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STRATEGIC GROWTH AND RURAL CONSERVATION PROGRAM Draft (10.1.2007) _ _ _- _ Chapter 3. SGRC Performance: Measuring Success This.chapter describes how Orange County will 3.1 The Reason for Measuring Performance measure the ongoing We really don't know how much transfer credits are selling for, performance and or how many have been created or applied in strategic outputs of the SGRC growth areas. Program, and then During one of the peer conservation program interviews, this was describes ways of one of the responses we received. Not surprisingly, the South increasing or restraining the Carolina community that operated this particular development amount of SGRC credit program did not advertise it or view it as a success. Other activity. communities did not aggressively report the performance of their programs. Even though transfer •credits have to be applied as deed restrictions (or, sometimes, covenants) and most transfer credit transactions can only occur as part of at least an administrative review process, it is possible that this statement can be true. Over time, as the SGRC program matures and the Orange County staff and elected /appointed officials that helped to create the program change, the potential for losing track of the SGRC program is great. Initially, the project team anticipates very few transactions, which may also create a tendency to stop recording information about the credit transactions that do occur. Measuring the performance of the SGRC Program allows Orange County staff, officials, and citizens to determine if the Program is living up to their expectations, how to change the Program, and further promote it to reach potential participants. 3.21nitia) Benchmarks Books have been written; companies started and thrived; many lecture courses have been taught, and magazines and software . programs launched to address performance measurement. Entering into a detailed discussion is not relevant, nor should the task of measuring performance be difficult or onerous for Orange County. Measuring performance simply requires four things to be successful: ^ Data, in a format and quantity that is suitable to the task; ^ Relationships, between the performance measurement(s) and the goals /objectives of the program; ^ Analysts, that are capable and have the time to prepare and report information to decision-makers; and ^ Reaction, from decision-makers to modify the program that is being measured. A SGRC scorecard has been created that describes a number of performance benchmarks that Orange County Planning and Zoning staff will complete as transfer credits are created and applied. Since the project team anticipates that, like almost all similar programs, the SGRC Program will begin slowly, the first two years will include a benchmark to measure how many contacts are made with property owners and developers inquiring about the Program. The SGRC scorecard is shown in Figure 3-1. Orange County, North Cazolina