
can communicate our progress and strategize together to address challenges when they arise.
i*mrrslfr,tke�jic plan has seen some exciting initial progress toward our goals for a
Healthy Community, Multi-modal Transportation, Environmental Protection and Climate Action, and
Housing for All, alongside important foundational work to begin tracking results of programming and
investments in education and economic development.
f„bteyleav dr-aphr medin9iNYb-eaoaesetsoslain abiIity,
preserving natural resources and reducing greenhouse gas emissions. We are ahead of schedule in
implementing strategies in the climate action plan and have recently completed the solar installation at
the EfInd EMS Station.
In our goal of achieving a healthy community through access to care and social safety net programming,
staff have achieved early success in the implementation of new innovative approaches to care, and in the
face of federal policy changes, have continued achieving our targets of providing social safety net
services.
While we have made progress on many of the goals focused on promoting accessible housing and
addressing housing disparities,the number of residents experiencing homelessness in the county
increased since last year and rental costs continue to increase, decreasing the impact of the housing
choice voucher subsidy.
Our goal of expanding, connecting and providing accessible public transportation options is off to a
f tc,mgrsQiiddrstfnle on county transportation services is up and timeliness has
improved.Transportation Services added three network connections in FY24-25.
fht)@,:msiDtovbaefitfoEgsEdiorFtducation and Learning Community goal this
establishing tracking in a few areas. County funds have been allocated for the Long Range School
Optimization Plan, and school capital spending on high priority needs and other capital uses is tracked
quarterly.A notable piece of progress this year was the opening and strong visitor numbers at the
Southern Branch Library.
The Diverse and Vibrant Economy goal is to foster an environment that attracts and retains sustainable
and diverse businesses and visitors, employment opportunities, and diversifis our tax base. In FY24-2S
we established baselines for tracking results of tourism resources invested in community partners
producing cultural events, as well as the results of the county's small business and agricultural economic
development grant programs. We began tracking results of employment programs provided by the
Department of Social Services and Durham Tech Community College.
Orange County Strategic Plan FY24-25 Progress Report Page 4
Planning Process 6
Strategic Plan Development Process
The Countywide Strategic Plan is intended to prioritize,focus, and align County programs and services.
The plan development process included stakeholder interviews and focus groups, an online
engagement portal, Countywide community surveys, and visioning sessions.
Plan Timeline
• January 2023
@m6jat Kickoff and Stakeholder Identi
• February 2023
Board of County Commissioners (BOCC) Strategic Planning Orientation
• March 2023
Stakeholder Interviews and Focus Groups Commence
• June 2023
Community Visioning and Start of Countywide Community Survey
• September 2023
Draft Plan Development
• December 2023
Community Review of Draft Plan
• February 2024
BOCC Adopt Plan and Create Subcommittee to Review and Revise Performance Measures
• April 2025
BOCC Approve Revised Performance Measures
• J u ly 2025
Departments Report Performance Measure Progress
Orange County Strategic Plan FY24-25 Progress Report Page 5
Planning Process 7
Tracking Progress
Progress is tracked regularly. Staff teams evaluate and discuss progress toward achieving the Board's
fW ategic Goals quarterly and report progress to the County Manager's Of
Monthly Quarterly Twice a Year Annually
County staff evaluate County leadership The County Manager's The County Manager's
and discuss progress provides the County Of prepares an W prepares a year-
on Strategic Plan fitawa_ter's Of update to the Board end update detailing
goals. progress updates for for each Strategic Plan progress on each goal.
each Strategic Plan goal, including Report presented to
goal. signitiant wins and the Board and shared
challenges. on
orangecountync.gov
for public access.
Orange County Strategic Plan FY24-25 Progress Report Page 6
Mission,Vision and Guiding Principles 8
Mission Statement
Orange County is a visionary leader in providing governmental services valued by our
community, beyond those required by law, in an equitable, sustainable, innovative, and
fifent way.
Vision Statement
We are a diverse, inclusive, and healthy county working together to strengthen our
community and enhance the quality of life for all residents.
Guiding Principles
Communication and Awareness Stewardship and Advocacy
We provide information and opportunities for We make proactive data-supported decisions and
engagement in a transparent manner so that all advocate to local,state and Federal governments
in our community have knowledge, in response to our community's needs in a way
understanding, and a voice. that best utilizes our resources.
Inclusivity and Engagement Partnership and Collaboration
We foster an environment in which all are We build meaningful relationships and
welcomed, represented, and empowered to connections that allow us to create holistic and
participate in and feel connected to their integrated systems of support for all.
community.
Social Justice
Dedication and Respect
We reject oppression and inequity by ensuring
We commit to our roles in public service and fair and equitable treatment of all people.
organizational excellence by fostering the skills,
talents, and innovation of our residents, Climate Action and Sustainability
employees,volunteers, and boards needed to
We recognize that our environment is critical to
carry out this work.
our existence and are deliberate in protecting,
preserving, and sustaining our natural resources
for the continued good of all.
