As part of the County of Orange’s (County) annual budget process, Department staff revisit Department goals to ensure they reflect financial spending. Goals included in the Annual Budget Books are based on ongoing continuous improvement efforts (i.e., Strategic Goals) and those the departments are tasked to ensure is completed all the time (i.e., Additional Goals).
The County’s annual budget metrics for FY 2025-26 reflect the unique missions, priorities and operational functions of each County department. All metrics have predefined targets for the fiscal year that are realistic and achievable given the Department’s resources. The County ensures tracking and monitoring of department metrics which underscores the commitment to transparency, accountability and continuous improvement.
Strategic Goals
Strategic goals are developed to be:
• Based on proactive work, versus what passively occurs or is produced, within the departments
• Current strategies that have been prioritized and are engaged in to ensure effective and efficient processes
• In alignment with the County and Department missions
• Attached to measurable objectives, ensuring monitoring of metrics is occurring throughout the year
to gauge if any adjustments need to be made to meet the defined targets
• Tied to funding and budgeting
• Understandable by all audiences
Performance Measure Tracking
Departments are tasked with tracking defined metrics within their strategic goals to ensure monitoring of progress toward the objectives. Monitoring of metrics allow for changes to occur to meet annual targets. Metrics are tracked and reported based on predeveloped frequences which include:
• Monthly
• Quarterly
• Semi-Annual
• Annual – this frequency occurs for a couple of exceptions where only annual reporting is possible
(e.g., only one survey is conducted in a year)
Department Performance Measures
Select a Department below to view the fiscal year 2025-2026 performance measures or scroll below to view the defined goals, objectives, performance measures and targets for all Departments.
Strategic Goals:
| Measurable Department Goal | Objective | Performance Measure | FY 2025-26 Target |
|---|
| Maintain property tax roll accuracy, ensuring system effectiveness, and adhere to procedures outlined in the revenue and taxation codes and Assessor handbooks | 1. Sample the annual assessment roll for compliance with property tax laws and the assessor handbooks 2. Review supplemental assessment roll to verify accuracy, ensuring procedures comply with state laws and assessor handbooks | 1. The percent of the annual assessment roll that is sampled and cross validated 2. The percent of the supplemental assessment roll that is sampled and cross validated | 1. >= 1% 2. >= 4% |
Additional Department Goals:
- Ensure the timely delivery of the annual roll to the Auditor-Controller
- Enhance operational efficiency and productivity through the use of technology and adopt procedures to meet the needs of the workforce and support the public
- Encourage employee development by providing access to relevant training opportunities
Strategic Goals:
| Measurable Department Goal | Objective | Performance Measure | FY 2025-26 Target |
|---|
| Manage the County’s Enterprise Resource Planning (ERP) systems | Maintain a high level of customer satisfaction with the ERP systems | Annual satisfaction survey for ERP users' rating | >90% satisfaction rating |
Additional Department Goals:
- Ensure policies are created, reviewed and enforced regarding internal control systems
- Ensure the Property Tax System (PTS) is operational at full capacity to support the vital functions of roll maintenance, property tax collections, levying and apportionment of property taxes to the County and various taxing agencies.
- Anticipate and meet the county’s needs for financial services and reliable information, including ensuring the biweekly deadlines for all 26 pay periods are met.
