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4 5 <br />2022-2024 Strategic Plan <br />STRATEGIC PRIORITY #1 <br />Strategic Goal <br />Develop an equitable and integrated approach to health, behavioral <br />health, public safety and homelessness so that all residents are safe, <br />healthy, housed, and health outcomes are improved. <br />Objectives <br /> A Focus on people at the intersection of behavioral health, homelessness, and public safety to provide <br />crisis/stabilization support and treatment. <br />1) Gain the perspective from people with the highest needs and highest users of the system to make sure the <br />system is serving their needs. <br />2) Continue to engage with community partners to share resources, problem solve and build support for next steps. <br />3) Complete a funding plan for a community behavioral health crisis/stabilization center in partnership with <br />community organizations. <br />4) Identify a site and start construction of a community behavioral health crisis/stabilization center in partnership <br />with community organizations. <br /> B Invest in public safety for improved service delivery. <br />1) Accomplish phase two of the Lane County Community Public Safety Repair Plan. <br />2) Actively pursue a renewal of the 5-Year Public Safety Levy which ends May 2023. <br />3) Advocate at the state and federal level for sustained funding for our critical public safety services. <br /> C Invest in our juvenile justice programs and adult supervision services and <br />unite them as one department to allow our employees to thrive and <br />provide excellent community service. <br />1) Continue to plan for and actively work with employees to <br />determine the next steps to create the new department <br />through the use of an equity lens. <br />2) Understand and work to address the racial disparities in <br />both the adult and juvenile justice systems. <br /> D Reduce the length of time people experience homelessness <br />by adopting best practices and strategies. <br />1) Invest in at least two more Permanent Supportive <br />Housing facilities. <br />2) Support operations of the navigation center. <br />3) Increase cross-departmental, cross-divisional <br />alignment of resources as well as partner <br />agency involvement. <br /> E Focus on health promotion by providing equitable access to primary, behavioral, and dental health care <br />and comprehensive, evidence-based prevention strategies across the life span. <br />1) Secure funding to expand services in our rural communities starting with the South Lane Community Health Center. <br />2) Increase mobile outreach, engagement, and access with our most marginalized populations to increase their <br />overall well-being. <br /> F Launch Community Partnerships Program to build capacity to support pandemic recovery and achieve health equity <br />in communities. <br />1) Strengthen partnerships with culturally-specific community-based organizations to build capacity for community- <br />centered interventions. <br />2) Collaborate with communities to develop data use approaches that include community strengths and the root <br />drivers of social inequity. <br /> G Establish a traffic safety presence in combination with engineering and education to reduce traffic fatalities. <br />1) Support and Implement the Transportation Safety Action Plan. <br />Draft Performance Measures <br />•<X% homelessness recidivism <br />•X% reduction in first time homeless <br />•Number of deputies per 1,000 population <br />•Response Time for Calls of Service for Assaults and Domestic Violence Calls <br />•Adult reconviction rates by race and ethnicity trended over time <br />(set baseline and then set performance target for rates of reduction) <br />•X% year-over-year decrease in vehicular-related personal injury and fatal crashes <br />•Evaluate traffic safety, pavement condition and programs that improve the safety and condition <br />of the transportation network <br />DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A