Orange County Strategic Plan FY24-2S Progress Report Page 7
Goals
9
Strategic Priorities
Iritnlnental Protection and Climate Action
Promote sustainability and resiliency across the County and collaborate with our partners to activate our
community, protect and preserve our natural resources, and reduce greenhouse gas emissions.
Priority 2 Healthy Community
Increase equitable access to care and social safety net programming to promote the physical,social, and
mental well-being of our community.
Priority 3 Housing for All
Promote equitable and accessible housing and address housing disparities through policies,
partnerships, and collaboration to create a thriving community.
Wisdtit"dal Transportation
Collaborate with our regional partners to expand, integrate/connect, and provide accessible public
transportation options.
Ri&ityMucation/Learning Community
Enhance and maintain quality school operations and infrastructure and cultivate lifelong learning.
®runM* §r find Vibrant Economy
Foster an environment that attracts and retains sustainable and diverse businesses and visitors,
employment opportunities, and diversifis our tax base.
Orange County Strategic Plan FY24-25 Progress Report Page 8
Environmental Protection and Climate Action 10
Fhrie nty)tnenta I Protection and
Climate Action
Promote sustainability and resiliency across the County and collaborate with our
partners to activate our community, protect and preserve our natural resources, and
reduce greenhouse gas emissions.
Objectives
Identify the priorities and resources necessary to
implement the Climate Action Plan.
2)vest in our infrastructure to reduce the
dotft¢iffiestal impact of the County s
and improve safety. "
f
I>nprove educational opportunities for County staff
and community members on climate action and !
available resources to advance climate action
projects.
incentivize and promote sustainable agriculture and
local food systems development through supportive
policy,funding,farmland protection and educational
outreach.
Review land use policies to promote and connect
Town,County,and private trails and open spaces.
@rotect water supply/watersheds.
conserve and protect high-priority open space,
including Natural Heritage sites,nature preserves,
watershed riparian buffers,and prime/threatened
farmland.
Bclude environmental stewardship objectives in the
Comprehensive Land Use Plan.
Orange County Strategic Plan FY24-2S Progress Report Page 9
Environmental Protection and Climate Action 11
1 .1 Climate Action Plan Strategies
7.1 Implement 50% (35) of
Climate Action Plan Strategies Implemented Climate Action Plan Strategies
by June 30,2029, and
document strategy status in
Climate Action Tracker.
10
The measure is currently on track to
■ 30 achieve the 2029 target,having
_ implemented 21 Climate Action Plan
0 21 Strategies as of June 30,2025.
1 .2 Energy Use
1.2 Reduce the energy intensity
(energy used in KBTU, or one- Energy Used in County Facilities
88
thousand British thermal units, 86.8 KBTUs per sq.ft.
,t� 87.2 KBTUs per sq.ft.
per building square foot) of 86
county facilities by 70016 to 78.5
KBTUs per square foot by June D 84
30,2029. m ♦• Target
+ Actuals
L
82
Ln
January to June 2025 data will be i
idkbieptember. c 80
LU 78.5 KBTUs per sq.ft.
78
Baseline(FY23-24) Jul-Dec 2024
Orange County Strategic Plan FY24-25 Progress Report Page 10
Environmental Protection and Climate Action 12
1 .3 Solar Energy Generation
7.3 Increase the annual solar
Solar Generated by County Facilities
4,000,000 energy generated at County
facilities by 767% by June 30,
m 3,011,619 KBTUs 3,011,619 KBTUs 2029.
Y 3,000,000 - — — — — — — — — ♦
c
0
2,217,652 KBTUs
o ♦- Target The measure is currently on track to
-C2,000,000
(3 ® Actuals meet its target by June 30,2029.The
0
1,127,947 KBTUs County expects solar generation to
w
1,000,000 increase due to recent and planned
projects.The Efind EMS Station
0
recently completed its solar
0
installation,and we have secured
Basel i ne(FY23-24) FY24-25
grant funding to install solar at the
Cedar Grove Community Center.We
plan to add solar to the Southern
Human Services Center and the
Drakeford Library Complex,and are
conducting a solar feasibility study to
help prioritize future projects.
1 .4 Vehicle Replacement
7.4 Replace 75%of County non-
Replacement Vehicles that are Electric
f6t responder vehicles(7-8 80
vehicles) each year with electric 7.- •
or other alternative fuel w 75%
2 62%
vehicles(blodiesel, ethanol, M 50
hydrogen, etc.). M
♦•Target
t Actuals
Out of 29 vehicles replaced in FY24- j 40
25,18 are electric vehicles36 of the
'2D8 vehicles in the 6avpy�e 0-
N 23%
electric vehicles. 0'
20
Baseline(FY23-24) FY24-25
Orange County Strategic Plan FY24-25 Progress Report Page 11
Environmental Protection and Climate Action 13
IS Environmental Protection and
Sustainable Practices
7.5 Increase the rating in the bi-annual community survey on the following two questions by one
percentage point every2years:
How would you rate the County:
• Asa community committed to green &sustainable practices
• Asa place that prioritizes environmental protection
The 2023 Community Survey indicated a fo%itive response to the County's commitment to green and sustainable
practices.The positive response was slightly lower,60%,to the County's prioritization of environmental protection.The
2025 Community survey will be administered in the fall.
1 .6 Sustainable Farming Practices
7.6 Establish a baseline and increase the number of sustainable farming practices farmers implement
after participating in sustainable farming programs, outreach, or education each year.