- Maintain the continuity of processes and systems, including current Accounting Agreements for Satellite Accounting Services and fulfill obligations as stipulated in those agreements
- Create and issue mandated audits, reviews and mandated reports (Annual Comprehensive Financial Report (ACFR), Countywide Cost Allocation Plan (CWCAP), Adopted Budget, and State Controller’s Office Financial Transactions Report)
Strategic Goals:
Measurable Department Goal | Objective | Performance Measure | FY 2025-26 Target |
| Increase awareness to underserved communities to promote services | Conduct outreach, including digital marketing, community events, and marketing campaigns to share information about the child support program and available services | Number of applicants applying for services in the Federal Fiscal Year (FFY) | >=3,090 |
| Ensure effectiveness of the child support program | Improve establishment of child support orders by actively engaging with parents and establishing right sized orders | Percent of cases with a child support order out of total caseloads (Federal threshold is 50%) | >=91.4% |
| Increase effectiveness of the child support program by improving reliability of child support payments and money distributed to families | Improve reliability of child support payments collected through proactive case management services focused on strategic performance efforts | - Percent of monthly current support collected (Federal threshold is 40% for States)
- Total dollars collected and distributed to families
| - >=65.5%
- >= $169.4 million
|
| Provide high quality of service | Deliver professional development training on program areas, leadership, professional and personal development | Average annual training hours per full-time employee | >=40 hours |
Additional Department Goals:
- Provide access to child support services through a family centered approach tailored to family and individual
- Promote employee
- Promote employee development to enhance professional growth and the transfer of
- Increase program effectiveness by integrating data into operations and decision
- Ensure service delivery meets the diverse needs of
- Create a culture dedicated to innovation and continual
Strategic Goals:
| Measurable Department Goal | Objective | Performance Measure | FY 2025-26 Target |
|---|
| Improve public education and awareness of the Assessment Appeals process to improve efficiency | Create and promote educational videos to address common questions about the assessment appeals process. Develop and conduct in-person workshops for community members during filing periods | - Percent of webpage viewers who click on video links
- Number of in-person workshops
| - >=50%
- >=2
|
| Ensure the assessment appeals process is fair, timely and equitable | Provide appeal hearings within timeframe presented to the public (6 to 9 months) | Percent of appeals hearings held or scheduled within 6 months | >=80% |
Additional Department Goals:
- Facilitate the decision and policy making of Orange County government.
- Ensure records are maintained, legislative history of the County is preserved and documents are readily available for clients.
Strategic Goals:
| Measurable Department Goal | Objective | Performance Measure | FY 2025-26 Target |
|---|
| Improve the electronic recordation of records | Utilize the Electronic Recording Delivery System (ERDS) for electronic recording through the Statewide Electronic Courier Universal Recording Environment (SECURE) program | Percent of total electronic property document recordings | >75% |
| Provide faster delivery and access for the public | Index recorded documents within 48 hours | Average percentage of records indexed per day | >98% |
| Provide efficient, quality customer service | - Ensure customer satisfaction, fostering positive experiences that encourage repeat visits and referrals to friends and family
- Implement advanced chatbot technology to provide quicker assistance to the public
| - Percentage of "Good" or "Excellent" customer
satisfaction survey ratings - A decline in percent of phone call volume with an agent
compared to previous year
| - >90%
- At least 5%
|
Additional Department Goals:
- Maintain and safeguard sensitive personal information contained in public records
- Detect and minimize real estate fraud and identity theft through the use of multiple security measures
Strategic Goals:
| Measurable Department Goal | Objective | Performance Measure | FY 2025-26 Target |
|---|
| Provide highly competent legal advice to clients | Deliver exceptional legal counsel and representation in juvenile dependency appeals, mental health cases and litigation cases | - Percentage of dependency cases upheld on appeal
- Percentage of mental health cases won or resolved with
approval of client - Percentage of general litigation cases won or resolved
| - >85%
- >90%
- >90%
|
Additional Department Goals:
- Support elected officials to succeed in their missions on behalf of the people and communities they represent
- Deliver all legal services as efficiently and economically as possible
Strategic Goals:
| Measurable Department Goal | Objective | Performance Measure | FY 2025-26 Target |
|---|
| Increase community support and engagement | - Enhance regional collaboration and resource
