HomeMy WebLinkAboutAttachments for January 16, 2026 Board Retreat Agenda 1
Attachment 3-a
Orange County
To: Board of County Commissioners
From: Kelly Guadalupe, Strategic Planning Manager
Travis Myren, County Manager
Date: January 16, 2026
Subject: Orange County Strategic Plan Performance Measures
Background
On February 20, 2024, the Board of Commissioners approved a Countywide Strategic Plan for
FY2024-25 through FY 2028-29. This plan includes a mission, vision, guiding principles, six goals
and objectives associated with each goal. Revised objectives and performance measures for
each of the six strategic goals were adopted in April 2025.
These performance measures track 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 are tracked quarterly. Twice each year, the County
Manager's Office prepares an update to the Board for each Strategic Goal including specific
milestones and challenges.
2
Strategic Plan Progress Report 2026 Board
Retreat
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TABLE OF CONTENTS
Cover........................................................................................................................ 3
Mission,Vision and Values.................................................................................................. 4
Coals........................................................................................................................ 5
Environmental Protection and Climate Action.............................................................................. 6
HealthyCommunity.........................................................................................................11
Housingfor All..............................................................................................................19
Multi-modal Transportatio n................................................................................................ 26
Public Education/Learning Community....................................................................................30
Diverse and Vibrant Economy..............................................................................................35
Cover
4
Orange County Strategic Plan
FY202S-2029
FY2025-2026 First Quarter Progress Report
ft- k
;t
*J
Strategic Plan Progress Report 12026 Board Retreat Page 3
Mission,Vision and Values 5
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
efficient 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.
Strategic Plan Progress Report 12026 Board Retreat Page 4
Goals
6
Strategic Priorities
ffhivii4nlnental 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.
Wisdtityr*dal Transportation
Collaborate with our regional partners to expand, integrate/connect, and provide accessible public
transportation options.
F:K&ityMucation/Learning Community
Enhance and maintain quality school operations and infrastructure and cultivate lifelong learning.
BKeawky find Vibrant Economy
Foster an environment that attracts and retains sustainable and diverse businesses and visitors,
employment opportunities, and diversifies our tax base.
Strategic Plan Progress Report 12026 Board Retreat Page 5
Environmental Protection and Climate Action 7
Inity)tnental 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 ,
bdentify the priorities and resources
necessary to implement the Climate Action
Plan.
west in our infrastructure to reduce the
environmental impact of the County
fleet/facilities and improve safety.
TTnprove educational opportunities for r '
County staff and community members on
climate action and available resources to
advance climate action projects.
Mcentivize and promote sustainable
agriculture and local food systems
development through supportive policy,
funding,farmland protection and
educational outreach.
Review land use policies to promote and
connect Town, County, and private trails and
open spaces.
Protect water supply/watersheds.
Conserve and protect high-priority open
space, including Natural Heritage sites,
nature preserves,watershed riparian buffers,
and prime/threatened farmland.
Wclude environmental stewardship
objectives in the Comprehensive Land Use
Plan.
Strategic Plan Progress Report 12026 Board Retreat Page 6
Environmental Protection and Climate Action 8
1 .1 Climate Action Plan Strategies
1.1 Implement 50% (35) of Climate Action
Climate Action Plan Strategies Implemented Plan Strategies by June30,2029, and
document stra tegy sta tus in Climate
Action Tracker.
\ The measure is currently on track to achieve
�\ the 2029 target,having implemented 21
30 Climate Action Plan Strategies as of June 30,
21 2025.
0
1 .2 Energy Use
7.2 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.
87.2 KBTUs per sq.ft.
per building square foot)of ( 86
County facilities by 70% to 78.5 a
KBTUs per square foot by June 84
30,2029. m 82.4 KBTUs per sq.ft. -*-Target
82 +Actuals
Ln
Energy use is decreasing as planned, i 80
and is on track to reach the target w 78.5 KBTUs per sq.ft.
♦ - - - - - - •
before June 30,2029. LED conversion 78
projects contribute to this success. Baseline(FY23- Jul-Dec 2024 Jan-Jun 2025
24)
Strategic Plan Progress Report 12026 Board Retreat Page 7
Environmental Protection and Climate Action 9
1 .3 Solar Energy Generation
7.3 Increase the annual solar energy
Solar Generated by County Facilities 4,000,000 generated at County facilities by 767016 by
o June 30,2029.
3,011,619 KBTUs 3,011,619 KBTUs
3,000,000 ♦ - - - - - - - - -0
2,217,652 KBTUs
u The measure is currently on track to meet its
>�F- 2,000,000
m target by June 30,2029.The County expects
C: 1,127,947 KBTUs
w 1,000,000 solar generation to increase due to recent and
o IL L planned projects.The Efland EMS Station
Ln 0 recently completed its solar installation,and
Basel ine(FY23-24) FY24-25 the County has secured grant funding to install
solar at the Cedar Grove Community Center.
♦• Target
� Actuals
The County plans to add solar to the Southern
Human Services Center and the Drakeford
Library Complex,and is conducting a solar
feasibility study to help prioritize future
projects.
1 .4 Vehicle Replacement
1.4 Replace 75916 of County non-first
responder vehicles each year with Replacement Vehicles that are Electric
� 100
electric or other alternative fuel vehicles
(biodlesel, ethanol, hydrogen, etc.). Y 75 75%
U)
a�
U o
50
74%,or 23 out of 31 vehicles replaced,were j w
replaced with electric vehicles in FY24-2536 of ��0
U 25
�a
the 208 vehicles in the ounty fleet are electric 0
vehicles. 0
Baseline (FY23-24) FY24-25
♦• Target
+ Actuals
Strategic Plan Progress Report 12026 Board Retreat Page 8
Environmental Protection and Climate Action 10
IS Environmental Protection and
Sustainable Practices
7.5Increase the rating in the bi-annual communitysurvey on the following two questions by one
percentage point every2years:
How wouldyou rate the County:
• As a community committed to green &sustainable practices
• Asa place that prioritizes environmental protection
The 2023 Community Survey indicated a(vMitive response to the County's commitment to green and sustainable
practices.There was a 60%positive response to the County's prioritization of environmental protection.The 2025
Community Survey will be administered in winter 2026.
1 .6 Sustainable Farming Practices
7.6 Establish a baseline and increase the number
of sustainable farming practices farmers Sustainable Farming Practices Implemented
1,500
implement after participating in sustainable
farming programs, outreach, or education each 468
year. Ln � 1,000
7 U
In '+
p i 0 563
a, a 500
In FY2024-25:
E
D
z
• 19 sustainable farming practices were funded 0
through the agricultural economic development Baseline FY24-25
grant program,
• 442 landowners conducted soil health management, i Additional Practices Implemented
and i Baseline
• 7 properties were managed through prescribed
burning.
Strategic Plan Progress Report 12026 Board Retreat Page 9
Environmental Protection and Climate Action 11
1 .7 Land Protection
7.7 Permanently protect 300 additional acres of
Acres of Land Protected by Easement farmland, priority natural areas, riparian buffer
lands, floodplains, and wildlife habitat over the
next 5 years.
100 200 Tbf5asure is on track to meet its five-year
During the first year of tracking the measure,the County
protected an additional 67.242 acres,or 22.4%of the goal.
0 67 300
Strategic Plan Progress Report 12026 Board Retreat Page 10
Healthy Community 12
Wiaift Z: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
eF disorder,and intellectual or developmental disability.
_4
Expand access to quality,affordable healthcare
services.(e.g.,Crisis Diversion facility,Medicaid
expansion,crisis response,
behavioral health).
Ftaes
FERHS•.q IPyR.K
FERgc NCc„,oT ss,o Provide protective services for our most vulnerable
Fwfe:6,NCN o S Is w
community members with practices and resources
that support reducing risk factors,ensuring safety,
and achieving permanency.
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.
Provide deflection,diversion,therapeutic
interventions,and re-entry support,including
housing forjustice-involved children and adults.
Envest in,support,train,and retain our community
safety,health,and emergency services employees
and direct care workforce.
Provide sustainable,equitable,and high-quality
community safety and emergency services to meet
the community's evolving needs.
Lhvest in services and programs that improve the
health and quality of life of the community(e.g.,
recreation and public open spaces,arts,etc.)
Strategic Plan Progress Report 12026 Board Retreat Page 11
Healthy Community 13
2.1 Post Overdose Response Team ( PORT)
Implementation
2.7 Implement Post Overdose Response Team (PORT):
• PORT contacts 90%of patients referred within 24 hours.
