HomeMy WebLinkAboutAgenda 04-07-2026; 12-7 - Memorandum - Countywide Strategic Plan Mid FY2025-26 Progress Report 1
ORANGE COUNTY
NORTH CAR LINA
County Manager's Office
300 West Tryon Street Travis Myren, County Manager Phone(919)245-2300
Post Office Box 8181 Fax(919) 644-3004
Hillsborough, North Carolina 27278
MEMORANDUM
To: Board of County Commissioners
Travis Myren, County Manager
From: Kelly Guadalupe, Strategic Planning Manager
Date: April 7, 2026
Subject: Countywide Strategic Plan Mid FY2025-26 Progress Report
This memorandum to the Board of County Commissioners is a mid-fiscal year 2025-
2026 progress report on the goals of the Countywide Strategic Plan. The following
report provides updates on the performance measures for each of the six goals of the
plan, through December 31, 2025.
An Equal Opportunity/Affirmative Action Employer
www.orangecountync.gov
2
Strategic Plan Mid Fiscal Year 2025-26
Progress Report
Orange County, North Carolina
3
TABLE OF CONTENTS
Cover........................................................................................................................ 3
Board of Commissioners.................................................................................................... 4
Manager's Message..........................................................................................................5
PlanningProcess............................................................................................................ 6
TrackingProgress........................................................................................................ 7
Mission,Vision and Values.................................................................................................. 8
Goals........................................................................................................................ 9
Environmental Protection and Climate Action............................................................................. 10
HealthyCommunity........................................................................................................ 15
Housingfor All..............................................................................................................23
Multi-modal Transportation................................................................................................ 29
Public Education/Learning Community.................................................................................... 33
Diverse and Vibrant Economy..............................................................................................37
Glossary....................................................................................................................40
Acknowledgements........................................................................................................44
��}{ ��ti- r = _ a'�M1F 1, {��� ;� - � d � e
Board of Commissioners
i • . • of Commissioners
Earl McKee Sally Greene Phyllis Par#ie-Ascot# Marilyn Car#er
Strategic Plan Progress Peport Mid FY25-26 Page 4
bistrict� At-Large District 2 District
Jamexetta Bedford Jean Hamil#on Arny Fowler
Distric# 1 Chair District 1 Vice-Chair At-Large
Manager's Message 6
Manager's Message
The Countywide Strategic Plan highlights the priority goals that will move the county toward our vision for the future,
in which we work together to enhance the quality of life for all residents.Six months into the second year of the
county's strategic plan,we continue to see early successes in many areas,while working to address some challenges in
the Healthy Community and Housing For All Priority Areas.
We are on track in our measures promoting environmental sustainability. Notably, LED light conversion projects in
county buildings are reducing energy used in county facilities,and recent solar projects are increasing the solar
energy generated by county facilities.We anticipate continued progress in solar generation now that the solar
feasibility study is complete,which will help us prioritize future solar projects.
In our focus on a healthy community,we are seeing progress in mental health,emergency response,and criminal
justice system diversion programming.One area of concern, however, is a recent decrease in the percentage of
estimated eligible food insecure households in the county served by food and nutrition services.The Department of
Social Services sends notices to all current program recipients of upcoming eligibility changes and notification one
month before their recertification is due.To recruit new participants, DSS is pursuing collaborative efforts with
community-based organizations to facilitate applications for those who are eligible.The County's food security
program is focused on strengthening the local food system and eliminating food insecurity in Orange County.A
maintained list of food distributions, pantries,and other food security support resources is available on the county
website.
We have seen success in some County housing programs.The County has already surpassed the previous fiscal year in
our success housing residents in permanent supportive housing,and eviction diversion programs continue to be
successful for program recipients.We have resumed processing housing discrimination cases,and have fully cleared
out the backlog, now taking on several new cases.
Public Transportation faced staffing shortages in the first six months of this fiscal year that impacted ridership, but
with the driver pool now fully staffed,we expect to see improvements in the second half of the fiscal year. Outreach
for transportation information is focused on increasing fixed route ridership.
Additional highlights in this report include digital literacy programming expansion, positive preliminary results in
economic development grant programs,and a targeted increase in employment services program success rates.
Strategic Plan Progress Report I Mid FY25-26 Page 5
Planning Process 7
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
Project Kickoff and Stakeholder Identification
• 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
• April2025
BOCC Approve Revised Performance Measures
• July 2025
Departments Report Initial Performance Measure Progress
• January 2026
Departments Report Mid Fiscal Year Performance Measure Progress
Strategic Plan Progress Report I Mid FY25-26 Page 6
Tracking Progress 8
Tracking Progress
Progress is tracked regularly.Staff teams evaluate and discuss progress toward achieving the Board's Strategic Goals
quarterly and report progress to the County Manager's Office.
Monthly Quarterly Twice a Year Annually
County staff evaluate and County leadership The County Manager's The County Manager's
discuss progress on provides the County Office prepares an Office prepares a year-
Strategic Plan goals. Manager's Office with update to the Board for end update detailing
progress updates for each Strategic Plan goal, progress on each goal.
each Strategic Plan goal. including significant wins Report presented to the
and challenges. Board and shared on
orangecountync.gov for
public access.
Strategic Plan Progress Report I Mid FY25-26 Page 7
Mission,Vision and Values 9
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
engagement in a transparent manner so that all and advocate to local, state and Federal
in our community have knowledge, governments in response to our community's
understanding, and a voice. needs in a way 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 I Mid FY25-26 Page 8
Goals
10
Strategic Priorities
I Utyilnental 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.
Nialltit"dal Transportation
Collaborate with our regional partners to expand, integrate/connect, and provide accessible public
transportation options.
WWWityffducation/Learning Community
Enhance and maintain quality school operations and infrastructure and cultivate lifelong learning.
