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6 7 <br />2022-2024 Strategic Plan <br /> C Evaluate a multi-use community facility with the Eugene Emeralds baseball team as an anchor tenant <br />that provides economic benefits and services to the broader community. <br />1) Conduct a comprehensive financial analysis and explore best practices. <br />2) Initiate a community engagement plan. <br /> D Build our relationships with community groups to proactively expand opportunities for equitable and inclusive <br />civic engagement. <br />1) Create inclusive multi-modal approaches so that events and activities allow community members to engage <br /> in ways that feel meaningful and result in greater connection to their community and fellow residents. <br />E Focus and support rural communities by enhancing outreach, sharing consistent information and effectively planning <br />to best meet their needs. <br />1) Support and invest in our “Rural Connections” group, a cross departmental group that focuses on sharing <br /> information and strategizing as it relates to rural communities. <br />2) Enhance engagement by making it easier for rural residents to participate in processes and to be informed <br /> of services and plans that impact them. <br />F Invest in the Land Management Division to ensure adequate and sustainable staffing levels and resources are <br />available to be responsive and agile in meeting current and future housing needs and customer service expectations. <br />1) Invest in new technologies such as an online permit submittal and customer service portal to enhance permit <br /> review efficiencies. <br />2) Identify stable, ongoing funding to support adequate staffing without the use of reserves or one-time funds. <br />Draft Performance Measures <br />•Housing Opportunity Index Percentage (measure the number of new <br />and existing homes which were affordable to families earning the area <br />medium input and divide that number by the total number of homes <br />using income and sales prices) <br />•X% reduction in households paying greater than 30 percent <br />of household income on housing <br />•Reduce internal operations fossil fuel use by 5% annually <br />(compared to 2019 use) to achieve a 50% reduction by 2030 <br />•By 2025 63% of the incoming waste stream collected <br />by Lane County transfer stations will be recycled or <br />beneficially used <br />STRATEGIC PRIORITY #2 <br />Strategic Goal <br />Invest in Lane County residents by fostering engaged communities <br />with affordable housing options, equitable opportunities, economic <br />vitality and a healthy environment. <br />Objectives <br /> A Increase housing affordability, diversity and supply serving Lane County’s residents in order to address the housing crisis. <br />1) Implement the Affordable Housing Action Plan. <br />2) Align housing objectives with all economic, climate, preparedness, and recovery plans. <br />3) Convene financial collaborations to expand innovative and equitable resource opportunities. <br />4) Leverage educational institutions (Lane ESD, LCC and UO) to expand skills sets in the construction trades workforce <br />and expand apprenticeship programs to fortify design-build opportunities. <br />5) Support rural communities by piloting community land trusts and limited-equity cooperatives. <br />6) Lead faith community housing project, convene a team of faith leaders to identify pilot projects, identify funding <br />opportunities, and conduct pilots. <br /> B Focus on the intersection of economic development, equity and the environment as we look to achieve a viable, <br />fair and livable community. <br />1) Implement economic strategies including business retention and expansion, business recruitment, workforce support <br />(living wages, upward mobility, next-gen training), entrepreneurship growth and capital access. <br />2) Enhance and expand the community benefits program. <br />3) Implement pilot program with capital building projects to inform countywide procurement policy that aligns with <br />Climate Action Plan and equity goals. <br />4) Enhance and standardize data collection to inform and advance our equity work as an organization in order <br />to provide equitable services to the community. <br />5) Operationalize the use of our strategic lenses (stewardship of resources, equity and collective impact). <br />6) Implement and operationalize the Climate Action Plan and complete Phase 3 of the community-wide resiliency plan. <br />7) Fully vet the construction of a waste processing facility for the Short Mountain Landfill. <br />8) Implement strategies from the Parks Funding Task Force to provide sustainable funding for parks. <br />DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A