• PORT establishes and maintains an 80016 induction to transfer of care and completion of medication-
assisted treatment for opioid-use disorders.
In its first twelve months of operation, PORT has not yet met the ambitious target of a 90 percent contact rate within 24
iattem.jUm teeomtact patients for referral,but successful contacts are often challenging when the team
does not have a patient's phone number or address.
The rate of induction to transfer of care is meeting the target 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.
o PORT Patient Referral FART Induction to Transfer of Care
�, 100 0 " 120
i ♦ - - - •- - - � - - - • 4-1 100%
N 90% 90% 90% 90% C: U
0 75
0 100
�
4LO- N 50 46% U O 80% 80% 80% 80%
80 - -70% — � - - -�
a �
25 60
G�O,�,lx t�O�� ��0,V� ,�0 G�O,vlx 0�� 0&�' ,p0`��'
QO r a 7� C9
OG 7 P 7 O 7 P 7
♦• Target ♦• Target
+ Actuals + Actuals
2.2 Medicaid Enrollment
2.2 Increase enrollment of Medicaid-eligible residents by 7% (200 individuals)annually through Fiscal
Year 2028-29.
In FY24-25,the measure exceeded its target.Enrollment of Medicaid-eligible residents increased by 5 percent from June
2024 to June 2025.Quarter 1 of FY25-26 showed a continued increase in enrollment,with some leveling off.
Strategic Plan Progress Report 12026 Board Retreat Page 12
Healthy Community 14
Medicaid Enrollment
22,000
21,500 �21,292�-1,36721,
443 21,495 21,520
c M
21,0
w U 21,000 20,858
20,682
c D 20,616
20,500 20'412 • ♦ Target
U t Actuals
Q)
ry
20,000
� ,ti0 ,LO ,ti0 ,1O ,ti0 ,ti0 ,LO ,LO ,ti0 ,ti0 ,1O ,1O ,1O ,1O ,LO
IQ
vz
a�
2.3 Deflection and Diversions from the Legal
System
2.3 Increase by2%annually the number of
Deflections and Diversions from the Legal System
individuals deflected or diverted from criminal 600
legal system involvement, by referring individuals
to the Criminal Justice Resource Department 421 41
400
deflection and diversion programs.
�The Criminal Justice Resource Department 200
reported three fewer deflections and diversions
from the legal system in FY24-25 than in FY23-24. 0
Baseline(FY23-24) FY24-25
♦• Target(429)
Actuals
Strategic Plan Progress Report 12026 Board Retreat Page 13
Healthy Community 15
2.4 Employee Retention
2.4 Through Fiscal Year2028-29, maintain an
Frontline Employee Retention 100 annual retention rate of86%or more among:
0 96.5%
0 95 •
Deputy Sheriffs,
• EMTs and Paramedics,
90 977 Call Takers and Telecommunicators, and
86.0% 86.0% Protective Services Social Workers
Q85 846�0/0 - - - - - - - ♦
E
w 80 The measure is currently meeting and exceeding
Baseline(FY23-24) FY24-25 the target.The first year saw an overall frontline
employee retention increase of 12.5 percentage
♦•Target points,10.5 percentage points more than the
+Actuals proposed target.
2.5 EMS Response Time
2.5Achieve by April 7,2025, and maintain a 65%
adherence rate to a 75 minute or less emergent EMS Adherence to Critical Response Time
goo
total response time for events requiring critical °; o
N 80.0% 78.0%
intervention by Emergency Medical Services. N a, g0 73 7% 73 0%
Q 65.0% 65.0% 65.0% 65.0% 65.0% 65.0%
In the first year, EMS adherence to the critical 60
response time increased by12 percentage points, ,y0 ,SOT yCIP yCI)T/ ,L0&
surpassing the target rate by over 10 percentage �'�� �69 �0C
points.July to September 2025 adherence rate ����� �J\ Cps 'ate V4
was well above target,at 78%.
♦• Target
+ Actuals
Strategic Plan Progress Report 12026 Board Retreat Page 14
Healthy Community 16
2.6 Mental Health Training
2.6 Train 80 individuals annually on mental health
Mental Health Training loo 87 topics, including Mental Health First Aid and
80 80 Applied Suicide Intervention Skills.
59
Ln
50 The Health Department and Criminal Justice
25 Resource Department trained a combined 87
individuals on mental health topics in FY24-25,
0 exceeding the annual target. In the first quarter of
Baseline FY24-25 Jul-Sep 2025 FY25-26,59 individuals have already been trained.
(FY23-24)
♦• Annual Target
Actuals
2.7 Child Support Collection
2.7 Work with families to collect at least 709,6 of all current child support owed and collect arrears for at
least 70916 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% 0
0
Ln 73
c
0
U
m 72
o -0- Target
U t Current Owed Collections
oQ 71 f Arrears Collections
a
_0 70.0% 70.0%
_0 70.0%
♦ — — — — — — — — — — — — — — — •
U
69
Baseline(FY23-24) FY24-25
Strategic Plan Progress Report 12026 Board Retreat Page 15
Healthy Community 17
2.8 Food - Insecure Households Served
2.8 Serve 96%of the estimated eligible food-
Estimated Eligible Food-Insecure Households Served
insecure Orange County households with food 100
and nutrition services annually. o
-0 96.0% 96.0%
95 94.2% - - - - - �
N
The measure met the target in FY24-25. The
County served a monthly average of 9,440 090 89.0%
participants. In the first quarter of FY25-26,the
0
percentage of estimated eligible households =
85
served decreased by 7 percentage points. Baseline FY24-25 Jul-Sep 2025
(FY23-24)
♦• Target
t Actuals
2.9 Family Success Alliance Program
2.9 Provide 728 families annually with case-
150
Family Success Alliance Program management through the Family Success
11 _ _ _ _ 141 _ _ _ _ i. Alliance program to connect them to
°DL Too medical/mental health care, housing, or food with
support, information, and referral services.
Ln
Ln
S0 43
In FY24-25,the number of families served through
0 the Family Success Alliance increased by 24
Baseline FY24-25 Jul-Sep 2025 families from the baseline of117 to 141, exceeding
(FY23-24) the target for this measure. So far in FY25-26, 43
families have been provided case management.
-0- Target(128)
Actuals
Strategic Plan Progress Report 12026 Board Retreat Page 16
Healthy Community 18
2.10 Child Reunification
2.70 Increase the percentage of children achieving
Children Exiting Foster Care Through Reunification
permanency through reunification when exiting 33
foster care by 7 percentage point peryear. 32%
Q 32
0
In the past year,the percentage of children 31io
31
achieving permanency through reunification 0 •
when exiting foster care increased by 2 ' 30 34"
c
percentage points, exceeding the target set.
29
Baseline(FY23-24) FY24-25
♦• Target
t Children Reunited
2.11 Mobile Crisis Team Responses
2.77 Increase by 70 quarterly the number of 977
Mobile Crisis Team (CARE) Responses ioo responses made by the Mobile Crisis Team
m 74 69 (CARE).
o ro 85 _ -60- -Ln
+
a 5o
a In FY24-25,team responses grew beyond the
A_z �
target in the second and third quarters,with a dip
0
in the fourth quarter when the Call Center
�3T �611� �CIP �4, yP Counselor position was vacant. In quarter one of
�� Gp�G 7�\�e� FY25-26,team responses increased from the
C P previous quarter.
♦•Target In FY24-25,the team served 349 unique
Mobile Crisis Team (CARE) Responses individuals and 93% of responses were diverted
from a criminal charge.
2.12 Cultural Competence Training
2.72A//first-responder county employees complete annual training to ensure cultural competence.
Staff are developing a training curriculum which will be piloted in FY25-26.
Strategic Plan Progress Report 12026 Board Retreat Page 17
Healthy Community 19
2.13 Community Survey Response to
Amenities and Activities
2.13 Increase positive responses to the statement: "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 2026 Community
survey will be administered in winter 2026.
Strategic Plan Progress Report 12026 Board Retreat Page 18
Housing for All 20
I bidtwlfo r AI I
Promote equitable and accessible housing and address housing disparities through
policies, partnerships, and collaboration to create a thriving community.
Objectives
Use regular federal and local funds to build
and/or acquire new affordable housing.
address need and any policy barriers to
Y increase access to emergency shelter beds
and other low-barrier housing, including
eviction diversion.
— - - - - bivest 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.
67icrease opportunities for public employees
to buy and rent homes where they work.
7-xpand 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.
crease representation of people with lived
experience on housing related matters.
10.Support unhoused residents in obtaining
temporary and permanent housing.