coordination to effectively address homelessness - Create engaging content and internal
communications through social media - Provide excellent customer service by meeting
public needs at the county information desk
| - Percent of collaborative efforts led by Office of Care
Coordination (OCC) that result in a completed task - Average reach per post or reel on Instagram
- Average percent of customers surveyed reporting good or excellent service
| - >=90%
- >=4,650
- >=90%
|
| Provide support to ensure the County is maintaining an exceptional workforce | - Lead recruitment reengineering initiative to
streamline the process for hiring new employees - Ensure the County is recruiting a sufficient
amount of top qualified applicants to fill positions
by enhancing advertisement efforts - Encourage employees through email and
outreach campaigns to increase employee
benefit participation by receiving the maximum
employer match
| - Average days between opening a recruitment to successful filling a position
- Average percent of those who meet minimum requirements after screening
- Percent of employees contributing to the 1.62 DC plan
of at least 2% of their pay for each pay period
| - <=120 days
- >=70%
- >=50%
|
| Maximize financial resources and revenue streams | - Monitor OCC's expenditures and allocations to maximize resources
- Secure additional funds to supplement County resources through state and federal Grant
funding opportunities - Generate revenue from County owned real estate through use of these properties by nongovernmental agencies
- Improve the budget development process to better align strategic planning with annual
budgets
| - Percent of funds drawn down within eligibility periods
- Percent of successful Grant awards
- Percent increase of revenue
- Percent variance between the base Strategic Financial Plan and Proposed Budget
| - >=95%
- >=75%
- >=3%
- <=10%
|
Additional Department Goals:
- Preserve and advance the regional services and infrastructure that the Orange County community relies upon by working collaboratively with departments, other levels of government and community-based organizations to ensure that regional issues and needs are addressed.
- Maintain compliance with County and Board policies.
- Identify key projects, secure resource needs, and monitor progress for successful implementation of County initiatives.
- Ensure consistent and efficient processing of real estate transactions.
- Complete procurement staff centralization efforts to reduce duplic
Strategic Goals:
| Measurable Department Goal | Objective | Performance Measure | FY 2025-26 Target |
|---|
| Enhance public safety through the vigorous enforcement of criminal and civil laws in a just, honest, efficient and ethical manner | Enforce the criminal law and ensure public safety through effective prosecutions | Number of criminal investigation cases submitted for prosecutorial review | >= 65,000 cases |
| Balance public safety and accountability with appropriate rehabilitative alternatives | Ensure effective use of collaborative courts and diversion programs to maintain accountability, promote rehabilitation and reduce recidivism to support public safety | Collaborative court participation and acceptance into innovative OCDA initiated diversion programs through DEJ, OTP and First Point. | - >= 450 collaborative court participants
- >= 1,000 OCDA Diversions
|
| Monitor priority and emerging crime trends and develop targeted responses that hold offenders accountable and reduce the crime rate | Adapt to crime trends and provide effective investigation and prosecution strategies | - Number of DUID investigation reviews
- Number of law enforcement trainings
- Prop 36: Percentage of eligible individual opting into program after assessment
| >= 700 cases
>= 75 trainings
>= 25% |
Additional Department Goals:
- Continue to engage in the overall discussion, process, and development of comprehensive criminal justice reform initiatives while maintaining Orange County's status as the safest large county in California and one of the safest in the United States.
- Support and collaborate with government and community partners to provide incarceration alternatives that emphasize a continuum of care such as mental health, medical care, and substance abuse solutions for participants within the criminal justice system, including implementing Proposition 36 which was overwhelmingly passed by California voters in November 2024 to restore accountability for repeat thieves, codify an admonishment to drug dealers that they can be prosecuted for murder if their drugs kill someone, and implementing treatment-mandated felonies for drug cases.
- Partner with community-based organizations to provide housing, substance abuse, medical care, and mental health programs to those in need and those experiencing homelessness.
- Support legislation that safeguards the ability of prosecutors to protect public safety by holding offenders accountable while also providing participants within the criminal justice system and those in need with necessities such as housing, mental health services, medical care, and other services or programs that will allow them an opportunity to thrive.