In FY2024-25:
• 19 sustainable farming practices were funded through the agricultural economic development grant program,
• 442 landowners conducted soil health management,and
• 64 acres were managed through prescribed burning.
Orange County Strategic Plan FY24-2S Progress Report Page 12
Environmental Protection and Climate Action 14
1 .7 Land Protection
7.7 Permanently protect 300
Acres of Land Protected by Easement additional acres of farmland,
priority natural areas, riparian
0affpld4iY0snd
wildlife habitat over the next 5
100 200 years.
The measure is on track to meet its
fie-year targetfiag6ag the
0 67 300 of tracking the measure,the County
protected an additional 67.242 acres,
or 22.4%of the goal.
Orange County Strategic Plan FY24-25 Progress Report Page 13
Healthy Community 15
iniZ o m m u n i ty
Increase equitable access to care and social safety net programming to promote the physical,
social, and mental well-being of our community.
Objectives
!improve harm reduction,prevention,and
therapeutic interventions for adults and children
experiencing behavioral health issues,substance use
1� disorder,and intellectual or developmental disability.
p' Expand access to quality,affordable healthcare
services. (e.g.,Crisis Diversion facility, Medicaid
— - --- expansion,crisis response,
behavioral health).
Provide protective services for our most vulnerable
community members with practices and resources
that support reducing risk factors,ensuring safety,
and achieving permanency.
.4 fieppiatisdae figsidneeds and
low-income families through a robust safety net of
economic supports that help build long-term
fiancial security.
&66d rsion,therapeutic
interventions,and re-entry support,including
housing forjustice-involved children and adults.
Fhvest in,support,train,and retain our community
safety,health,and emergency services employees
and direct care workforce.
@rovide sustainable,equitable,and high-quality
community safety and emergency services to meet
the community's evolving needs.
T,dvest in services and programs that improve the
health and quality of life of the community(e.g.,
recreation and public open spaces,arts,etc.)
Orange County Strategic Plan FY24-2S Progress Report Page 14
Healthy Community 16
2.1 Post Overdose Response Team ( PORT)
Implementation
2.1 Implement Post Overdose Response Team (PORT):
• PORT contacts 90% of patients referred within 24 hours.
• PORT establishes and maintains an 80% induction to transfer of care and completion of medication-
assisted treatment for opioid-use disorders.
fetitbree quarters of operation, PORT has not yet met the ambitious target of a 90 percent contact
rate within 24 hours.The team attempts to contact patients for referral, but successful contacts are often challenging
when the team does not have a patient's phone number or address.
T lcsar kgfrtl til l®�tS�ItOci 9f�ItY mgi-t of 80 percent. Because the
absolute number of PORT inductions is small,a minor amount of variation can dramatically impact the percentage from
one quarter to the next.
PORT Patient Referral PORT Induction to Transfer of Care
100 120
�- - - - n
i i 90% 90% 90% 100%
v o 75 0
58% 4
4-1 0U 80% 80% 80%
ro c 50 46% - 80
� U O 70%
3 25 60
Oct-Dec Jan-Mar Apr-Jun Oct-Dec Jan-Mar Apr-Jun
2024 2025 2025 2024 2025 2025
-*- Target -*- Target
♦- Actuals + Actuals
Orange County Strategic Plan FY24-25 Progress Report Page 15
Healthy Community 17
2.2 Medicaid Enrollment
2.2 Increase enrollment of Medicaid-eligible residents by 1% (200 individuals)annually through Fiscal
Year 2028-29.
The measure is currently meeting and exceeding its target,having increased the enrollment of Medicaid-eligible residents
by 5 percent since June 2024.
Medicaid Enrollment
22,000
21'375 21,367 21,416 21,443 21,470
0 21,500 21,292
21,085
20,973
LU .6 21,000 20,858
Ln
20,682 20,681 20,616
20,412 20,453 ♦ Target
� 20,500 t
(DActuals
20,000
OldOld OIIx Old Old Old Old Old O�� Old Old O1�
fie\ 7� POd' CoQ p� �o Oe 7a <,e
a�
0
Orange County Strategic Plan FY24-25 Progress Report Page 16
Healthy Community 18
2ctibe and Diversions from the Legal
System
2.3 Increase by 2%annually the
d
number of individuals ons and Diversions from the Legal System
500
deted or diverted from 421 418
criminal legal system 400
involvement, by referring
individuals to the Criminal Fu 300
Justice Resource Department Target(429)
detion and diversion ® Actuals
C 200
programs.
100
The Criminal Justice Resource
Department reported three 0
@ntiend d
Baseline(FY23-24) FY24-25
�n
diversions from the legal
system in FY24-25 than in FY23-
24.