11. Ensure timely and thorough investigations
and dispositions to all civil rights and fair
housing complaints.
Strategic Plan Progress Report 12026 Board Retreat Page 19
Housing for All 21
3.1 Affordable Housing Units
3.7Increase the number of affordable (80%AMI or
Affordable Housing Units Constructed below) housing units funded by Orange County
15
by an average of 70 annually over 5 years,
o, 10 prioritizing 60916 AMI or below.
10 8 •
0
0
o In FY24-25, 9 units were funded and 3 were
5
3 constructed. Due to construction schedules,there
Z) will naturally be some variation from year to year.
z
0 0
Baseline(FY23-24) FY24-25
♦• Target
Housing Units
3.2 Cold Weather Emergency Beds Available
3.2Increase the number of immediately
accessible cold weather emergency Cold Weather Emergency Beds
75
beds available in the community by25961 V)
by 2026. CO 50
0 20
iv
The measure is currently meeting and E 25
exceeding the target. In the last year,the
z 28 35
number of cold weather emergency 0
beds increased from the baseline of 28 Baseline(FY23-24) FY24-25
beds to a total of 55 available between
Orange County and the Inter-Faith IFC Cold Weather Beds
Council for Social Service. • OC Cold Weather Beds
Baseline
Strategic Plan Progress Report 12026 Board Retreat Page 20
Housing for All 22
3.3 Transition to Permanent Housing
3.3 Establish a baseline and increase by 5 per year 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.
3.4 Permanent Supportive Housing
3.4 Increase the number of households housed in
Households Housed by Permanent Supportive Housing
permanent supportive housing by 10016 annually. 30
25
0 22
The number of households housed in permanent 20 18 20
o a,
supportive housing increased from the baseline
0 0
of 18 households to 20 households in FY24-25, _ 10
meeting the annual target. In the first quarter of F
FY25-26,25 households were housed, already z 0
surpassing the target of 22 households. Baseline FY24-25 Jul-Sep 2025
(FY23-24)
♦• Target
Households Housed
Strategic Plan Progress Report 12026 Board Retreat Page 21
Housing for All 23
3.5 Eviction Diversion Programs
3.5 70%of residents served by eviction diversion
Program Recipients Avoiding Eviction 90 programs avoid eviction in the next 72 months.
82% 87%
0 0 80
In FY24-25, program recipients who avoided
Q o eviction increased by 5 percentage points from
L, ._
70% 82%to 87%, exceeding the target success rate.
w 70 •
Ln
0
ry
60
Baseline (FY23-24) FY24-25
♦• Target
+ Actuals
3.6 Development Permit Approval
3.6 Establish baseline and decrease by5% the median amount of time it takes from first development
permit application to certificate of occupancy issuance for housing developments by June 30, 2029.
The baseline median development processing time is expected in FY25-26. Staff are pursuing strategies
this fiscal year to improve software and staff workflow.
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.
Strategic Plan Progress Report 12026 Board Retreat Page 22
Housing for All 24
3.8 Repair and Rehabilitation of Housing
Units
3.8 Increase by an average of 10%
Housing Units Repaired or Rehabilitated
annually over5years the number of
30 26
housing units repaired or rehabilitated. 28 _ _ _ _ _ •
22 - - - - - •
�- 20
The measure exceeded the target in = 13
FY24-25.22 housing units were repaired ° 10
a�
and 6 were rehabilitated by the Housing
E
Department.50%of the FY25-26 target z o
was achieved in the first quarter of the Baseline(FY23- FY24-25 Jul-Sep 2025
fiscal year. 24)
♦• Target
• Actuals
3.9 Board Members with Lived Experience
3.9 At least 25016 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.
Strategic Plan Progress Report 12026 Board Retreat Page 23
Housing for All 25
3.10 Unhoused Individuals
3.70 Reduce the number of individuals
200 Individuals Who are Unhoused who are unhoused by 70%peryear,
In prioritizing protection from
150 148 149 displacement.
c
100
° In FY24-25,the number of individuals
a�
who are unhoused increased from 148
E 50
Z individuals to 149 individuals.
0
Baseline(FY23-24) FY24-25
• Unhoused Individuals
♦• Target
3.11 Housing Discrimination Cases Processed
3.77 Process 8 housing
discrimination cases peryear. Housing Discrimination Cases Processed
io
s 8
The measure is currently 8 ♦ -�
a�
delayed from meeting the 6
target.The Housing o 5 ♦• Target
Discrimination Investigator � • oC Processed
position was vacant in FY23-24, 4 • Referred to HUD
z preventing the County from 2 2 2 2
processing housing
0
discrimination cases. In FY24- 0
25,staff referred cases to the US Baseline FY24-25 Jul-Sep 2025
Department of Housing and (FY23-24)
Urban Development (HUD) for
processing. The County has
resumed processing cases in
FY25-26.
Strategic Plan Progress Report 12026 Board Retreat Page 24
Housing for All 26
3.12 Rent Cost Support Vouchers
3.72 Continue providing rent cost
Rent Support for Households Through Vouchers support through federal housing choice
750 650 655
I^ - - - - - - - - - -
a� vouchers for 650 households annually.
U
0 500
o The Emergency Housing Voucher
250 program is ending four years early,
� resulting in fewer available vouchers.To
z
0 absorb the decrease and prepare for
Baseline(FY23- Dec 2024 Jun 2025 opening the waitlist,the department
24) only issued a handful of new vouchers in
2025.
Actuals
♦• Target The number of households supported is
expected to increase to 640 by June
2026.
Strategic Plan Progress Report 12026 Board Retreat Page 25
Multi-modal Transportation 27
Width"da I Transportation
Collaborate with our regional partners to expand, integrate/connect, and provide accessible public
transportation options.
Objectives
IIdentify priorities and resources necessary to `
implement the Orange County Transit Plan. +'.
tncrease 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.
Update transportation-related plans to
provide more multimodal options, including
rural Orange County.
Strategic Plan Progress Report 12026 Board Retreat Page 26
Multi-modal Transportation 28
4.1 Transportation Ridersh i p
4.7 Increase ridership by 5%
Ridership on Transportation Services 40,000 each year on fixed route,
demand response, and mobility
29,605 29,605 on-demand transportation
(A 30,000
Q 175� services.
� 7 887 9,306 ♦• Target
0
20,000 • Mobility on Demand
• Fixed Route In FY24-25,the combined
E
z • Demand Response ridership of 29,660 trips
10,000 surpassed the target of 29,605
trips.
0
Baseline(FY23- FY24-25
24)
4.2 Outreach Events
4.2 County transportation
information is included in 90 Outreach Events with Transportation Information
100
outreach events each year. 90 90
c
aD
w 75
Information was included in 53 _F_
U
outreach events in FY24-25, by a ♦•Target
� 50 g
the Transportation Department p • Events
and the Department on Aging. o
The Transportation 25 53
Department began prioritizing Z
this objective in late FY24-25, 14
and anticipates continued
progress toward the target in FY24-25 Jul-Sep 2025
the future.
Strategic Plan Progress Report 12026 Board Retreat Page 27
Multi-modal Transportation 29
4.3 Community Survey Transportation
Satisfaction
4.3 Increase by 7 percentage point every two years the percentage of residents who are satisfied with
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 2026 Community survey will be administered in winter 2026.
4.4 Transportation Network Connections
Additional Transportation Network Connections Transportation Services added three network
4 connections in FY24-25.
c 3 A bus stop at Whitted Human Services
o C 3
Building
._
o Q, 2 A transfer stop at the Orange County Library
a �
u in Hillsborough
1 ♦ — — — — — — - The Hillsborough Circulator was split into two
0 routes,the Orange Loop and Blue Loop,
reducing headways and increasing
Baseline(FY23-24) FY24-25 operational efficiency.
♦• Target
Connections Added
Strategic Plan Progress Report 12026 Board Retreat Page 28
Multi-modal Transportation 30
4.S Transportation Service Timeliness
4.5 Increase by 7 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.
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 FY23-24 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 improved its on-time
Demand Response service by 5% in FY24-25 to 84%.
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
a o 100 • • E ^ 19
5 20
Ln
(D 15 15
0 90 3
a Q 84% v '
E 80 79% 2 - 10
c Q
O
70 0
Baseline(FY23-24) FY24-25 Baseline (FY23-24) FY24-25
t Fixed Route i Actuals
+ Demand Response Target
Strategic Plan Progress Report 12026 Board Retreat Page 29
Public Education/Learning Community 31
I u. AtyMucation/Learning
Community
Enhance and maintain quality school operations and infrastructure and cultivate lifelong learning.
