Orange County NC Website
Browse       Search
17 <br /> 1 partake of the services offered, and we do continue to pay the '/z cent transit tax. We assume if <br /> 2 we pay that tax, we would all be able to see the benefit! <br /> 3 We urge you to make this transit tax equitable for all seniors no matter their location, but <br /> 4 specifically, outside the Chapel Hill Transit area!" <br /> 5 <br /> 6 A motion was made by Commissioner Hamilton, seconded by Commissioner Fowler, to <br /> 7 close the public hearing. <br /> 8 <br /> 9 VOTE: UNANIMOUS <br /> 10 <br /> 11 6. Regular Agenda <br /> 12 a. Approval of a Countywide Strategic Plan for FY 2024-25 through FY 2028-29 <br /> 13 The Board approved a Countywide Strategic Plan for FY 2024-25 through FY 2028-29. <br /> 14 <br /> 15 BACKGROUND: During the Board of Commissioners 2022 Retreat, the Board authorized staff <br /> 16 to solicit proposals from vendors to assist in the creation of a comprehensive, Countywide <br /> 17 Strategic Plan. In 2023, the Board approved a contract with Berry, Dunn, McNeil & Parker, LLC <br /> 18 to create a Countywide Strategic Plan. The planning process was intended to produce a plan <br /> 19 that prioritizes, focuses, and aligns County programs and services. <br /> 20 <br /> 21 During the first half of 2023, the consulting team worked with staff and the Board of <br /> 22 Commissioners to conduct an environmental scan that included stakeholder interviews and focus <br /> 23 groups, an online engagement portal, Countywide community surveys, and visioning sessions. <br /> 24 The first draft was released for public comment in December 2023, and the Board of <br /> 25 Commissioners finalized the mission, vision, guiding principles, and strategic goals during its <br /> 26 retreat in January 2024. During this same time, department directors have worked together to <br /> 27 create an implementation plan and performance measures. <br /> 28 <br /> 29 The Plan includes six specific strategic goals: <br /> 30 <br /> 31 Environmental Protection and Climate Action, <br /> 32 Healthy Community, <br /> 33 Housing for All, <br /> 34 Multi-modal Transportation, <br /> 35 Public Education/Learning Community, and <br /> 36 Diverse and Vibrant Economy <br /> 37 <br /> 38 Once the Plan is adopted, important documents such as the annual operating budget, Capital <br /> 39 Investment Plan, and agenda abstracts will be updated to assure alignment of resources with the <br /> 40 Countywide Strategic Plan. <br /> 41 <br /> 42 Progress will also be tracked regularly. Staff teams will evaluate and discuss progress on <br /> 43 achieving the Board's Strategic Goals monthly. Those teams will report quarterly on progress to <br /> 44 the County Manager's Office. Twice each year, the County Manager's Office will prepare an <br /> 45 update to the Board for each Strategic Goal including specific milestones and challenges. On an <br /> 46 annual basis, the County Manager's Office will prepare a year-end update detailing progress on <br /> 47 each Strategic Goal. <br /> 48 <br /> 49 Charline Kirongozi, Manager with BerryDunn, reviewed the background information for the <br /> 50 item and reviewed the Strategic Plan, Attachment 1. <br /> 51 <br />