Orange County Strategic Plan FY24-2S Progress Report Page 17
Healthy Community 19
2.4 Employee Retention
2.4 Through Fiscal Year 2028-29,
Frontline Employee Retention
ioo maintain an annual retention
96.5% rate of 86016 or more among:
95 Deputy Sheriffs,
EMTs and Paramedics,
90 ♦• Target • 911 Call Takers and
ry
(D -� Actuals Telecommun/cators, and
0
86.0%,/286.0% • Protective Services Social
a ♦
w 85 84 /° Workers
80 The measure is currently
Baseline(FY23-24) FY24-25 meeting and exceeding the
fatgeIarTAwv an
overall frontline employee
retention increase of 12.5
percentage points,10.5
percentage points more than
the proposed target.
2.5 EMS Response Time
2.SAchieve by April 1,2025, and
maintain a 65%adherence rate EMS Adherence to Critical Response Time
so
to a 75 minute or less emergent
total response time for events 75.4%
requiring critical intervention o 75
by Emergency Medical
Services. 70 ♦• Target
Actuals
65.0% 65.0%
630
fetter, EMS adherence Q 65 �° r - - - - - - -•
to the critical response time
increased by 12 percentage
points,surpassing the target 60
rate by over 10 percentage Baseline(FY23-24) FY24-25
points.
Orange County Strategic Plan FY24-25 Progress Report Page 18
Healthy Community 20
2.6 Mental Health Training
2.6 Train 80 individuals annually on
Mental Health Training
ioo mental health topics, including Mental
_0 80 87 Health First Aid and Applied Suicide
- - - - - - - - - -
Intervention Skills.
U
50
The Health Department and Criminal
> 25
c
Justice Resource Department trained a
combined 87 individuals on mental
0 health topics in FY24-25, exceeding the
Baseline(FY23-24) FY24-25 annual target.
Actuals
-®. Annual Target
2.7 Child Support Collection
2.7 Work with families to collect at least 70916 of all current child support owed and collect arrears for at
least 70% of the families served by the Child Support Services Program annually.
The collection rates are currently meeting and exceeding the target by at least 3 percentage points.
Child Support Collection Rates
74
73.5%
73.3%
7.3 73.0%
L, 73
C
0
U
°' 72
o -0- Target
U + Current Owed Collections
06- 71 f Arrears Collections
0-
_0 70.0% 70.0%
70 0- - - - - - - - - - - - - - - - �
U
69
Baseline(FY23-24) FY24-25
Orange County Strategic Plan FY24-25 Progress Report Page 19
Healthy Community 21
2.8 Food - Insecure Households Served
2.8 Serve 96%of the estimated
eligible food-insecure Orange Estimated Eligible Food-Insecure Households Served
97
County households with food
and nutrition services annually. 96.4%
0
96.0%
96
The measure is currently cn ♦• Target
Ln
meeting the target. In the pasto + Actuals
year,the percent of estimated 95
eligible food-insecure
households served increased 94.2%
from the baseline of 94.2%to 4(
96.4%.The County served a 94
monthly average of 9,440 Baseline(FY23-24) FY24-25
participants.
2.9 Family Success Alliance Program
Family Success Alliance Program 2.9 Provide 128 families annually with
150 case-management through the Family
_0 _ _ _ _ _ _ _ _ 14' Success Alliance program to connect
°J them to medical/mental health care,
°Q 100
a housing, or food with support,
U) information, and referral services.
Q)
5o
In the past year,the number of families
0 served through the Family Success
Baseline (FY23-24) FY24-25 Alliance increased by 24 families from
♦- Target(128) the baseline of 117 to 141,exceeding the
• Actuals target forth is measure.
Orange County Strategic Plan FY24-25 Progress Report Page 20
Healthy Community 22
2.10 Child Reunijbation
2.10 Increase the percentage of
children achieving permanency ffiinliidnerl Exiting Foster Care Through Reunl
33
through reuniSation when
exiting foster care by 7
percentage point peryear. 0 32%
32
e
In the past year,the percentage
of children achieving 0 /31% -•• Target
-831
permanency through — Children Reunited
reunifiation when exiting U
foster care increased by 2 -2 30%
percentage points, exceeding 30
the target set.
29
Baseline (FY23-24) FY24-25
2.11 Mobile Crisis Team Responses
2.11 Increase by 10 quarterly the
Mobile Crisis Team (CARE) Responses
100 number of 977 responses made
85 by the Mobile Crisis Team
Ln
C 75 74 (CARE).
a 60
Ln 55
ry45
0 50 35 Team responses grew beyond
the target in the second and
D 25 third quarters,with a dip in the
z
fourth quarter when the Call
0 Center Counselor position was
Jul.-Sept.2024 Oct.-Dec.2024 3an.-Mar.2025 Apr.-Jun.2025 vacant.
Target Mobile Crisis Team (CARE) Responses
In FY24-25,the team served 349
unique individuals and 93% of
responses were diverted from a
criminal charge.
Orange County Strategic Plan FY24-25 Progress Report Page 21
Healthy Community 23
2.12 Cultural Competence Training
&UrAbponder county employees complete annual training to ensure cultural competence.