Objectives
�Cr
foster collaborative relationships with formal
. ^T and informal educational organizations and
agencies to provide opportunities for
community members to meet, connect, and
learn together.
!xnprove 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.
l=nvest in and implement a plan that supports
schools' operational and facility funding
needs.
13:nplement the recommendations of the
Schools Safety Task Force.
Strategic Plan Progress Report 12026 Board Retreat Page 30
Public Education/Learning Community 32
S.1 Childcare Subsidy Program Enrollment
5.7 Increase by 7%each year the number of
children from low-income households enrolled Children Enrolled in Childcare Subsidy Program
750
annually in the childcare subsidy program. C: 586 590
500
The number of children from low-income a)
0 2
households enrolled in the childcare subsidy C:
w 250
program increased from the baseline of586 E
children to 590 children, an increase of 1%. z
0
Baseline (FY23-24) FY24-25
♦• Target
Actuals
S.2 Digital Literacy Workshops
Zip Codes Reached by Digital Literacy Workshops 5.2 Reach residents in all 75 zip codes of the
county with digital literacy workshops offered
annually.
U) 11
a�
U 9 In Ql of FY25-26, residents in 9 zip codes were
a
N reached. In FY24-25,the Department on Aging
offered 69 classes, and the library provided 64
0 one-on-one digital instruction sessions. Overall,
residents in 11 zip codes of the County were
reached.The library anticipates implementing a
Fiscal Year digital literacy grant to expand programming in
FY24-25 0 FY25-26 Spring 2026.
Strategic Plan Progress Report 12026 Board Retreat Page 31
Public Education/Learning Community 33
S.3 Long Range School Optimization Plan
5.3Implement 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 70 year plan period.
Districts sending Requests for Proposals and selecting firms for design and Construction Manager at
Risk over the next few months. County staff refining interlocal agreement to dictate proper
communication around school construction.
S.4 School Capital Spending
5.4 Track and report quarterly on school capital spending on high priority needs and other capital uses.
Orange County provides funding in a lump sum at the beginning of the fiscal year.The FY24-25 end of
fiscal year balance will be available at the financial closeout of the fiscal year.
Available Balance of School Capital
70,000,000
$60,600,000
60,000,000
c
$50,7` 00,000
a 50,000,000
Ln
\$4 0,000
a
u 40,000,000
$34,119,784
30,000,000
June 2024 Sept 2024 Dec 2024 Mar 2025
Strategic Plan Progress Report 12026 Board Retreat Page 32
Public Education/Learning Community 34
S.S School Safety Task Force
S.S 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.
Recommendation #3 has been achieved:The North Carolina State Emergency Response Application has
boundary maps of schools with entrances and exits marked for both school districts.The County
Emergency Services Department has access to this system.
S.6 Library Visitors
5.6 Establish a baseline and increase
visitors to the Southern Branch Library 40,000 Southern Branch Library Visitors
by 5%annually.
31,728
30,164
i 30,000
The Southern Branch Library soft
opening was on February 3,2025. Foot > 21,050
traffic decreased slightly in the first ° 20,000
a�
quarter of FY25-26 compared to the E
previous quarter. z 10,000
0
Feb-Mar 2025 Apr-June 202S July-Sept 2025
Strategic Plan Progress Report 12026 Board Retreat Page 33
Public Education/Learning Community 35
S.7 Scholarship Recipients
Scholars who Complete a Program or Transfer 5.7Increase by 7 percentage point annually the
60 percentage of Durham Tech Promise scholarship
recipients who complete a program or transfer to
58%
.Q
58 a four-year college or university.
U
N
56
In FY24-25,the percentage of scholars who
54Z° complete a program or transfer increased by 5
5
percentage points from 53%to 58%.
U
`) 52
Baseline (FY23-24) FY24-25 Students typically take 3 years to graduate or
transfer,so baseline calculations are FY20-21
♦•Target recipients who graduated or transferred by Fall
+Actuals 2024. FY24-25 data are FY21-22 recipients'
outcomes.
Strategic Plan Progress Report 12026 Board Retreat Page 34
Diverse and Vibrant Economy 36
Biri ` end Vibrant Economy
Foster an environment that attracts and retains sustainable and diverse businesses and visitors,employment
opportunities,and diversifies our tax base.
Objectives
i
Provide family-oriented and inclusive * �
programming or other cultural events for
residents and visitors.
Peview and revise County policies and
regulations to support business investment =
in Orange County.
Streamline and digitize business processes to
t�
facilitate efficient interactions 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.
Wcrease 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.
fZxpand the non-residential tax base.
6.1 Economic Impact of Tourism
Investments
6.7 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.
Strategic Plan Progress Report 12026 Board Retreat Page 35
Diverse and Vibrant Economy 37
FY24-25 Investment in Cultural Events
10,000,000
$9,485,334
7,500,000
f» 5,000,000 0 Arts Commission
Visitors Bureau
2,500,000
0 AWMW$16,320 $268026
Investment -
Economic Impact
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.
The first results report will be reported in March The first results report will be reported in March
2026 for fall 2024 awardees.There are 13 recipients 2026 for fall 2024 awardees.There are 11 recipients
in the cohort. 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 defined as a program completion. Baseline data
will be available in FY25-26.
Strategic Plan Progress Report 12026 Board Retreat Page 36
Diverse and Vibrant Economy 38
6.5 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.
Strategic Plan Progress Report 12026 Board Retreat Page 37
39
ORANGE COUNTY
NORTH CAROLINA
FY2025-2029 Countywide Strategic Plan
Performance Measure Progress Report
Kelly Guadalupe, Strategic Planning Manager
January 16, 2026
40
Background
• February 20t", 2024 : Countywide Strategic Plan adopted
• 5 year plan , FY 2024-25 through FY 2028-29
• The County Manager's Office prepares regular updates to
the Board for each Strategic Goal including milestones
and challenges
• The first year progress update is available on the county
website
ORANGE COUNTY
NORTH CAROLINA
41
Goals
• Environmental Protection and Climate Action
• Healthy Community
• Housing for All
• Multi-modal Transportation
• Public Education/Learning Community
• Diverse and Vibrant Economy
ORANGE COUNTY
3 NORTH CAROLINA
42
Early Successes
ti I 02+ rL.
{,LJ16
r ■ .'f6
2.
_ +.
I -
lea
r
i
f _
ORANGE COUNTY
4 NORTH CAROLINA
43
Environmental Protection and Climate Action
3. Increase the annual solar energy generated at County facilities by 167%
by June 30, 2029.
Solar Generated by County Facilities
,000,000
In year 1 , solar
00 3,011,619 KBTUs 3,011,619 KBTUs energy generated
Y 3,000,000 - — — — — — — — — -
at County facilities
2,217,652KBTus increased by 97%.
IC 2,000,000 -0- Target
v Actuals
1,127,947 KBTUs
m
e 1,000,000
w
L
0
0
f. -
Baseline(FY23-24) FY24-25 ORANGE COUNTY
NORTH CAROLINA
44
HealthyCommunity
IA Implement Post Overdose PORT InducClon to Transfer of Care
Response Team (PORT): U 110
`- � o
Establish and maintain an 80% 6- 100
induction to transfer of care and F_ 90
completion of medication- S _ 8 _ _ �
assisted treatment for opioid-use - - � Target
disorders. 70 Actuais
U
--------------------------------------------
60
On average, 84% of patients the
team treated began the initial
phase of starting medication and
received a warm hand-off to
ongoing treatment.
ORANGE COUNTY
6 NORTH CAROLINA
45
Housing for AllIn the last year,
Cold Weather Emergency teas the number of
2. Increase W beds increased
the number of 5a from the baseline
immediately 20 of 28 to a total of
accessible 40 55 beds
cold weather m • IFC Cold Weather Bec available
w
O
emergency 30 oc Cold Weather Beds between Orange
Baseline
beds available z 20 County and the
by 25% by Inter-Faith
2026. 10 Council for
Social Service.
0
Baseline (FY23-24) FY24-25
RANGE COUNTY
7 NORTH CAROLINA
46
Multi-modal Transportation
5. Increase by 1 On-Time Pick- Ups and Drop-Offs
percentage point 'no
each year the � 1oo�c 99% On-time rates are
percentage of on �� close to 100% for
time pick-ups and 90 both Fixed Toute
drop-offs on fixed o and Demand
route demand P ° 80 "'� Response
response, and ° Services.