®ri4wA* §r fbn d 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 I Mid FY25-26 Page 9
Environmental Protection and Climate Action 11
Wrionlytnental 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
1. Identify the priorities and resourcesm,.. kr '
necessary to implement the Climate Action
Plan.
2. Invest in our infrastructure to reduce the
environmental impact of the County
fleet/facilities and improve safety.
3. Improve educational opportunities for
County staff and community members on
climate action and available resources to
advance climate action projects.
4. Incentivize and promote sustainable
agriculture and local food systems
development through supportive policy,
funding,farmland protection and
educational outreach.
s. Review land use policies to promote and
connect Town, County, and private trails and
open spaces.
5. Protect water supply/watersheds.
7.Conserve and protect high-priority open
space, including Natural Heritage sites,
nature preserves,watershed riparian
buffers, and prime/threatened farmland.
8. Include environmental stewardship
objectives in the Comprehensive Land Use
Plan.
Strategic Plan Progress Report I Mid FY25-26 Page 10
Environmental Protection and Climate Action 12
1 .1 Climate Action Plan Strategies
Implement 50916 (35) of Climate Action
Climate Action plan Strategies Implemented plan Strategies by June 30, 2029, and
document strategy status in Climate
- Action Tracker.
20
10 The measure is currently on track to achieve
� the 2029 target, having implemented 21
30 Climate Action Plan Strategies as of
December 31,2025.
0
1 .2 Energy Use
Reduce the energy intensity
Energy Used in County Facilities
(energy used in KBTU, or one-
thousand British thermal 88 86.s KBTUs per sq.ft.
87.2 KBTUs per sq.ft.
units, per building square foot) 86
a
of County facilities by 70% to 84
78.5 KBTUs per square foot by m 82.4 KBTU`s per sq.ft.
June 30, 2029. 82
(D 0• Target
Ln
D 79.7 KBTUs per sq.ft. o- Actuals
80
21
Energy use is decreasing as (D 78.5 KBTUs per sq.ft. 78.5 KBTUs per sq.ft.
planned,and is on track to reach w 78
the target before June 30,2029. 0�1 pL�x off`'
LED conversion projects contribute ��� eG �� <'<
to this success.
Note: FY25-26 data is preliminary
and will be confirmed at FY end.
Strategic Plan Progress Report I Mid FY25-26 Page 11
Environmental Protection and Climate Action 13
1 .3 Solar Energy Generation
Increase the annual solar energy
Solar Generated by County Facilities 4,000,000 generated at County facilities by 767%
o by3une30, 2029.
•+, 3,011,619 KBTUs 3,011,619 KBTUs
[0 3,000,000 } — — — — —
2,217,652 KBTUs The measure is currently on track to meet its
U �
>, 2,000,000
0)m target by June 30,2029.Solar installation was
c 1,127,947 KBTUs 1,118,744 KBTUs recently completed at the Efland EMS Station
w
1,000,000 and the Drakeford Library Complex.The
5
`) County plans to add solar to the Southern
0 Human Services Center and the Cedar Grove
Baseline(FY... FY24-25 Jul-Dec FY25- Community Center this fiscal year, leveraging
24) 26
grant funding from the North Carolina
♦• Target Department of Environmental Quality to
Actuals support installation at Cedar Grove.The solar
feasibility study, now complete,will help
prioritize future solar projects.
1 .4 Vehicle Replacement
Replace 75% of County non-first
Replacement Vehicles that are Electric
responder vehicles each year with
electric or other alternative fuel w 100
88%
vehicles (biodiese% ethanol, hydrogen, @ 75 74°i° - - - - --
etc.). Y
.5 0 50
The first six months of FY25-26 show positive °
2
progress toward this annual target,with 88% 25
of replaced vehicles being electric vehicles. m
0
Baseline(FY23- FY24-25 Jul-Dec FY25-26
24)
f Actuals
Target
Strategic Plan Progress Report I Mid FY25-26 Page 12
Environmental Protection and Climate Action 14
IS Environmental Protection and
Sustainable Practices
Increase the rating in the bi-annual community survey on the following two questions by one
percentage point every 2 years.,
How would you rate the County.
• As a community committed to green &sustainable practices
• As a place that prioritizes environmental protection
The 2023 Community Survey indicated a 66%positive 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 FY25-26
Community Survey will be administered in spring 2026.
1 .6 Sustainable Farming Practices
Establish a baseline and increase the
number of sustainable farming Sustainable Farming Practices Implemented
1,500
practices farmers implement after 671
participating in sustainable farming 0 468
programs, outreach, or education each 1,000
Ln
an
year. :3 U
Ln
w U
o �p 0 563 563
a
_Q 500
So far in FY2025-26: E
Z
• 5 sustainable farming practices were
funded through the agricultural 0
economic development grant program, Baseline FY24-25 Jul-Dec FY25-26
• 11 farmers participated in a poultry i Additional Practices
processing workshop, i Baseline
• 186 landowners conducted soil health
management,and
• 1 property was managed through
prescribed burning.
Strategic Plan Progress Report I Mid FY25-26 Page 13
Environmental Protection and Climate Action 15
1 .7 Land Protection
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 The measure is on track to meet its five-year target.
Since July 2024,the County has protected an additional
114 acres,or 38%of the goal.
0 114 300
Strategic Plan Progress Report I Mid FY25-26 Page 14
Healthy Community 16
�iftWZommunity
Increase equitable access to care and social safety net programming to promote the physical,
social, and mental well-being of our community.
Ur" ., _---- Objectives
4 — 1. Improve harm reduction, prevention,and
r therapeutic interventions for adults and children
F
experiencing behavioral health issues,substance-
use disorder,and intellectual or developmental
disability.
2. Expand access to quality,affordable healthcare
services (e.g.,Crisis Diversion facility, Medicaid
expansion,crisis response, behavioral health).