Staff are developing a training curriculum which will be piloted in FY25-26.
2.13 Community Survey Response to
Amenities and Activities
2.13 Increase positive responses to thestatement: "County provides adequate amenities, access to leisure
activities, and cultural activities"by 1 percentage point in the 2027 and 2029 community surveys.
The 2023 Community Survey indicated a 53.8% positive response to the statement.The 2025 Community
survey will be administered in the fall.
Orange County Strategic Plan FY24-2S Progress Report Page 22
Housing for All 24
F amt (:3for All
Promote equitable and accessible housing and address housing disparities through
policies, partnerships, and collaboration to create a thriving community.
I _ — Objectives
— Wse regular federal and local funds to build
and/or acquire new affordable housing.
address need and any policy barriers to
- increase access to emergency shelter beds
_e and other low-barrier housing, including
eviction diversion.
13-ivest in permanent supportive housing and
help residents achieve housing stability.
Prioritize and select County-owned land
and/or facilities, including the Greene Tract,
as part of an overall plan of facilities
to create crisis, bridge, low barrier, affordable,
and permanent housing.
Review County ordinances, policies,
agreements, and the regulatory processes to
streamline practices, and increase
opportunities and reduce barriers to
construct housing.
13-icrease opportunities for public employees
to buy and rent homes where they work.
IZxpand resources and invest in housing
designed for our aging and disabled
residents.
Rehabilitate and repair existing housing to
preserve naturally occurring affordable
housing and avoid displacement.
increase representation of people with lived
experience on housing related matters.
ID Support unhoused residents in obtaining
temporary and permanent housing.
1 Ensure timely and thorough investigations
and dispositions to all civil rights and fair
housing complaints.
Orange County Strategic Plan FY24-25 Progress Report Page 23
Housing for All 25
3.1 Affordable Housing Units
3.1 Increase the number of affordable
Affordable Housing Units Constructed
15 (80%AMI or below) housing units
funded by Orange County by an average
10 of 10 annually over 5 years, prioritizing
10 60016 AMI or below.
s
o
S
4--
0
5 In FY24-25, 9 units were funded and 3
3
E were constructed. Due to construction
0
Z schedules,there will naturally be some
0 variation from year to year.
Baseline(FY23-24) FY24-25
Target
Housing Units
Orange County Strategic Plan FY24-25 Progress Report Page 24
Housing for All 26
3.2 Cold Weather Emergency Beds Available
3.2 Increase the
number of 60 Cold Weather Emergency Beds
immediately
accessible cold
weather emergency so
beds available in the 20
community by 25%by 40
2026.
07 IFC Cold Weather Beds
0
30 OC Cold Weather Beds
The measure is -0
E Baseline
currently meeting and Z
exceeding the target. 20
35
In the last year,the 2s
number of cold 10
weather emergency
beds increased from
the baseline of 28 0
beds to a total of 55 Baseline (FY23-24) FY24-25
available between
Orange County and
the Inter-Faith Council
for Social Service.
3.3 Transition to Permanent Housing
3.3 Establish a baseline and increase by5 peryear the number of individuals moved from Bridge Housing
programs to stable permanent housing.
FY24-25 is the baseline year for this measure. 6 individuals were moved from Bridge Housing programs
to stable permanent housing.
Orange County Strategic Plan FY24-25 Progress Report Page 25
Housing for All 27
3.4 Permanent Supportive Housing
3.4 Increase the number of
households housed in Households Housed by Permanent Supportive Housing
25
permanent supportive housing
by 10016 annually.
20
20
Ln
18
The number of householdsLn
0
housed in permanent =
cn
supportive housing increased o 15
from the baseline of 18i Households Housed
households to 20 households, 0 Target
meeting the annual target. oto
N
a�
E
D
z
5
0 x
Baseline(FY23-24) FY24-25
3.5 Eviction Diversion Programs
Program Recipients Avoiding Eviction 3.5 70016 of residents served by
90 eviction diversion programs
0
87% avoid eviction in the next 12
0 85 months.
U 82%
w
80
♦•Target In the past year, program
o -4-- Actuals recipients who avoided eviction
Q 75
L, increased by 5 percentage
,_,
Q) 70% points from 82%to 87%,
70 s
iv exceeding the target success
ry
rate.
65
Baseline(FY23-24) FY24-25
Orange County Strategic Plan FY24-25 Progress Report Page 26
Housing for All 28
3.6 Development Permit Approval
3.6 8sttalbliekomeiirhe and decrease by 5016 the median amount of time it takes from
permit application to certi6ate of occupancy issuance for housing developments by June 30, 2029.
The baseline median development processing time is expected in October 2025. In FY25-26,staff are
fivaasuing strategies to improve software and staff work
3.7 Employee Assistance Programs
3.7 Establish a baseline and increase by5% the awareness of available housing and rental assistance
programs among county employees by June 30,2029.
In FY25-26,staff will establish a baseline level of awareness through survey, and then pursue strategies to
increase awareness among staff of programs available.
