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6 <br /> SECTION IC CONTEXT <br /> kTl ',7441 <br /> r ✓a" "NP w;bf1�'F' wry. amwn` ""'a+i¢,. -. win 1f,9�Y <br /> ✓oaii�l///�%///G��✓/��r� .. ,s� __°l'l 1�t,�,,,,,�.";," ����� N�,,,, ,�-„� , w{w I✓�� ifliiit„✓✓ <br /> 91111111111011111101111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111 w. nimmumummunk <br /> OvH,rall. C H Halls and Nal a, H a p hy O at :: 11 HI ui <br /> t <br /> Orange County is an urban county with unique rural areas <br /> surrounding the University of North Carolina at Chapel Hill. Government <br /> The diverse citizenry of the County mandate various services <br /> and methods of interaction with the government. The Trends: <br /> philosophy of the County is based on a deep-seated <br /> commitment to citizen engagement, quality of life <br /> C�`�r: <br /> enhancement, and strategic investments that improve the 'ruf��u rn� r:c '� <br /> lives of residents, businesses, and visitors. In addition, the Measurement <br /> County is unwavering in its efforts to provide holistic, <br /> equitable, efficient, and effective high-quality services to the customer SerAce <br /> community. The focus on strategic investments in <br /> technology will help to increase trust, recognition, Economic <br /> communication, accountability, innovation, and excellence in Deveiopment <br /> the County. <br /> trategic Sourding <br /> 1,4114„ Y :;uds p qn ILIv FPM <br /> N'A�MIX;N �JY�ll�'N�ll Y9�NY�ll eIXN IX;N <br /> Given Orange County's long tradition of providing customer- "Transparency and <br /> focused, quality services and its reputation for commitment AccountaNfity <br /> to excellent, cost-effective government, the County is <br /> encouraged to consider or continue the use of major <br /> • Mn'U„erea'Ned Use of <br /> government trends outlined below. In addition, the list -•iechno ogy <br /> includes connections to information technology in order to <br /> enhance the work currently being undertaken in the County. <br /> • Benchmarking and Performance Measurement: This trend involves ascertaining current <br /> organizational performance on a variety of key indicators, followed by monitoring and evaluation, <br /> as well as change management in order to facilitate improvement. This document serves as one <br /> example of a benchmark for the information technology department and key indicators collected <br /> as part of this strategic plan should be monitored on a yearly basis to demonstrate improvements. <br /> The County should implement the use of performance metrics in all departments, but a focus on <br /> dashboards will help provide an overview of easily understood metrics. <br /> • Customer Service:This trend is centered on create a high-quality product for citizens, businesses, <br /> visitors, and employees. Increased involvement and participation are critical, as is a reorientation <br /> 4 <br />