3. Provide protective services for our most vulnerable
community members with practices and resources
that support reducing risk factors,ensuring safety,
and achieving permanency.
4.Support the basic needs and financial security of
low-income families through a robust safety net of
economic supports that help build long-term
financial security.
S. Provide deflection,diversion,therapeutic
interventions,and re-entry support, including
housing for justice-involved children and adults.
6. Invest in,support,train,and retain our community
safety, health,and emergency services employees
and direct care workforce.
7. Provide sustainable,equitable,and high-quality
community safety and emergency services to meet
the community's evolving needs.
8. Invest in services and programs that improve the
health and quality of life of the community(e.g.,
recreation and public open spaces,arts,etc.)
Strategic Plan Progress Report I Mid FY25-26 Page 15
Healthy Community 17
2.1 Post Overdose Response Team ( PORT)
Implementation
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.
In its first sixteen months 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.
The rate of induction to transfer of care is exceeding 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.
PORT Timely Patient Contacts PORT Induction to Transfer of Care
c 100 120
!E — 0- - - • - - ♦- - -0_ - -• O a)
+-' \ 90% 90% 90% 90% 90% � U 100%
3 75 c 100
° O O 88%
N �4-1 0 58/o U 0 82% 80% 80% 83% 80%
d -C 50 4�/0 46% C 80 70 0 — ♦— — — — —
N M
O 4�
U 25 60
J e ec, e
P4,, 7J\� O�'O
♦• Target t Actuals
+ Actuals Target
2.2 Medicaid Enrollment
Increase enrollment of Medicaid-eligible residents by 7016 (200 individuals) annually through Fiscal Year
2028-29.
Medicaid enrollment is exceeding the target level.July through October of FY25-26 showed a continued increase in
enrollment. There was a slight decrease in November and December, but the enrollment level is still well above the
annual target.
Strategic Plan Progress Report I Mid FY25-26 Page 16
Healthy Community 18
Medicaid Enrollment
22,000
21,443 21,495 21,504 21421
21,500 21,292 21,367 '
c
21,085
w 0 21,000 20,858
c:c: 20,682 20,616 20,716
• ♦•Target
20,500 20,412 + Actuals
ry
20,000
01' Off' Off' O� Off' O� O1' O1' O1' O1' O1' O1' O1'
K` `L L t L L 'L `L �`L L L ``L J`L G`L
°\ PJ0 °Q pc �° O° �a �° �a Pp �.a� �0� 70 PJ� °� po
e
a�
0
2.3 Deflection and Diversions from the Legal
System
Increase by2%annually the number of
i Individuals Referred for Deflection or Diversion
individuals deflected or diverted from criminal
750
legal system involvement, by referring
individuals to the Criminal Justice Resource 506 526
Department deflection and diversion programs. Soo 48r8_ - - - - -0
254
The Criminal Justice Resource Department is on 250
track to exceed the FY24-25 total of individuals
referred for deflection or diversion. However,
they are not projected to reach the annual o
target of 526 individuals. Baseline FY24-25 Jul-Dec FY25-
(FY23-24) 26
♦• Target
Actuals
Strategic Plan Progress Report I Mid FY25-26 Page 17
Healthy Community 19
2.4 Employee Retention
Through Fiscal Year 2028-29, maintain an annual
Frontline Employee Retention goo retention rate of 86% or more among:
96.5%
0 95 • Deputy Sheriffs,
• EMTs and Paramedics,
90.O% . 977 Call Takers and Telecommunicators and
90
a, • Protective Services Social Workers
T 86.0% 86.0% 86.0%
Q 85 840% - - - - ♦- - - - -
w f The measure is currently meeting and
so exceeding the target,with a 90% retention rate
Baseline FY24-25 Jul-Dec FY25- for these first responder and frontline positions.
(FY23-24) 26
♦ Actuals
-*• Target
2.5 EMS Response Time
Achieve by April 7, 2025, and maintain a 65%
adherence rate to a 75 minute or less emergent EMS Adherence to Critical Response Time
90
total response time for events requiring critical
80%
intervention by Emergency Medical Services. 80 78%Co74% 73% / 75(%'
70 6/650% 65% 65% 65% 65% 65%
From July to December 2025, Emergency Q ,♦ —
Medical Services adherence to the critical 60
response time was well above target, at an tx1 tx �, �,
1 o� 6P o`11 6 6 o',
average rate of 76.5%.The median time from �e�� OoG� �at� �� o��� O�G�
receipt of the 911 call to EMS on scene is 11 �\\�o ��� Op�
minutes 7 seconds.
♦• Target
+ Actuals
Strategic Plan Progress Report I Mid FY25-26 Page 18
Healthy Community 20
2.6 Mental Health Training
Train 80 individuals annually on mental health
Mental Health Training goo topics, including Mental Health First Aid and
87 Applied Suicide Intervention Skills.
I
a�
c
The Health Department trained 94 individuals
50 on mental health topics in the first half of FY25-
25 26, exceeding the annual target.The Criminal
Justice Resource Department's certified Mental
—W
Health First Aid trainer will begin conducting
o training sessions in the second half of FY25-26.
Baseline FY24-25 Jul-Dec FY25-
(FY23-24) 26
Actuals
♦ Annual Target
2.7 Child Support Collection
Work with families to collect at least 70% of all current child support owed and collect arrears for at
least 70% of the families served by the Child Support Services Program annually.
The collection rates are currently exceeding the target by a few percentage points.