Orange County Strategic Plan FY24-25 Progress Report Page 27
Housing for All 29
3.8 Repair and Rehabilitation of Housing
Units
3.8 Increase by an average of 10016
annually over5years the number of Housing Units Repaired or Rehabilitated
30 28
housing units repaired or rehabilitated.
25 24 24
♦ — — — — — — —
The measure is currently meeting and Ln 22
exceeding the target. In FY24-25,22 20
housing units were repaired and 5 were N
rehabilitated by the Housing 0 15
Department. o
a�
E 10
z
5
0
Baseline(FY23-24) FY24-25
® Actuals
-0• Target
3.9 Lived Experience of Board Members
3.9 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.
The measure is on track to meet the target by June 2029. In FY24-25, an average of 16%of board
members were individuals with lived experience:
• 29% of individuals on the Housing Choice Voucher Advisory Board,
• 6.7%of individuals on the Affordable Housing Advisory Board, and
• 20%of individuals on the Partnership to End Homelessness Advisory Board.
Orange County Strategic Plan FY24-25 Progress Report Page 28
Housing for All 30
3.10 Unhoused Individuals
3.10 Reduce the
175 Individuals Who are Unhoused number of individuals
who are unhoused by
10016 peryear,
150 148 149 prioritizing protection
133 from displacement.
125
In the past year,the
number of individuals
> 100 who are unhoused
® Unhoused Individuals
increased from 148
♦ Target individuals to 149
75
E individuals.
D
Z
50
25
0
Baseline (FY23-24) FY24-25
Orange County Strategic Plan FY24-25 Progress Report Page 29
Housing for All 31
3.11 Housing Discrimination Cases Processed
3.77 Process 8 housing
discrimination cases Housing Discrimination Cases Processed
10
per year.
s
The measure is 8
currently delayed from
meeting the target.
a�
The Housing M 6
Discrimination o 5 ♦•Target
4 OC Processed
Investigator position • Referred to HUD
was vacant in FY23-24, z 4 k*
preventing the County
from processing
2 2
housing 2
discrimination cases.
However, staff are
0
referring cases to the o
US Department of Baseline (FY23-24) FY24-2S
Housing and Urban
Development (HUD)
for processing. This
position is expected to
begin processing
cases in FY2S-26.
Orange County Strategic Plan FY24-25 Progress Report Page 30
Housing for All 32
3.12 Rent Cost Support Vouchers
3.72 Continue
goo Rent Support for Households Through Vouchers providing rent cost
650 — — — — — _ 655 - - - - - -625 support through
federal housing choice
600
vouchers for 650
households annually.
Soo
v
U
The measure is
0 400
> ® Actuals currently not meeting
° ♦
Target the target. Federal
300 cuts to Section 8 will
E
Z provide less subsidy
200 over time.Therefore,
through natural
attrition,the county
100
will decrease the
voucher roll until
o
funding increases
Baseline (FY23-24) Dec 2024 Jun 2025 again,while
maintaining 100%
subsidy utilization.
Orange County Strategic Plan FY24-25 Progress Report Page 31
Multi-modal Transportation 33
FPu'fi.ddt"da I Transportation
Collaborate with our regional partners to expand, integrate/connect, and provide accessible public
transportation options.
Objectives
Identify priorities and resources necessary to
implement the Orange County Transit Plan. m
Increase community awareness of all modes of +
transportation,including transit, bike and pedestrian,
vehicle,and all other modes.
Support road projects that address congestion and
reduce commute time using the County's Complete
Streets policy.
Coordinate transit investments with municipal and
county land use planning to reduce vehicle miles
traveled and to provide more equitable access to
shopping,employment,medical centers,college
campuses,etc.
Invest in implementing the County's Safe Routes to
Schools plan.
Bpdate transportation-related plans to provide more
multimodal options,including rural Orange County.
Orange County Strategic Plan FY24-25 Progress Report Page 32
Multi-modal Transportation 34
4.1 Transportation Ridersh i p
Ridership on Transportation Services 4.7 Increase ridership
35,000 by 5%each year on
fled route, demand
29,605 29,605 response, and mobility
30,000 ♦ - - - - - - -�g65�
on-demand
25,000 transportation
9,306
services.
a
20,000 ♦ Target
o Mobility on Demand
Fixed Route In FY24-25,the
D 15,000 Demand Response combined ridership of
z
29,660 trips surpassed
10,000 the target of 29,605
trips.
5,000
0
Baseline (FY23-24) FY24-25
Orange County Strategic Plan FY24-25 Progress Report Page 33
Multi-modal Transportation 35
4.2 Outreach Events
4.2 County transportation
information is included in 90 Outreach Events with Transportation Information
ioo
outreach events each year. 90
•
Information was included in 53 80
outreach events in FY24-25, by Ln
the Transportation Department
and the Department on Aging. w
-c 60 -•- Target
The Transportation ® Q1
Department began prioritizing • Q2
this objective in late FY24-25, 0 12 • Q3
and anticipates continued 40 Q4
progress toward the target in �
z
the future.
20
17
0
FY24-25
4.3 Com m u n ity Su rvey Tra nsportation
Satisfaction
4.3 Mtrvtke by 1 percentage point every two years the percentage of residents who are satis
biking, walking, and bus travel, as reported in the community survey.