Strategic Goals:
| Measurable Department Goal | Objective | Performance Measure | FY 2025-26 Target |
|---|
| Protect and promote the health and safety of the community by promoting quality, equity, and value | - Recognize and ensure food safety excellence in local restaurants and markets
- Ensure timeliness in diagnostic testing and delivery of results used to inform clinical decisions such as coordination of patient care
- Reduce the need for psychiatric hospitalization
stays for full service partnership (FSP) members (those who receive "whatever-it-takes" field-based outpatient behavioral health services and supports for individuals living with serious mental health conditions) - Prevent FSP members from becoming incarcerated
| - Percent of OC restaurants and markets receiving the Award of
Excellence - Percent of high-risk communicable disease samples reported within or exceeding industry turnaround time
(TAT) (includes c. Auris screening, TB IGRA, water, STI) - Percent of FSP members served who do not require psychiatric hospitalization during the reporting
year - Percent of FSP members who are not incarcerated during the reporting year
| - >=20%
- >=95%
- >=80% adults,
>=80% Children - >=80% adults,
>=80% Children
|
| Protect and promote the health and safety by offering relevant services to the community | - Ensure support and treatment for OC residents with the Human Immunodeficiency Virus (HIV)
- Provide Medication Assisted Treatment (MAT) class to program participants to encourage adherence to the treatment plan while incarcerated and continue treatment upon release
| - Percent of persons living with HIV who are virally suppressed (less than 200 copies/ML)
- Percent of individuals that attend MAT class among those offered
| - >=70%
- >=60%
|
| Protect and promote the health and safety by offering relevant emergency services to the community | Maintain infrastructure to provide timely, community based response for people experiencing a behavioral health emergency in Orange County | Percent of time a mobile crisis assessment team (CAT) arrives on scene within 60 minutes of the crisis services request | >70% |
| Protect and promote health and safety of the community by ensuring HCA’s sustainability | Provide support to Medical Safety Net (MSN) members by another health plan | Percent of MSN members reenrolled in the subsequent year | <5% |
Additional Department Goals:
- Ensure adequate administrative support of HCA services in order to maintain excellent service and quality of care from internal and contracted service providers
Strategic Goals:
| Measurable Department Goal | Objective | Performance Measure | FY 2025-26 Target |
|---|
| Obtain client management concurrence on audit recommendations | Ensure management's agreement and commitment to take action on identified risks | Percent of management concurrence to mitigate the identified risk | >=80% |
| Provide professional audit services to benefit client operations | Utilize customer service ratings to evaluate auditor performance and client satisfaction with reports | - Average positive customer ratings with audit services
- Average of clients satisfied with report
| - >=80%
- >=80%
|
Additional Department Goals:
- Assist the Board of Supervisors and county executive management in ensuring the county's assets and resources are safeguarded through the implementation of proper internal controls
- Maintain independence, responsiveness, and transparency in providing professional internal audits, performance audits, advisory services, and suggesting corrective recommendations to clients
Strategic Goals:
| Measurable Department Goal | Objective | Performance Measure | FY 2025-26 Target |
|---|
| Maintain a safe and secure airfield environment for aircraft operators to transport passengers and cargo | Ensure the airfield is available for use by aircraft operators and ensure the airfield is maintained in accordance with Federal Aviation Administration (FAA) Part 139 requirements | - Percentage of airfield hazards identified, assessed, reported, and resolved within 6 hours
- Percentage of scheduled preventative maintenance and self inspections performed
| - >=90%
- >=90%
|
| Maintain an environmentally compliant operation | Ensure environmental regulatory requirements are being met | Percentage of required regulatory actions completed | >=95% |
| Provide an outstanding experience for travelers | Provide a positive guest experience for travelers | Percentage of travelers reporting a positive experience through surveys | >=80% |
Additional Department Goals:
- Enhance Airport sustainability by incorporating green (sustainable) building elements into existing and future infrastructure projects.
- Maintain positive relationships and provide an outstanding experience for vendors, tenants, and community neighbors.