Child Support Collection Rates
74
73.5%
73.3% —
73.0%
73
c
0
a2i 72
o ♦ Target
v + Current Owed Collections
oQ 71 71.% f Arrears Collections(annual)
a
U)
70.0% 70.0% 70.0%
v 70 ♦ - - - - - - - - - ♦- - - - - - - - - -•
69
Baseline(FY23-24) FY24-25 Jul-Dec FY25-26
Strategic Plan Progress Report I Mid FY25-26 Page 19
Healthy Community 21
2.8 Food - Insecure Individuals Served
Serve 96% of the estimated eligible food-
insecure Orange County individuals with food Eligible Food-Insecure Individuals Served
100
and nutrition services annually.
0
96% 96%
95 94%
In FY24-25,the County served a monthly
average of 9,440 individuals. In the first half of
FY25-26,the percentage of estimated eligible .9 90
2! 88%
individuals served decreased by 8 percentage - b
points to a monthly average of 8,616 individuals.
No eligibility changes occurred during this 85
period. Looking at statewide trends and across Baseline FY24-25 Jul-Dec FY25-
(FY23-24) 26
multiple years provides further context for this
change.There was a decrease in individuals ♦ Target
served statewide in this same six-month period, t Actuals
and prior to the COVID-19 Pandemic, we were
serving around 88% of eligible households.
2.9 Family Success Alliance Program
Provide 728 families annually with case-
150 Family Success Alliance Program management through the Family Success
128 Alliance program to connect them to
117 - - - -
medical/mental health care, housing, or food
0- 10o ao with support, information, and referral services.
a�
5o So far in FY25-26, 80 families have been provided
LL case management.
0
Baseline FY24-25 Jul-Dec FY25-
(FY23-24) 26
Actuals
♦ Target(128)
Strategic Plan Progress Report I Mid FY25-26 Page 20
Healthy Community 22
2.10 Child Reunification
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. 2
•E 32%
32
G'
In FY24-25,the percentage of children achieving
Z31%permanency through reunification when exiting 2Ff 31
z —
foster care increased by 2 percentage points, U
exceeding the target set.This measure is 30 3
reported annually.
29
Baseline(FY23-24) FY24-25
♦• Target
+ Children Reunited
2.11 Mobile Crisis Team Responses
Mobile Crisis Team (CARE) Responses Increase by 10 quarterly the number of 917
Ln 100 responses made by the Mobile Crisis Team
c 74 85 83 (CARE).
o � 69� �
55 6.0-
ry 45 So far in FY25-26, team responses have grown to
0 50 35 �
meet the targeted quarterly increase.The team
� expanded operations into Carrboro in
Z 0 September 2025.
mq ell,
oG O
Mobile Crisis Team (CARE) Responses
♦ Target
2.12 Cultural Competence Training
All first-responder county employees complete annual training to ensure cultural competence.
Staff are developing a training curriculum which will be piloted in FY26-27.
Strategic Plan Progress Report I Mid FY25-26 Page 21
Healthy Community 23
2.13 Community Survey Response to
Amenities and Activities
Increase positive responses to the statement: "County provides adequate amenities, access to leisure
activities, and cultural activities"by 7 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 spring 2026.
Strategic Plan Progress Report I Mid FY25-26 Page 22
Housing for All 24
Wbid*tv(:3for AI
Promote equitable and accessible housing and address housing disparities through
policies, partnerships, and collaboration to create a thriving community.
Objectives
1. Use regular federal and local funds to build and/or
. r. acquire new affordable housing.
2.Address need and any policy barriers to increase
a'A rr.r- 72 r or, access to emergency shelter beds and other low-
�s err■■ s _
barrier housing, including eviction diversion.
•- __0* 3. Invest in permanent supportive housing and help
residents achieve housing stability.
4. 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.
S. Review County ordinances, policies, agreements, and
the regulatory processes to streamline practices, and
increase opportunities and reduce barriers to
construct housing.
6. Increase opportunities for public employees to buy
and rent homes where they work.
7. Expand resources and invest in housing designed for
our aging and disabled residents.
s. Rehabilitate and repair existing housing to preserve
naturally occurring affordable housing and avoid
displacement.
9. Increase representation of people with lived
experience on housing related matters.
10.Support unhoused residents in obtaining temporary
and permanent housing.
11. Ensure timely and thorough investigations and
dispositions to all civil rights and fair housing
complaints.
Strategic Plan Progress Report I Mid FY25-26 Page 23
Housing for All 25
3.1 Affordable Housing Units
Increase the number of affordable (80%AMl or
Affordable Housing Units Constructed 15 below) housing units funded by Orange County
Ln by an average of 10 annually over 5 years,
io prioritizing 60%AMl or below.
C:' 10 •
Ln s
° In FY24-25, 9 units were funded and 3 were
° constructed. Due to construction schedules,
� 5
-0 3 there will naturally be some variation from year
E
Z to year.This measure is updated annually.
0 1 __NN__
Baseline(FY23-24) FY24-25
♦• Target
Housing Units
3.2 Cold Weather Emergency Beds Available
Increase the number of immediately
accessible cold weather emergency Cold Weather Emergency Beds
60
beds available in the community by
25% by 2026. Ln Zo
m 40
4
0
The measure is currently meeting and
exceeding the target. From FY23-24 to E
D 20 35
FY24-25, the number of cold weather z 28
emergency beds increased from the
baseline of 28 beds to a total of 55 0
available between Orange County and Baseline(FY23-24) FY24-25
the Inter-Faith Council for Social
Service.This measure is updated IFC Cold Weather Beds
annually. OC Cold Weather Beds
• Baseline
Strategic Plan Progress Report I Mid FY25-26 Page 24
Housing for All 26
3.3 Transition to Permanent Housing
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.This measure is updated annually.
3.4 Permanent Supportive Housing
Increase the number of households housed in
Households Housed by Permanent Supportive Housing
permanent supportive housing by 70% annually. 30
U)
_0 2,7
0
In the first half of FY25-26, 27 households were 20
Ln 20 18
housed, already surpassing the FY25-26 target of o W
_ Ln
22 households. o 0
IE
10
E
z
0
Baseline FY24-25 Jul-Dec FY25-
(FY23-24) 26
Households Housed
♦•Target
IS Eviction Diversion Programs
Program Recipients Avoiding Eviction 70% of residents served by eviction diversion
90 programs avoid eviction in the next 72 months.
