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subordination of an advocacy board, such as the EDC with a regulatory board, <br />such as the planning board.) <br />6. Metrics: Begin tracking industry- standard metrics on an annual basis, such as: <br />• Number of qualified inquiries <br />• Number of deals closed <br />• Number of deals lost <br />• Number of local university start-ups setting up shop in Orange County <br />• Number of existing local businesses who expand and remain in Orange <br />County over time <br />• Number of relocating businesses choosing Orange County whose <br />managers /executives /employees have chosen Orange County as home <br />• Number of new businesses choosing Orange County <br />• Annual measure of residential/non - residential tax ration <br />• Total value of private capital invested in Orange County <br />• Total number of private sector jobs created <br />o Number of private sector jobs by OC socio- economic strata <br />• Square footage of available space filled <br />• Square footage of new space opened <br />7. Customer Service: All department staff, including administrative staff, should be <br />evaluated for customer service, with particular emphasis on: <br />• Positive promotion of all geographic areas and sites within Orange County <br />• Proactive communication of BOCC, County, department <br />activities /decisions /requests potentially impacting economic development or <br />EDC effectiveness <br />• Prompt response and follow -up to EDC leadership team and member requests <br />All department staff also should be well- versed in understanding EDC Operating <br />Rules and Principles and be able to clearly articulate differences between BOCC- <br />established Rules and Procedure, EDC- established Rules and Procedure versus <br />tradition and individual Commissioner preferences. <br />