70
mobility on- Baseline (FY23-24) FY24-25
demand
transportation ♦- Fixed Route
services. + Demand Response
ORANGE COUNTY
8 NORTH CAROLINA
47
Public Education/LearningCommunity
The Southern
Branch Library soft
6. Establish a opening was
Southern Branch Library Visitors
baseline and 40,°°° February 3, 2025.
increase N 30,000 M,728a., The first five
visitors to the �, months of data
rosa
Southern431
°°°°° show a strong
Branch Library z , start, with slightly
by 5% decreased foot
annually. traffic in quarter
Feb-Mar 2025 Apr-June 2025 duly-Sept 2025
one of FY25-26.
f
ORANGE COUNTY
9 NORTH CAROLINA
48
Diverse and Vibrant Economy
rM�..
_A
BEER-
• Established baselines to better track the outcomes of our
investments in community partners producing cultural
events, and the small business investment and
agricultural economic development grant programs.
ORANGE COUNTY
10 NORTH CAROLINA
49
Current Challenges
ORANGE COUNTY
11 NORTH CAROLINA
50
Housing for All
10. Reduce the number of individuals who are unhoused by
10% per year, prioritizing protection from displacement.
• The January 2024 Point in Time count was 148 individuals
• Our target was to decrease to 133 individuals in the
January 2025 Point in Time count
• The January 2025 Point in Time count was 149 individuals
ORANGE COUNTY
12 NORTH CAROLINA
51
Housing for All
10. Continued
homelessnessHouseholds experiencing homelessness or at imminent risk of
FY23-24 FY24-25 1st 6 months
FY25-26
Households who 448 households 430 households 261 households
completed Coordinated
Entry
f
ORANGE COUNTY
13 NORTH CAROLINA
52
Housing for All
10. Continued
Households
FY23-24 FY24-25 1st 6 months
FY25-26
Households who 448 households 430 households 261 households
completed Coordinated
Entry
Households whose 233 households 262 households 239 households
Coordinated Entry was
still open, indicating
unmet housing need, at
end of fiscal year
53
Housing for All
Rent Support for Households Through Vouchers This temporary decrease is
700 because the Emergency
0- ' - - - - - - - - - - - - - - 5 Housing Voucher program
12. Continue GDO is ending four years early, in
providing rent 500 2026 instead of in 2030.
COSt Support There will be 15 fewer
40fl vouchers available.
through federal . Actuals
-9-Target
housing choice s 30D
To absorb the decrease and
vouchers for 650 200 prepare for opening the
households waitlist, the department only
annually. 100 issued a handful of new
vouchers in 2025.
4
Baseline(FY23-24) Dec 2024 Jun 2025
f
ORANGE COUNTY
15 NORTH CAROLINA
54
Housing for All
12. Continued
• The number of households supported is expected to
increase to 640 by June 2026.
• An estimated 200 households are currently awaiting
housing and would be eligible for a voucher.
ORANGE COUNTY
16 NORTH CAROLINA
55
Multi-Modal Transportation
2. County transportation information is included in 90
outreach events each year.
• Transportation information was included in 53 outreach
events in FY24-25.
• The Transportation Department is pursuing a more
focused approach to outreach , prioritizing in depth
outreach in areas and with groups likely to increase
ridership on fixed route services.
ORANGE COUNTY
17 NORTH CAROLINA
56
Public Education/Learning Community
1 . Reach residents in all 15 zip codes of the county
with digital literacy workshops offered annually.
• Residents from 11 zip codes were reached in year
1 .
• The Library Services Department experienced
some delays with their digital literacy program due
to federal funding uncertainty but will implement the
grant to expand programming in the spring of 2026 .
ORANGE COUNTY
18 NORTH CAROLINA
57
Diverse and Vibrant Economy
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.
• Department of Social Services is determining the best
way to define completion of a program for this measure.
Baseline data will be available later this year.
Establishing a baseline in 2025 was delayed due to
Chantal recovery efforts and impacts of the federal
government shutdown -,_-=-
ORANGE COUNTY
19 NORTH CAROLINA
58
Next Steps
• Continue quarterly staff strategy meetings
• Twice annual reports to Board of Commissioners
— Mid FY 2025-26 Progress Report planned to be
included on March 5t" business meeting
• The Manager's Office will review performance
measure targets and bring recommendations for
changes to the Board
ORANGE COUNTY
20 NORTH CAROLINA
59
Attachment 4-a
ORANGE COUNTY
NORTH CAROLINA
MEMORANDUM
January 16, 2026
TO: Board of Orange County Commissioners
Travis Myren, Orange County Manager
Caitlin Fenhagen, Deputy Orange County Manager
FROM: Kirk Vaughn, Budget Director
Subject: Budget Preview Presentation
Each January,the manager and the budget office work together to create an updated operating model to
understand the initial conditions that will drive budget decisions for the upcoming fiscal year.This model
incorporates inputs from the most significant cost drivers that are known at that time and has been a reliable
tool in predicting both the final approved budget and the actual performance of the financials in that budget
year.This year, the model estimates a significant difference between expenditure cost increases and natural
revenue growth, currently over$21 million.The primary drivers of this gap are increasing debt service, the
phase-in of the school capital pay-go investment, non-discretionary personnel cost increases like health
insurance and retirement contributions, and the county's long-standing commitment to funding public
education.
While several budget drivers are sufficiently well known by this presentation in January, there are significant
portions of the upcoming budget that are still coming into focus and can only be conservatively estimated at this
time. County staff have met regularly to keep abreast of changes in the federal budget and various legislation
changes. The lack of a North Carolina state budget also provides a new area of uncertainty in budgeting,
especially in understanding the operating needs of the two school districts for the upcoming year. Other factors
that are contemplated include the timing of the opening of the Crisis Diversion Facility,the tax base for the
county given the continuing appeals and neighborhood review process, and the size of the upcoming borrowing
in the spring of 2026.
Given the lack of certainty and the high-cost pressures that are facing both the county government and its
constituents,the budget process has been adjusted this year.The budget office has moved the department
expansion request process to the fall, prior to the budget financial deliberations that occur in the spring each
year.This change allows the county to review the needs of the departments and ways to achieve department
and board strategic goals separate from the cost.That gives staff more time to flexibly solve problems and
improve county services without simply adding new programs and positions through the budget.
60
ORANGE COUNTY
NORTH CAROLINA
FY2026-27 Budget Guidelines
January 16, 2026
Board Retreat
61
Strategic Plan Alignment
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 efficient 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.
f. -
ORANGE COUNTY
NORTH CAROLINA
62
Strategic Plan Priorities
Environmental Promote sustainability and resiliency across the County and
Protection) and Climate collateorate with our partners to activate our community, protect
Action and preserve our natural resources,
and reduce greenhouse gas emissions_
Healthy Community Increase equitable access to care and social safety net
programming to promote the physical, social, and mental well-
being of our community_
Housing for All Promote equitable and accessible housing and address housing
disparities through policies, partnerships, and collaboration to
create a thriving community-
Multi-modal R[3 Collaborate with our regional partners to expand, integrate/
Transportation connect, and provide accessible public transportation options_
Public Educatiohf Enhance and maintain quality school operations and infrastructure
Learning Community and cultivate lifelong learning_
Diverse and Vibrant Foster an environment that attracts and retains sustainable and
Economy diverse businesses and visitors, employment opportunities,
and diversifies our tax base.
f
ORANGE COUNTY
3 NORTH CAROLINA
63
Countywide Financial Performance
Audited General Fund Revenues and Expenditures
$298.8 $297.6
$300.0 $286.5 $284.6 $292.6 $290.5
$269.2 $271.5
$256.60 $251.2
$250.0
$200.0
Revenues
Expenditures
$150.0
$100.0
$50.0
$0.0
FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Proj.
ORANGE COUNTY
4 NORTH CAROLINA
64
County Revenue Sources
■ Property Tax
Sales Tax
Sales Tax
Intergovernmental
■Charges for Service
„Intergovernmental
Property ■Other Revenue
Charges for Service ■Transfers In
5.2%
Other Revenue Approp of Fund Balance
Transfers In 1.0%
0.0%
Approp of Fund Balance
2.3%
f
ORANGE COUNTY
5 NORTH CAROLINA
65
FY 2026-27 Revenue Assumptions
FY 2026-27 Property Tax Assumptions
- Value of One Penny - $3.37 million based on $33.9 billion tax base
• Still finalizing FY 2026's tax base through the appeal process
• Final Board of Equalization and Review meeting scheduled for January 22
• If tax base is reduced by less than 3%, budgeted revenue can be increased - each 1% yields — $2 million
- 2% Natural Growth = $4.3 Million
- No Change in collection rates - 99.2% for Property Tax, 99.6% for Motor Vehicles.