O 84%
v 82% 87%
LU So far in FY25-26, 84% of program recipients
a) 80
^ avoided eviction, exceeding the target success
rate.
Q 70% 70%
Ln
70 ♦ — — — — — •
Ln
60
Baseline FY24-25 Jul-Dec FY25-
(FY23-24) 26
♦•Target
+ Actuals
Strategic Plan Progress Report I Mid FY25-26 Page 25
Housing for All 27
3.6 Development Permit Approval
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 by the end of FY25-26. Staff are
pursuing strategies this fiscal year to improve software and staff workflow.
3.7 Employee Assistance Programs
Establish a baseline and increase by5016 the awareness of available housing and rental assistance
programs among county employees by June 30, 2029.
Staff will establish a baseline level of awareness through an employee survey, administered in March
2026, and then pursue strategies to increase awareness among staff of programs available.
3.8 Pepa i r and Peha bi l itation of Housing
Units
Increase by an average of 10% annually
Housing Units Repaired or Rehabilitated
over 5 years the number of housing 30
units repaired or rehabilitated. 26
� 28 � _ _ � — •
22
20 19
So far in FY25-26,15 housing units have Ln
D
0
been repaired, and 4 rehabilitated.This =
w
measure is on track to meet the target 02 10
of 26 units for this fiscal year. E
z
0
Baseline(FY23- FY24-25 Jul-Dec FY25-26
24)
Actuals
♦• Target
Strategic Plan Progress Report I Mid FY25-26 Page 26
Housing for All 28
3.9 Board Members with Lived Experience
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.
This measure is updated annually.
3.10 Unhoused Individuals
Reduce the number of individuals who
Individuals Who are Unhoused
20o are unhoused by70%per year,
prioritizing protection from
148 149 displacement.
150
.2 133 133
0
100 In FY24-25, the number of individuals
who are unhoused increased from 148
E 5o individuals to 149 individuals.This
D
Z measure is updated annually.
0
Baseline(FY23-24) FY24-25
Unhoused Individuals
♦ Target
Strategic Plan Progress Report I Mid FY25-26 Page 27
Housing for All 29
3.11 Housing Discrimination Cases Processed
Process 8 housing
discrimination cases peryear. Housing Discrimination Cases Processed
zo
17
The County has resumed Ln i5
V)
processing cases in FY25-26, U
filling the previously vacant ° 10
8 8 8
Fair Housing Investigator E ♦ — — — ♦— — — • OC Processed
position. So far, in FY25-26,the Z 5 5 ♦ Target
County has processed 19 cases, 2 2 2 • Referred to HUD
fully clearing out the 0
0
backlogged cases and taking
o�� o1P
on several new cases. �A"�' ell,
���tx O°Gti
a�
3.12 Pent Cost Support Vouchers
Continue providing rent cost support
Rent Support for Households Through Vouchers 750 through federal housing choice
650 655 - _ _ _ 625_ _ _ _ 650 vouchers for 650 households annually.
`m
S 500
>° The Emergency Housing Voucher
program is ending four years early,
iv
250 resulting in fewer available vouchers.To
Z absorb the decrease and prepare for
opening the waitlist, the department
0 only issued a handful of new vouchers
Baseline Dec 2024 Jun 2025 Dec 2025 In 2025.
(J u n 2024)
♦• Target The number of households supported
• Actuals is expected to increase to 640 by June
2026.
Strategic Plan Progress Report I Mid FY25-26 Page 28
Multi-modal Transportation 30
Width"da I Transportation
Collaborate with our regional partners to expand, integrate/connect, and provide accessible
public transportation options.
Objectives
1. Identify priorities and resources necessary
to implement the Orange County Transit
Plan.
2. Increase community awareness of all modes
of transportation, including transit, bike and
pedestrian,vehicle, and all other modes.
3.Support road projects that address
p p p J r'
congestion and reduce commute time
r -
using the County's Complete Streets policy.
4.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.
S. Invest in implementing the County's Safe
Routes to Schools plan.
6. Update transportation-related plans to
provide more multimodal options, including
rural Orange County.
Strategic Plan Progress Report I Mid FY25-26 Page 29
Multi-modal Transportation 31
4.1 Transportation Ridersh i p
Increase ridership by 5916 each
Ridership on Transportation Services 40,000 year on fixed route, demand
response, and mobility on-
31,085
29,605 _ demand transportation
30,000
fl 1"'75• services.
0 7,"887
9�
20,000
_ -0- Target So far in FY25-26, ridership is
E • Mobility on Demand
� trending down on all three
Z 10,000 U • Fixed Route service types. Staffing
• Demand Response
shortages contributed to this
0 trend. Drivers are now fully
staffed, so ridership in the
��� ��'v� ��L`' second half of FY25-26 is
` expected to improve.
�
0
4.2 Outreach Events
County transportation
information is included in 90 Outreach Events with Transportation Information
ioo
outreach events each year. 90 90
♦ - - - - - - - - - -
•
Information was included in 30 > 75
w
outreach events in the first U
half of FY25-26.At this point, 50 -0- Target
the Transportation o • Events
Department is prioritizing 00
targeted outreach over broad E 25 F53
outreach, focusing on Z
30
increasing ridership on fixed
route services. 0
FY24-25 Jul-Dec FY25-26
Strategic Plan Progress Report I Mid FY25-26 Page 30
Multi-modal Transportation 32
4.3 Com m u n ity Su rvey Tra nsportation
Satisfaction
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 spring 2026.