The 2023 Community Survey indicated a 33.9%satisfaction rate for walking,21.7%for biking, and 16.2%for
bus. The 2025 Community survey will be administered in the fall.
Orange County Strategic Plan FY24-25 Progress Report Page 34
Multi-modal Transportation 36
4.4 Transportation Network Connections
4.4 Add at least one transportation network connection (sidewalks, trails, transit stops, etc.) each year
through implementation of the Transportation Multi-Modal Plan.
Additional Transportation Network Connections
4 Transportation Services added three
Ln connections in FY24-25.
3
u 3
a
A bus stop at Whitted Human
u Services Building
C 2
.° A transfer stop at the Orange
o County Library in Hillsborough
Ln The Hillsborough Circulator was
split into two routes,the Orange
p 0 Loop and Blue Loop, reducing
Baseline (FY23-24) FY24-25 headways and increasing
60etqtional of
Target
0 Connections Added The Department aims to add the
Mebane Circulator in FY25-26.
Orange County Strategic Plan FY24-25 Progress Report Page 35
Multi-modal Transportation 37
43 Transportation Service Timeliness
Afdlncrease by 1 percentage point each year the percentage of on-time pick-ups and drop-offs on
route, demand response, and mobility on-demand transportation services.
On-time rates are close to 100%for both Fixed Route and Demand Response services.The Transportation
Department continues to explore additional ways to improve service.
For Fixed Routes, "on-time" pick-ups and drop-offs have a range of+/- 5 minutes. Fixed Route service
continued steady service delivery with a 99.9% on-time service in FY24 and a 99.4% in FY24-25.
Demand Response service has a window of 15 minutes before a scheduled time and 10 minutes after a
scheduled time to be considered on-time.The Transportation Department increased its on-time
Demand Response service by 5% in FY24-25.
The County considers a 15-minute average wait time for the Mobility on Demand service to be on-time.
Average wait times fell from 22 minutes in FY23-24 to 19 minutes in FY24-25.
On-Time Pick-Ups and Drop-Offs Mobility on Demand Average Wait Time
110 30
100% 99% 22
Ln 100 19
�� ~ �20
Ln 15 15
`—' 0 90 -- — — — — — — — — --
0 84% '
E 80 79% �- 10
(D
c Q
0
70 0
Baseline (FY23-24) FY24-25 Baseline (FY23-24) FY24-25
+ Fixed Route Actuals
+ Demand Response Target
Orange County Strategic Plan FY24-25 Progress Report Page 36
Public Education/Learning Community 38
RWtd rli l ucation/Lea ru i ng
Community
Enhance and maintain quality school operations and infrastructure and cultivate lifelong learning.
r4 7
f Objectives
` a foster collaborative relationships with formal
_ and informal educational organizations and
t agencies to provide opportunities for
fb
h community members to meet, connect, and
learn together.
nprove school readiness and educational
outcomes by providing access,training,tools,
technology, and other resources needed to
thrive.
]Provide support for Durham Tech continuing
education, college and career readiness
programming.
Wnprove learning environments by investing
in facilities that address repair, renovation,
and educational adequacy needs.
rnvest in and implement a plan that supports
schools operational and facility funding
needs.
l-nplement the recommendations of the
Schools Safety Task Force.
Orange County Strategic Plan FY24-25 Progress Report Page 37
Public Education/Learning Community 39
5.1 Childcare Subsidy Program Enrollment
5.7 Increase by 7%each year the
number of children from low- Children Enrolled in Childcare Subsidy Program
700
income households enrolled
annually in the childcare 600 586 574
subsidy program.
v 500
0
The number of children from w
low-income households a 400
� ® Actuals
enrolled in the childcare v Target
subsidy program decreased o 300
from the baseline of 586 �
children to 574 children, a D 200
z
decrease of 2%. In Sept.2024,
there was a reduction in state 100
and federal funds which caused
a delay in services and a 0
waiting list was implemented. Baseline(FY23-24) FY24-25
The Orange County Board of
County Commissioners
approved county funds to help
supplement reductions and
enrollment of children is
beginning to increase month
by month.
Orange County Strategic Plan FY24-25 Progress Report Page 38
Public Education/Learning Community 40
S.2 Digital Literacy Workshops
5.2 Reach residents in all 15 zip codes of
Zip Codes Reached in Digital Literacy Workshops the county with digital literacy
workshops offered annually.
The Department on Aging offered 69
classes in FY24-25, reaching 11 zip codes
in the county.The library offered 64 one-
Jew on-one digital instruction sessions and
anticipates implementing a digital
o �� 15 literacy grant to expand programming in
FY25-26.The Cooperative Extension
hosted youth programming including
digital learning topics.
S.3 Long Range School Optimization Plan
&$ Long Range School Optimization Plan, funding planning for
f-&45` �d*dbllzDF)6Wb37cblibd,-eidttremaana- g funds by the end
of the 10 year plan period.
The measure is on track to meet the target. Funds have been allocated for planning.