- Total Property Tax Increase = $4.3 Million
f. -
ORANGE COUNTY
6 NORTH CAROLINA
66
FY 2026-27 Revenue Assumptions
• FY 2026-27 Sales Tax Assumptions
- Projecting $1 .7 M increase from FY2025-26 Budget with significant uncertainty.
ModelSales Tax Article FY 2025 Actual FY 2026 Budget FY 2027
ARTICLE 39 (point of delivery) $ 17,381,317 $ 17,718,846 $ 18,339,006
Percent Change 2.06% 1.94% 3.50%
ARTICLE 40 (per capita) $ 12,310,617 $ 12,429,442 $ 12,988,767
Percent Change 3.05% 0.97% 4.50%
ARTICLE 42 (point of delivery) $ 8,624,367 $ 8,877,023 $ 9,187,719
Percent Change 1.08% 2.93% 3.50%
ARTICLE 44 $ 317,099 $ 320,092 $ 331,295
Percent Change 3.07% 0.94% 3.50%
HOLD HARMLESS ARTICLE 44 $ 5,083,984 $ 4,800,000 $ 5,000,000
Percent Change 5.34% -5.59% 4.17%
TOTAL $ 43,717,383 $ 44,145,403 $ 45,846,787
Percent Change 2.52% 0.98% 3.85%
ORANGE COUNTY
7 NORTH CAROLINA
67
FY 2026-27 Revenue Assumptions
Impact of Federal Budget Reconciliation
- Federal funding for Supplemental Nutrition Assistance Program (SNAP) will decrease from 50% to 25% of county
administrative costs effective October 1 , 2026
- Assuming no additional state support, county will lose $680,000 next fiscal year to support the same number of
staff ($900,000 annually)
• More significant changes in future years
- December 31, 2026 Medicaid work requirements and more frequent recertifications (may require additional staff)
- October 1, 2027 SNAP benefit cost sharing with States
- October 1, 2028 Medicaid benefit cost sharing with States
f. -
ORANGE COUNTY
8 NORTH CAROLINA
68
FY 2026-27 Expenditure Budget
Capital Pay-Go
3.2%
Transfers To
Education
IP a ■ Personnel Services
_CIP and Expiring Grants
0.4% ■Operations
F Recurring Capital
■ Education
■Transfer to Debt Service
Personnel Services ■Capital Pay-GO
Transfers To
IF CIP and Expiring Grants
Recurring Capital
0.1% •. PF
f
ORANGE COUNTY
9 NORTH CAROLINA
69
FY 2026-27 Expenditure Budget — Excluding Education
F- Fn
Operations Personnel
Services
Personnel ■Operations
gA
10 NORTH CAROLINA
70
FY 2026-27 Expenditure Budget
Personnel Related Cost Assumptions
• Wage Adjustment - $930,000 for each 1 %
Merit Performance Awards — $455,000
Increase of Employer Health Insurance Contribution - 13% or $1 .7 million
• Increase of Employer Retirement Contribution Rate - 6% per LGERS rate stabilization program - $1 million
• Increase to Retiree Health - 9% at $400,000
• Increase to Sheriff Separation Allowance - $250,000
f. -
ORANGE COUNTY
11 NORTH CAROLINA
71
FY 2026-27 Expenditure Budget
Health Insurance Cost Drivers
Consecutive years of 5%+ cost increases with no change in benefits Rate Increases for Health Insurance
or costs to employees — premiums, deductibles, co-pays $16,000.00 —
$15,000.00 —
• Cost drivers for medical benefits o$14,000.00 $13,485
Q
- Cancer treatment cost increasing 34%-50% based on new E $13,000.00
ILI
treatments being put into use and aging population a $12,000.00 —
Musculoskeletal surgery cost increasing 11% 0 $11,000.00 11,933
$11,258
- Psychiatry costs increasing 12% - specialist utilization above @ $10,000.00 $10,671
industry standard $10,162
$9,000.00 $9,679$9,679$9,679
s $9,136
$8,000.00
• Cost drivers for pharmacy benefits $7,000.00
- Pharmacy costs up 41% $6,000.00
2019 2020 2021 2022 2023 2024 2025 2026 2027
- Use of GLP-1's for weight loss has increased by 5 times — coverage Fiscal Year
adds $1.1 million to the cost of the health plan
—Employee Only Traditional Plan
- Other employers that cover GLP-1's have also required a "catch-
up" adjustment due to high demand
ORANGE COUNTY
12 NORTH CAROLINA
72
FY 2026-27 Expenditure Budget
Local Government Employee Retirement System
Historic and Projected LGERS Contributions
18.00%
• Both the employee and the employer contributes a percentage of
",1 16.89
salary 16.00% 4-**16.02%�,
- Employee contribution is fixed at 6% 15.10% 15.51%
14.00% 14.35
- County rate is set each year by the LGERS Board 13.60%
12.85%
12.00% Z8.959%1.
12.10%
5%
• County percentage has nearly doubled since 2019
10.00%
- FY2026- 27 Budget would need $5.5 million less if contributions were at the 2019 rates. 8.00% 7.
6.00%
• Most recent actuarial estimates project that county contribution will 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Proj. Proj. Proj.
continue to increase through FY 2029 -LGERS Contribution — — — Projected
ORANGE COUNTY
13 NORTH CAROLINA
73
FY 2026-27 Expenditure Budget
Modeled New Costs
• Increased Software as a Service Cost - $525,000
- SQL Licenses + New Programs
• Maintain FY2025-26 support for Longtime Homeowner Assistance program at 25% County tax relief
• Crisis Diversion Facility start up and operating costs - $800,000
- Currently planned to open in the 4t" quarter of FY2026-27
- $3,000,000 estimated annualized cost
- Model includes one quarter of expenses
• Debt Service — pending sizing of 2026 spring borrowing, could be as high as $9.5 million increase
- Large 2025 spring financing
- Borrowing for the Crisis Diversion Facility and the Durham Tech Community College expansion
f. -
ORANGE COUNTY
14 NORTH CAROLINA
74
Projected Future Debt Impact
• Represents project timing as currently scheduled in the Capital Investment Plan
• Actual size and timing will be based on project tempo
Year Debt to AV DS to GF Revenues Tax Rate Equivalent
2027 1.58% 13.13% 2.53�
2028 1.86% 14.40% 1.68�
2029 1.80% 17.10% 3.30�
2030 1.61% 18.18% 1.34
2031 1.62% 17.86% -
2032 1.76% 17.60%
2033 1.65% 18.50% -
2034 1.42% 18.82% 0.89�
2035 1.30% 17.67% -
Total Impact 9.73�
f. -
ORANGE COUNTY
15 NORTH CAROLINA
75
FY 2026-27 Expenditure Budget
Education Spending
Modeling a 3% increase in current expense - $3.3 million
Debt service will increase based on increased borrowing in FY2025-26 - $3.3 million
• Pay-Go phase-in contemplated in Board amendment CIP-B14 that limited Pay-Go to $500,000 in
FY2025-26
- $5.5 million increase in FY2026-27 - 1.6 cent equivalent on tax rate
- $4 million increase in FY2027-28
f. -
ORANGE COUNTY
16 NORTH CAROLINA
76
FY2026-27 Education Projections
. .
Current Expense $111,328,011 $114,667,851 3.00% Local funding for operating expenses
Health and Safety + One School Nurse per Facility
Enrollment Projection One Safety Officer for Middle and
Contract $4,160,806 $4,285,630 3.00% High Schools
Capital Pay-Go $3,621,200 $911831624 153.61% Recurring Capital + New PayGo
Principal and interest payments on
Debt Service $20,840,115 $241105,872 15.67% school debt
Total K-12 Funding $139,950,132 $152,248,106 18.79%
ORANGE COUNTY
17 NORTH CAROLINA
77
Per Pupil Allocation
er Pupil Allocation - Modeled
Total Current Expense Budget $114,667,851
Total Countywide Budgeted Students 18,420
Per Pupil Amount $6,225
Each budgeted student funded at the same per pupil amount
CHCCS 10,677 $6,225 $66,469,240
OCS 7,743 $6,225 $48,203,740
f. -
*Assumes no changes in out of district or charter school enrollment ORANGE COUNTY
18 NORTH CAROLINA
78
Student Enrollment Over Time
Enrollment for School Districts
13,000
12,000
11,000
10,000
Q
9,000
8,000
7,000
6,000
2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27
Budgeted School Year
-CHCCS Enrollment -OCS Enrollment
• Budgeted ADM for FY2026-27 is based on best of 20-day and 40-day
enrollment in School Year 2026 ORANGE COUNTY
19 0 Budgeted ADM will decrease by 523 or 3% in FY2026-27 NORTH CAROLINA
79
Per Pupil Allocation Over Time
County Per Pupil Funding Amount History
$7,000
$5,877 $6,225
$6,000
$5,000 $4,808
352
$4,000 3 698
$3,868 $3,991 $4,165 ,
$2,957 $3,069 $3,200 $3,096 $3,102 $3,167 $3,269
$3,000
$2,000
$1,000
O`b , y0 titi titi yS yA tih y0 ti^ y`b ti0 10 �ti Ll Lsi R lh L0 oa.