4.4 Transportation Network Connections
Additional Transportation Network Connections Add at least one transportation network
4 connection (sidewalks, trails, transit stops, etc.)
i^ each year through implementation of the
0
3 3 Transportation Multi-Modal Plan.
a
c
c
U Transportation Services added three network
0 2 connections in FY24-25.
�,
m
Q _ _ _ _ _ _ _ 1 • A bus stop at Whitted Human Services
Ln
Building
� o
o • A transfer stop at the Orange County Library
Baseline(FY23-24) FY24-25 in Hillsborough
• The Hillsborough Circulator was split into
Connections Added two routes, the Orange Loop and Blue Loop,
♦• Target reducing headways and increasing
operational efficiency.
This measure is updated annually. In FY25-26,
Transportation Services has adopted a bus stop
improvement policy to prioritize improvements
to connection points.
Strategic Plan Progress Report I Mid FY25-26 Page 31
Multi-modal Transportation 33
4.5 Transportation Service Timeliness
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.
This measure is updated annually.
On-Time Pick-Ups and Drop-Offs Mobility on Demand Average Wait Time
110 30
a
o
p 100% 99% 22
100 • —M -- 2090
Ln
aO84%80710 4ii
12
c m
O Q
70 0
Baseline(FY23-24) FY24-25 Baseline(FY23-24) FY24-25
f Fixed Route Ak Actuals
t Demand Response Target
Strategic Plan Progress Report I Mid FY25-26 Page 32
Public Education/Learning Community 34
MvdalityM u cat i o n/Lea r n i n g
Community
Enhance and maintain quality school operations and infrastructure and cultivate lifelong
learning.
Objectives
' 1. Foster collaborative relationships with
formal and informal educational
organizations and agencies to provide
opportunities for community members to
meet, connect, and learn together.
2. Improve school readiness and educational
} outcomes by providing access, training,
tools, technology, and other resources
needed to thrive.
3. Provide support for Durham Tech
continuing education, college and career
readiness programming.
4. Improve learning environments by investing
in facilities that address repair, renovation,
and educational adequacy needs.
S. Invest in and implement a plan that
supports schools' operational and facility
funding needs.
6. Implement the recommendations of the
School Safety Task Force.
Strategic Plan Progress Report I Mid FY25-26 Page 33
Public Education/Learning Community 35
5.1 Childcare Subsidy Program Enrollment
Increase by 7% each year the number of children
from low-income households enrolled annually Children Enrolled in Childcare Subsidy Program
750
in the childcare subsidy program.
586 590
0
2 - - — — — —
w
The number of children from low-income 500
households enrolled in the childcare subsidy
program increased from the baseline of 586 u
0 250
children to 590 children in FY24-25, an increase
of 1%. E
z
This measure is updated annually. 0
Baseline (FY23-24) FY24-25
Actuals
♦• Target
5.2 Digital Literacy Workshops
Zip Codes Reached by Digital Literacy Workshops Reach residents in all 75 zip codes of the county
with digital literacy workshops offered annually.
12
Ln 11 In the first half of FY25-26, residents in 12 zip
a�
o codes were reached.The library is implementing
U
a a grant-funded digital literacy program in spring
N
0 2026.
C
O
U
Fiscal Year
FY24-25 0 FY25-26
Strategic Plan Progress Report I Mid FY25-26 Page 34
Public Education/Learning Community 36
S.3 Long Pa nge School Optimization Plan
Implement the Long Range School Optimization Plan, funding planning for first construction in FY25-
26, followed by construction on the first project in FY26-27. Utilize the remaining funds by the end of
the 70 year plan period.
Districts have selected firms for design and will be entering into contracts for Construction Manager
at Risk over the next few months. County staff are refining the interlocal agreement to dictate proper
communication around school construction.
S.4 School Capital Spending
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 was $31,408,664.
Available Balance of School Capital
70,000,000
$60,600,000
60,000,000
c
$50,,700,000
50,000,000 $46,913,236
� $43,500,000
a
$39,0:4,840
40,000,000
n $34,1�;784
U $31,408,664
30,000,000
20,000,000
June 2024 Sept 2024 Dec 2024 Mar 202S June 202S Sept 202S Dec 202S
S.S School Safety Task Force
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.
Strategic Plan Progress Report I Mid FY25-26 Page 35
Public Education/Learning Community 37
S.6 Library Visitors
Establish a baseline and increase
visitors to the Southern Branch Library 40,000 Southern Branch Library Visitors
by5%annually. i 31,728 30,164
0 Ln 30,000 28,425
.
The Southern Branch Library soft
> 21,050
0 20,000
opening was on February 3, 2025. Foot
traffic has decreased slightly from April- E lo,000
June 2025. As we collect more data,we Z
will learn if there is seasonal variation to 0
Southern Branch Library visitors. o� o� o� o��'
anti oti �ti Gti
S.7 Scholarship Recipients
Scholars who Complete a Program or Transfer Increase by 7 percentage point annually the
60 percentage of Durham Tech Promise
0
scholarship recipients who complete a program
58 58% or transfer to a four-year college or university.
a�
.Q
'v
56 In FY24-25, the percentage of scholars who
2
complete a program or transfer increased by 5
540/6 oints from 53%to 58%.
0 54 • percentage P
53%
in �
Students typically take 3 years to graduate or
52 transfer, so baseline calculations are FY20-21
Baseline (FY23-24) FY24-25 recipients who graduated or transferred by Fall
♦•Target 2024. FY24-25 data are FY21-22 recipients'
+Actuals outcomes.
This measure is updated annually.
Strategic Plan Progress Report I Mid FY25-26 Page 36
Diverse and Vibrant Economy 38
Biwi*i^ And Vibrant Economy
Foster an environment that attracts and retains sustainable and diverse businesses and visitors,employment
opportunities,and diversifies our tax base.