Orange County Strategic Plan FY24-2S Progress Report Page 39
Public Education/Learning Community 41
S.4 School Capital Spending
5.4 Track and report quarterly on school capital spending on high priority needs and other capital uses.
QTaInAeCd5betV42p".Ues)ttAofding in a lump sum at the beginning of the
Tical year balance will be available in the fall.
Available Balance of School Capital
70,000,000
$60,600,000
60,000,000
C:
C- $50,700,000
a 50,000,000
Ln
76 $43,500,000
V 40,000,000
$34,119,784
30,000,000
June 2024 Sept 2024 Dec 2024 Mar 2025
S.S School Safety Task Force
5.5 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.
No meeting was held in FY24-25.This policy review conversation is planned for the September 2025
Board of County Commissioners Joint Meeting with the School Boards.
Orange County Strategic Plan FY24-25 Progress Report Page 40
Public Education/Learning Community 42
S.6 Library Visitors
5.6 Establish a baseline and increase
visitors to the Southern Branch Library 40,000 Southern Branch Library Visitors
by 5916 annually.
31,728
The Southern Branch Library soft 30,000
opening was February 3,2025.
0
j 21,050
0 20,000
PPm
F
D
Z
10,000
0
Feb-Mar 2025 Apr-June 2025
Orange County Strategic Plan FY24-25 Progress Report Page 41
Public Education/Learning Community 43
S.7 Scholarship Recipients
5.7/ncrease by 7 percentage
Scholars who Complete a Program or Transfer
59 point annually the percentage
of Durham Tech Promise
58%
58 scholarship recipients who
.71 complete a program or transfer
LA 57
to a four-year college or
56 university.
(D ♦ Target
a
55 -®- Actuals
The percentage of scholars who
° 54%
co 54 complete a program or transfer
V
U� 53%o increased by 5 percentage
53 poi nts from 53%to 58%.
52 Students typically take 3 years
Baseline(FY23-24) FY24-25 to graduate or transfer,so
baseline calculations are FY20-
21 recipients who graduated or
transferred by Fall 2024. FY24-
25 data are FY21-22 recipients
outcomes.
Orange County Strategic Plan FY24-25 Progress Report Page 42
Diverse and Vibrant Economy 44
8n' Aw... fond Vibrant Economy
Foster an environment that attracts and retains sustainable and diverse businesses and visitors,
fivnW 3t I 'sWportunities,and diversi
Objectives
provide family-oriented and inclusive
programming or other cultural events for
residents and visitors.
2eview and revise County policies and
regulations to support business investment
in Orange County.
Streamline and digitize business processes to
fiiei tilt fictions between
employers and County departments.
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.
5ncrease access to and awareness of
resources and assistance available to
residents and businesses.
Provide workforce and business
development resources to enhance the skills
of residents of the County.
Expand the non-residential tax base.
Orange County Strategic Plan FY24-25 Progress Report Page 43
Diverse and Vibrant Economy 45
6.1 Economic Impact of Tourism
I nvestments
6.1 Establish a baseline of tourism resources invested in community partners producing cultural events
by June 30,2025, and evaluate the economic impact annually.
The Arts Commission totals are preliminary estimates. Final totals are delayed due to impacts from
Tropical Storm Chantal.
The Visitors Bureau's impact total includes events for which they were one of many sponsors.
Economic Impact of Investment in Cultural Events
10,000,000
$9,485,334
8,000,000
6,000,000
r Arts Commission
Visitors Bureau
4,000,000
2,000,000
0 $16,320 $136,643 $268,126
Investment
Economic Impact
Orange County Strategic Plan FY24-25 Progress Report Page 44
Diverse and Vibrant Economy 46
6.2 Small Business Investment Grant & 6.3
Agricultural Economic Development Grant
6.2 Establish a baseline and increase by 7 6.3 Establish a baseline and increase by 7
percentage point each year the percentage of percentage point each year the percentage of
Small Business Investment Grant recipients that Agricultural Economic Development Grant
are still in business one year after receiving a Program recipients farms that are still in
grant. operation one year after receiving the grant.
TEhEresults report will be available in TEhEresults report will be available in
December for fall 2024 awardees.There are 13 December for fall 2024 awardees.There are 11
recipients in the cohort. recipients in the cohort.
6.4 Employment Services Enrollment
6.4 Establish a baseline and increase by3 percentage points annually the percentage of residents
enrolled in Employment Services who complete an employment or training-related program and/or gain
employment.
The County is determining the parameters for what is determined a program completion. Baseline data
will be available in FY25-26.
6.S Durham Tech Work Program
6.5 Establish a baseline and increase by 7 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.
85% of residents enrolled in FY23-24 completed an employment or training-related program by the end
of FY24-25.
98 Back to Work Grants were awarded in FY23-24, and 127 in FY24-25.
Orange County Strategic Plan FY24-25 Progress Report Page 45
Acknowledgements 47
Acknowledgements
f[aik,strategic plan is the result of the combined efforts of our County's residents, elected of
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.
� s
Orange County Strategic Plan FY24-2S Progress Report Page 46