001 00� 000 O,� O,�
�Jti �Jti �Jti �Jti �Jti �,ti �,ti �Jti �Jti �Jti �,ti �Jti �Jti �Jti �,ti �Jti F,�O �Jti �,� O.y��
J�
F
Change in Per Pupil Allocation
$600.00 $518_46
$500.00
$441-
$400.00 $302.00 348.00
$300.00
$200.00 $170.50 QQ 174.00
$100.00 $65.00
$
$(100.00) A ti y ti ti L ti �� L ti o
$(200.00) o 0 0 0 0 0 0 0 0 0 0 0 0 o ti o 0
F
80
County Funding Practices
County funding practices have not changed amid declining enrollment
• Currently, continuation estimates are created by taking the amount of funding in the current year and increasing it
by an inflationary factor and accounting for state driven cost increases for personnel
As current expense grows and enrollment declines, the per pupil amount increases at a faster rate than total current expenses
Budgeted Change Per-
School . - per-pupidpupil M 19,702 0% $ 4,367 $ 15 0.34%
2021-22 19,747 0% $ 4,367 $ - 0.00%
2022-23 18,648 -6% $ 4,808 $ 441 10.10%
2023-24 18,515 -1 /o 0
o $ 5,346 $ 538 11.19% 5.22 0
2024-25 18,209 -2/° $ 5,666 $ 320 5.99% average
2025-26 18,029 -1% $ 5,877 $ 211 3.72%
2026-27 Mod. 17,506 -3% $ 6,225 $ 348 5.92%
Budgeted enrollment has decreased by 2,196 students Countywide since school year 2020-21
Early projections from Carolina Demography indicate that declining enrollment will continue over the next 10 years
Since Covid, the per-pupil amount has increased an average of 5.22% annually
f. -
ORANGE COUNTY
21 NORTH CAROLINA
81
County Funding Practices
• In order to capture enrollment trends, the continuation budget could be calculated based on an increase to the per
pupil amount instead of the prior year current expense
Current Practice Per Pupil ,proach
Prior Year Current Expense $111,328,011 Prior Year Per Pupil $5,877
3% Increase $114,667,851 3% Increase $6,053
Total Budgeted Students 18,420 Total Budgeted Students 18,420
Total Per Pupil Amount $6,225 Total Current Expense $111,496,260
• Changing the calculation does not have to change the amount that the county funds
• The model currently assumes that the budget will include a 5.92% per-pupil cost increase for the school districts
f. -
ORANGE COUNTY
22 NORTH CAROLINA
82
P-) ngRange Financial Model
GENERAL FUND SUMMARY FORECAST
Actual Original Projected Projected Projected
2024-25 2025-26 2026-27 2027-28 2028-29
($ in Thousands)
Property Tax 205,344 212,897 217,198 221,634 226,163
Sales Tax 43,717 44,145 45,847 47,406 49,026
Intergovernmental 21,184 22,314 22,286 22,718 23,383
Charges for Service 15,594 15,970 16,249 16,535 16,830
Other Revenue 5,579 2,989 2,966 2,974 2,982
Transfers In 1,150 666 114 117 121
Approp of Fund Balance - 7,056 7,056 7,268 7,486
Total Revenues 292,568 306,037 311,716 318,873 326,217
Personnel Services 101,973 108,603 114,350 118,628 123,081
Operations 36,327 36,541 37,471 38,397 39,351
Recurring Capital 1,417 184 188 192 195
Education 109,118 116,502 119,999 123,597 127,303
Contribs. to Other Agencies 2,256 2,331 2,352 2,374 2,396
Transfers To (Including Debt) 39,020 41,877 57,458 68,786 82,100
O&M Impact from CIP - 0 1,347 4,319 5,161
Total Expenditures 291,420 306,037 333,166 356,293 379,587
Net Annual Rev Ex 1,148 (0) (21,450) (37,640) (53,596)
lGap to Closl 0 21,450 37 640 53,596
Initial Model expects a $21 .5 M gap to close for the FY 27 budget. ORANGE COUNTY
23 NORTH CAROLINA
83
Other Funds
Funds to watch outside of the General Fund
• Community Development Fund
— $900,000 gap in unreimbursed HOME expenses from prior fiscal years
• Solid Waste
— Draws on fund balance following reduction of program fee
— Fee reduction may need to be reversed
• Visitor's Bureau
— Reduce use of fund balance in operating budget
— Flattening occupancy tax revenue growth
— $300,000 lost revenue from Town of Chapel Hill
ORANGE COUNTY
24 NORTH CAROLINA
84
Orange County FY 2026-27 Budget Guidelines
• Alignment with Strategic Plan priorities and performance measures
• Additional expenditure requests will require reallocation of existing funds or new
revenues
Analyze Current Service Levels; review historical spending patterns utilizing Budget
versus Actual reports
• Continue Long-Term Financial Planning Department Reviews
• Continue Interdepartmental Collaboration Initiatives
f
ORANGE COUNTY
25 NORTH CAROLINA
85
IFY 2026-27 Calendar of Events
FY 2026-27 BUDGET TIMELINE DATE
Department Director Guidelines Presentation January 8
Operating Budget Kickoff meetings January 8-9
FY2026-27 Budget Submission Deadline February 20
Meeting w/Outside Agencies and Related Mid to Late-March
Department Directors
County Manager Meeting w/Department Directors Mid-March to
Early April
County Manager Meeting w/Fire Districts Early April
BOCC Joint Meeting w/Boards of Education April 30
f
County Manager presents FY2026-27 May 5 ORANGE COUNTY
Recommended Budget NORTH CAROLINA
86
FY 2026-27 Calendar of Events
BUDGET PUBLIC HEARINGS DATE AM
Budget and Capital Investment Plan (CIP) May 12 & May 28
BUDGET WORK SESSION SCHEDULE DATE
Schools and Outside Agencies May 14
Fire District, Public Safety, and Human Services May 21
Support Services, General Government, May 26
Community Services, and Durham Tech
Budget Amendments and Resolution of Intent to June 4
Adopt
BMIREGULAR MEETING DATE
FY2026-27 Operating and CIP Budget Adoption June 16 f.
ORANGE COUNTY
NORTH CAROLINA
Attachment 5-a 87
ORANGE COUNTY
NORTH CAROLINA
County Manager's Office
300 West Tryon Street Travis Myren, County Manager Phone (919)245-2300
Post Office Box 8181
Hillsborough, North Carolina 27278
MEMORANDUM
TO: Board of Orange County Commissioners
FROM: Greg Wilder, County Manager's Office
DATE: January 8, 2026
SUBJECT: Petition Process for Board Members and the Public
The Orange County Board of Commissioners' "Petition Process" for Board Business
meetings generally dates back to 2011. The process serves as a means for Board members
as well as members of the public to voice requests, with those requests subsequently being
reviewed and considered by the Board Chair and Vice Chair(in consultation with the County
Manager) for action, follow-up, scheduling, etc. as appropriate.
Staff documents petitions made during each Business meeting. The requests are then
reviewed and considered at the next scheduled Chair/Vice Chair agenda review meeting.
Plans for any actions, follow-up, scheduling, etc. are detailed for the public in a Follow-up
Actions List that is published in the next Business meeting's agenda package. The Board
Chair or Vice Chair may also follow-up directly with a Board member on a specific request.
It is also common practice for staff, or in some cases a Board member, to follow-up and
share feedback with an appropriate member of the public who made a request.
The petition process provides for clear and efficient understanding, review, tracking and
follow-up by the Chair and Vice Chair as the Board's elected leaders. It also provides a
timely opportunity for a Board member, or member of the public, to provide feedback,
additional information and/or request further review by the Board Chair and Vice Chair, or
the full Board. BOCC Chair Jean Hamilton has noted that the Petition Process is not
referenced/documented in the Board's Rules of Procedure or in any other manner.