Objectives s
1. Provide family-oriented and
Y 'V.
inclusive programming or other
cultural events for residents and
visitors. -
2. Review and revise County policies
and regulations to support
business investment in Orange
County. 4 }
3.Streamline and digitize business
processes to facilitate efficient
interactions between employers
and County departments.
4. Provide resources to new and
expanding, small, creative, and
agri-businesses that add character
and quality of life to our
community to attract employers,
employees, and visitors.
s. Increase access to and awareness
of resources and assistance
available to residents and
businesses.
6. Provide workforce and business
development resources to enhance
the skills of residents of the County.
7. Expand the non-residential tax
base.
Strategic Plan Progress Report I Mid FY25-26 Page 37
Diverse and Vibrant Economy 39
6.1 Economic Impact of Tourism
Investments
Establish a baseline of tourism resources invested in community partners producing cultural events
by June 30, 2025, and evaluate the economic impact annually.
In the first half of FY25-26, the Arts Commission and Visitors Bureau invested a total of$303,637 in
community partners producing cultural events.The total economic impact of these events is
estimated to be $2,046,969.
Notes: Impact totals include events for which the County was one of many sponsors.Additional Arts
Commission events will be added in the next report,when grant recipients submit fiscal year-end
reports.
Cultural Events Economic Investment vs. Impact
12,500,000
10,000,000 $9,868,992
7,500,000
Investment
Economic Impact
5,000,000
2,500,000 $2,046,969
$176,343 $303,637 M_
0
FY 24-25 Jul-Dec FY25-26
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 full cohort results will be available in The first full cohort results will be available in
April 2026 for fall 2024 awardees. Preliminary April 2026 for fall 2024 awardees. Preliminary
reporting indicates a 93% success rate. reporting indicates a 100% success rate.
Strategic Plan Progress Report I Mid FY25-26 Page 38
Diverse and Vibrant Economy 40
6.4 Employment Services Programs
Establish a baseline and increase by percentage points annually the percentage of residents
enrolled in Employment Services who complete an employment or training-related program and/or
gain employment.
In FY24-25, 68% of residents enrolled in Employment Services programs completed an education or
training related program and/or gained employment, and 31% gained employment. The target for
FY25-26 is a 71% program completion rate.
In absolute numbers,123 residents enrolled in programs, 83 of those completed a program, and 38
also gained employment.
6.5 Durham Tech Work Program
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.
This measure is updated annually.
Strategic Plan Progress Report I Mid FY25-26 Page 39
Glossary
41
Glossary
Affordable Housing - Housing that is affordable to households with low incomes, meaning that these households pay
no more than 30%of their income for rent or mortgage payments and utilities.
Agricultural Economic Development Grant-A County-funded grant that supports local farms and agricultural
businesses by helping them develop new sources of agricultural income through the provision of cost-share grants.
Applied Suicide Intervention Skills-A training program that teaches individuals how to recognize signs of suicide
risk and provide immediate, practical intervention to keep someone safe.
Arrears Collection -The process of recovering overdue payments owed by an individual or organization.
Back to Work Grants- Financial assistance aimed at helping individuals re-enter the workforce by covering training,
certification,support services,or other employment-related costs.
Baseline-The starting point or initial level of measurement used to compare progress or evaluate program outcomes.
Board of County Commissioners-Seven-member Board elected by district and at large by the voters of the County
for four-year terms.The Board sets County policy,adopts the budget,and oversees County operations.
Bridge Housing -Temporary housing designed to help individuals transition from homelessness to permanent
housing with supportive services in place.
Capital Spending- Expenditures for long-term assets such as land, buildings,equipment,or infrastructure that will
benefit the County for more than one year.
Climate Action Plan -A strategic plan that outlines goals, programs,and policies to reduce greenhouse gas emissions
and address the climate emergency.
Cold Weather Emergency Bed-An emergency shelter program jointly run by Orange County and Inter-Faith Council
(IFC),which provides temporary shelter for residents living unhoused during the winter.
Complete Streets Policy-A transportation policy that makes planning,designing,and construction of safer streets a
common practice and ensures that the transportation system benefits all users equitably.
Crisis Diversion-A practice that redirects individuals experiencing behavioral health crises away from the criminal
justice system and emergency rooms and toward appropriate community-based services.
Critical Response Time-The target time within which emergency services aim to arrive at the scene after receiving a
call for help.
Cultural Competence-The ability of staff and organizations to understand, respect,and effectively interact with
people from diverse cultures, backgrounds,and lived experiences.
Deflection -A strategy allowing law enforcement or emergency responders to connect individuals to treatment or
services instead of initiating criminal charges.
Demand Response-A transit service where riders schedule trips in advance,and vehicles adjust their routes based on
rider needs rather than fixed stops or schedules.
Department-A major administrative division of the County that has overall management responsibility for an
operation within a functional area.
Strategic Plan Progress Report I Mid FY25-26 Page 40
Glossary
42
Digital Literacy-The ability to use digital tools,devices,and platforms to access information,communicate,and
perform essential tasks.
Diversion-An intervention aimed at preventing individuals from entering, in this case,the criminal justice system.
Durham Technical Community College (Durham Tech) -A public community college providing education,workforce
training,and degree programs with locations in Durham and Orange counties.
Durham Tech Promise Scholarship-A program that covers tuition and fees for eligible students attending Durham
Tech to support access to higher education and workforce advancement.
Economic Development- Efforts to strengthen the local economy by supporting businesses,creating jobs,expanding
tax revenue,and improving community prosperity.
Emergency Medical Services (EMS) -A County service that provides emergency medical response,advanced life
support,and patient transport.
Employee Assistance Program (EAP) -A confidential counseling and support resource for employees dealing with
personal or work-related challenges.
Employment Services- Programs that help individuals prepare for,obtain,and retain employment through training,
job placement,and case management.
Environmental Stewardship-The responsible management and protection of natural resources to ensure
environmental health and sustainability for current and future generations.
Eviction Diversion- Programs that help households avoid eviction through mediation,emergency financial
assistance,and legal support.
Family Success Alliance-A local initiative that works with families to reduce poverty and improve education, health,
and financial stability.
Fiscal Year-A 12-month period (July 1 through June 30) in which the annual operating budget applies and at the end
of which an assessment is made of the County's financial condition and performance of its operations.
Fixed Route-A public transit service that operates along a defined path with scheduled stops and set times.
Fleet-The collection of vehicles and heavy equipment owned and operated by the County.
Floodplain -An area next to a river or stream that is prone to flooding during heavy rain or seasonal high water.
Food-Insecure Household -A household that lacks consistent, reliable access to enough nutritious food to meet their
basic needs.
Food Systems-The interconnected processes involved in producing, processing,distributing,consuming,and
disposing of food.
Frontline Employee -A staff member who provides direct services to the public or performs essential field operations.
Fund -An accounting entity created to record the financial activity for a selected financial group.
Coal-A broad statement of desired conditions to be maintained or achieved through the efforts of an organization.
Strategic Plan Progress Report I Mid FY25-26 Page 41
Glossary
43
Grant-A contribution of cash or other assets from another government or non-profit foundation to be used for a
specified purpose.
Housing Choice Voucher-A federal rental assistance program (commonly known as Section 8)that helps low-income
households afford safe,decent housing in the private market.
Housing Discrimination - Unequal treatment in housing opportunities based on protected characteristics such as
race,color, religion, national origin,sex,disability,or family status.
Induction to Transfer of Care-The process by which EMS transfers clinical responsibility of a patient to a hospital or
receiving facility.
Lived Experience- Personal experience with an issue such as homelessness, mental health,substance use,or poverty,
often used to inform program design and policy decisions.
Long Range School Optimization Plan-A strategic plan that evaluates school facilities and community needs to
recommend long-term capital improvement projects for improved learning environments and student outcomes.
Medicaid -A joint federal and state program providing health coverage to eligible low-income individuals,families,
children,seniors,and people with disabilities.
Mental Health First Aid-A training program that teaches people how to identify, understand,and respond to signs of
mental illness or substance use disorders.
Mobile Crisis Team (CARE)-A team of behavioral health professionals who respond in the community to individuals
experiencing mental health or substance-use crises.
Mobility on Demand -A transportation service where riders can request trips through an app,online or call center,
often supplementing traditional fixed-route transit.
Natural Heritage Site-A designated area recognized for its rare species, unique ecosystems,or significant natural
features.
Objective-A specific statement about what is to be accomplished or achieved for a particular program during the
fiscal year.
Orange County Partnership to End Homelessness (OCPEH) -A collaborative coalition that coordinates
communitywide efforts,such as Street Outreach, Harm Reduction and Deflection, Permanent Supportive Housing,
and Rapid Rehousing,to prevent and end homelessness in Orange County.
Ordinance-A formal legislative enactment by the Board of Commissioners that has the full force and effect of law
within the boundaries of the County.
Opioid-Use Disorder-Chronic brain disease involving the misuse or dependence on prescription or illicit opioids.
Permanent Supportive Housing- Long-term housing combined with supportive services for individuals experiencing
chronic homelessness or significant disabilities.
Post Overdose Response Team (PORT) -A team that responds to individuals who are currently experiencing, recently
experienced,or who are at risk of,an opioid overdose,and provides treatment connections, harm reduction supplies,
and ongoing support.
Program -A well-defined portion of the operating plan for which a distinct set of goals and objectives may be
developed.
Strategic Plan Progress Report I Mid FY25-26 Page 42
Glossary
44
Retention -The ability of an organization to keep employees overtime by maintaining job satisfaction,growth
opportunities,and supportive work conditions.
Riparian Buffer-A protected area of vegetation along waterways that helps prevent erosion, improve water quality,
and provide wildlife habitat.
Safe Routes to Schools Plan-A plan that promotes safe walking and biking to schools through infrastructure
improvement projects and program recommendations.
School Board -The elected body responsible for governing the public school district,setting policy,and overseeing
educational operations.
School Safety Task Force-A group convened to evaluate school safety needs and recommend strategies to provide a
safer school environment for students,teachers,and staff.
Section 8,see Housing Choice Voucher Program
Small Business Investment Grant-A grant that supports local small businesses by helping fund expansion,job
creation,or capital purchases.
Social Safety Net- Programs and services designed to support individuals and families facing economic hardship,
health challenges,or instability.
Strategic Plan-A long-term roadmap that outlines an organization's priorities,goals,and objectives over a specified
period of time.
Substance-Use Disorder-A medical condition in which the use of one or more substances leads to significant
impairment, health issues,or functional problems.
Sustainable Farming Practices-Agricultural methods that protect natural resources,enhance soil health, reduce
environmental impact,and ensure long-term farm viability.
Tax Base-The total taxable value of property and other revenue sources within the County used to generate tax
income.
Transit Plan-A comprehensive plan that guides the development and funding of public transportation services in
accordance with the community's needs,values,and priorities.
US Department of Housing and Urban Development(HUD)-The federal agency responsible for national housing
policy,community development,and administering programs like public housing and Housing Choice Vouchers.
Strategic Plan Progress Report I Mid FY25-26 Page 43
Acknowledgements 45
Acknowledgements
This strategic plan is the result of the combined efforts of our County's residents, elected officials,
employees, and community stakeholders. Orange County would like to thank everyone who provided
their knowledge and insights throughout the process and who dedicated their time to making this
Strategic Plan come to life.
Strategic Plan Progress Report I Mid FY25-26 Page 44