An Equal Opportunity/Affirmative Action Employer
www.orangecountync.gov
88
ORANGE COUNTY
NORTH CAROLINA
Clerk's Office
Post Office Box 8181
300 West Tryon Street
Hillsborough, North Carolina 27278
MEMORANDUM
TO: Orange County Board of County Commissioners
FROM: Tara May, Deputy Clerk to the Board
DATE: January 16, 2026
RE: Discussion on the Advisory Board Policy at the January 16, 2026 Board Retreat
This memorandum is intended to provide background information, suggestions, and propose questions for
the Board's consideration as part of the Discussion on the Advisory Board Policy at the January 16, 2026
Retreat.
Regarding attendance and removal of advisory board members, Section III(H)(3)of the Advisory Board Policy
(last revised May 6, 2025), states:
3. "...the Orange County Board of Commissioners may remove any member of an advisory board for
neglect of duty or nonparticipation that becomes problematic to the advisory board's functioning
and purpose. Neglect of duty and non participation are defined as follows:
a. Missing three (3) consecutive meetings; or
b. Missing twenty-five percent (25%) of meetings within any twelve (12) month period.
4. The advisory board Chair or staff liaison shall notify a member if the member is at risk of being
removed pursuant to section III(H)(3).
5. The advisory board Chair or staff liaison shall notify the Clerk to the Board of Orange County
Commissioners if a member has violated section III(H)(3)."
Currently, when the Clerk's Office becomes aware that a member has violated attendance requirements in
the Advisory Board Policy, an email is sent, or a phone call is placed, to the member in question. The member
is informed that they have violated the advisory board policy and are asked if any barriers in place have led
to their absences (i.e., lack of transportation, ADA concerns), and if there is anything county staff can do to
help them participate fully (i.e., offer a virtual attendance option). Staff engage in this conversation in a good-
faith effort to work with volunteers. Retention of existing members is an important part of the recruitment
strategy for advisory board volunteers. If the reason for the absences will not improve with county assistance,
the member is informed that the Board of County Commissioners may seek to remove them from the board
on which they serve, and they are offered an opportunity to resign. In most cases, members resign in lieu of
removal.
Recently, questions have arisen from Board members regarding how the Clerk's Office should handle
members who have violated the attendance requirements outlined in the Advisory Board Policy, and if an
opportunity to continue service should be offered.
89
Additionally, questions have arisen from volunteers about how the policy is interpreted and whether the
twelve (12) month period mentioned in the policy should be modified to account for boards that do not meet
monthly or when there are cancelled meetings. Volunteers have also asked if excused absences could be
added to the Advisory Board Policy.
With these questions in mind, the Clerk's Office suggests amending Section III(H)(3)(b) to read:
b. "Missing twenty-five percent (25%) of the last 12 meetings."
The Clerk's Office requests clarification from the Board on the following points:
1. Should an opportunity be given to members who have violated the attendance requirements in
the Advisory Board Policy to continue, or should the Clerk's Office simply inform them they will be
removed?
2. Should provisions be added to the Advisory Board Policy that speak to the expected engagement
of members as a requirement for continued service in addition to the attendance expectations?
3. Should there be language added to the Advisory Board Policy that defines and allows for excused
absences that would not count against a member?
Please let me know if I can provide any additional information.
90
-- ORANGE COUNTY
ORANGE COUNTY HOUSING DEPARTMENT
NORTH CAROLINA
To: Orange County Board of County Commissioners
From: Blake Rosser, Director of Housing
Date: January 16, 2026
Re: Overview of Housing Advisory Boards
Background
I received a request to prepare a presentation on the Housing Department's different boards or
councils, in order to help the Board understand their membership and work, their governance,
whether they are mandated and if not, to consider whether they are needed and effective.
The Housing Department has five (5)boards, only one of which, the Affordable Housing
Advisory Board(AHAB), is truly"advisory." The other four boards—Local Government
Affordable Housing Collaborative (HOME Consortium), Orange County Housing Authority
(OCHA)Board, Orange County Partnership to End Homelessness (OCPEH) Leadership Team,
and OCPEH Executive Team—are mandated either by U.S. Department of Housing and Urban
Development(HUD), interlocal agreement with the county municipalities, or both.
I have prepared a brief presentation which goes into more detail on the history and function of
these boards, and I have condensed that information into the following table. I look forward to
answering any Board questions at the January retreat.
LGAHC �
AHAB (HOME) OCH MAL
A OCPEH LT OCPEH ET
Established 2001 1992 2009 2007 2015
15 resident 4 elected 7 resident 15 resident
Membership volunteers(at least volunteers(in 4 elected officials
volunteers officials 1 participant) transition)
Advise BOCC Administer Administer Supervise
on Affordable HOME Administer HUD Continuum of OCPEH
Work Housing Investment Section 8/Housing Care,develop manager,monitor
priorities and Partnership Choice Voucher and oversee progress toward
strategies federal grant program homelessness homelessness
program strategic plan strategic plan
Yes
Mandated? No Yes Yes (HUD Yes(HUD) ( D) Interlocal) (Interlocal)
Mailing Address Hillsborough Office Chapel Hill Office
P.O.Box 8181 300 W.Tryon Street 2501 Homestead Road
Hillsborough,NC27278 Hillsborough,NC 27278 Chapel Hill,NC27516
Telephone(919)245-2490 • Fax(919)944-8496
91
ORANGE COUNTY
HOUSING DEPARTMENT
Overview of Housing Advisory Boards
January 16, 2026
• Affordable Housing Advisory Board
• Local Government Affordable Housing Collaborative
• Orange County Housing Authority Board
• Orange County Partnership to End Homelessness Leadership Team
• Orange County Partnership to End Homelessness Executive Team
Affordable Housin%,AL2dvisoryloard
• Established in 2001 by CIC BOCC,, after recommendation
by Affordable Housing Task Force in 2000
• 15 members representing county demographics,
appointed by BOCC
• Purpose is "to investigate, analyze and prioritize
affordable housing needs and strategies" for
recommendation to BOCC
• Comments on Bond/CIP staff scores, for
recommendation to BOCC
• Not mandated
Local Government Affordable
Housing Collaborative
• Local name for HOME Consortium
• Made up of one elected official from each
HOME Consortium municipality (4 total)
• Oversees federal HOME program planning,,
spending and reporting
• Recommends Annual Action Plans (AAPs) and
5-year Consolidated Plan to BOCC
• Mandated by U.S. Department of Housing and
Urban Development (HUD)
OC Housing Authority�oard
MM
• Establ ished in 2009 so that BOCC would not have
to continue serving as Housing Authority Board
• Consists of seven (7) OC residents, including at
least one HCV participant, appointed by BOCC
• Oversees the Housing Choice Voucher
(HCV/Section 8) program, funded by HUD
• Monitors all HCV processes and approves major
policy changes and updates
• Mandated by HUD
BrownAlycia ORANGECOUNTY
Leadership Team
..,& j
• Established in 2007 by Interlocal agreement with the
four municipalities of Orange County
• Made up of 15 community-appointed members ( under
advisement from HUD Technical Assistance, governance
structure currently in transition)
• Develops and implements policy to prevent and end
homelessness in Orange County
• Mandated by HUD for receipt of Continuum of Care
(CoQ funding ( HUD CoC Program interim rule (24 CFR
Part 578)
Danielle Butler ORANGECOUNTY
Executive Team
• Established in 2015 by MOU between OC, Chapel Hill,
Carrboro and Hillsborough
• Made up of one elected official from each
municipality
• Oversees hiring and performance of OCPEH Manager,
as well as execution of OCPEH 10-year/Strategic Plan
• Mandated by Interlocal MOU
97
LGAHC• • • • OCPEH LT ■
• •
Am
9'
Established 2001 1992 2009 2007 2015
7 resident 15 resident
Membership
15 resident 4 elected volunteers (at volunteers (in 4 elected
volunteers officials least 1 officials
participant) transition)
Advise Administer Administer Administer Supervise
BOCC on HOME HUD Section Continuum of OCPEH
Affordable Investment 8/Housing Care, develop manager and
Work Housing Partnership Choice and oversee monitor
priorities and federal grant Voucher homelessness progress toward
strategies program program strategic plan homelessness
strategic plan
Mandated? No Yes Yes Yes Yes
(HUD) (HUD) (HUD, Interlocal) (Interlocal)
ORANGECOUNTY
HOUSING DEPARTMENT
Orange County Housing Department
300 W. Tryon Street
Hillsborough
and
2501 Homestead Road
Chapel Hill
919-245-2490 1 orangecountync.gov/Housing
Blake ORANGECOUNTY
Rosser' HOUSINGDEPARTMENT