Strategic Goals:
| Measurable Department Goal | Objective | Performance Measure | FY 2025-26 Target |
|---|
| Support community well-being | - Ensure the public is aware of and has the opportunity for entertainment, learning, cultural awareness, and literacy development through library resources, programs, and events
- Expand participation in County park events and programs to strengthen community connection to the recreational, health, and restorative benefits of the County park system
- Provide stable and affordable housing to support increased quality of life
| - Percent increase in attendance at OC Public Libraries branches
- Percent increase in the number of event and program participants
- Number of supportive housing units developed
| - >= 3%
- >= 3%
- >= 342 units
|
| Strengthen community access and connections | - Ensure eligible residents are informed about available resources and benefits for older adults, veterans, and the workforce
- Provide the public with opportunities to interact with adoptable animals and be informed about animal shelter services
| - Percent increase in subscribers/followers to social media/newsletters
- Percent increase in animal adoption events
| - >= 3%
- >= 3%
|
| Manage resources effectively | Ensure resources are maximized through effective processing, handling, and managing of Special Purpose Vouchers (SPV) that provides rental assistance to targeted populations | Percent of SPVs used annually | >= 80% |
Additional Department Goals:
- Provide Orange County residents and visitors with facilities that are open, safe, and clean by continually improving operations and cultivating a dynamic workforce to serve as stewards of Orange County Parks assets.
- Provide equitable services through free access to educational, recreational, and digital resources, while engaging our communities through innovative programming, outreach, and literacy services.
Strategic Goals:
| Measurable Department Goal | Objective | Performance Measure | FY 2025-26 Target |
|---|
| Increase Customer Service Efficiencies through Technology | Utilize the Computerized Maintenance Management System (CMMS) to create efficient and streamlined services, self-service options for customers, and improve reporting capabilities to drive results and manage capital liabilities | Percentage of work orders triaged within 10 days | > 80% |
| Enhance the Built Environment through Infrastructure | Manage and deliver projects in the OCPW 7-Year Capital Improvement Plan (CIP), ensuring stable project management and proper funding alignment | Percentage of scheduled CIP projects completed for the given year | > 75% |
| Enhance OCPW Green Energy Initiative | Promote Electric Vehicle (EV) adoption and infrastructure to reduce greenhouse gas emissions and support clean energy goals | Percentage of vehicles above 8,500 pound Gross Vehicle Weight Rating (GVWR) purchased as a Zero Emission Vehicle (ZEV) | > 50% |
Additional Department Goals:
- Promote the health and safety of the community by complying with regulatory requirements for water quality, measuring device inspections, building and safety permits and code enforcement.
- Provide excellent customer service by responding to service requests from residents, businesses, partner agencies, and visitors including but not limited to trash and debris removal from flood channels, traffic studies, pothole repairs, county facility repair and maintenance, surveying and mapping services, measuring device and pesticide consumer complaint investigations, and resource deployment during inclement weather events.
- Enhance robust safety plans, conduct regular training exercises, and coordinate closely with all OCPW departments to enhance safety culture and awareness.
- Enhance infrastructure resilience by continuing to proactively maintain and upgrade roads, flood channels, and other critical infrastructure to extend their lifespan, reduce service disruptions, and protect the community from the impacts of extreme weather and other potential hazards.
Strategic Goals:
| Measurable Department Goal | Objective | Performance Measure | FY 2025-26 Target |
|---|
| Maintain a financially secure position to support a stable rate structure for County residents | Ensure sufficient funding in OC Waste & Recycling Enterprise's operating reserves during unexpected revenue disruptions | Reserve level percentage above operating expense | >25% |
| Plan for and respond to legislative and regulatory demands and requirements for waste diversion from landfills | Expand OCWR Material Recovery Facility (MRF) program in response to SB 1383 mandates and the department's effort to save invaluable landfill airspace | Diversion rate of material recovery tonnage | Between 1% to 5% |
| Plan for and respond to legislative and regulatory demands and requirements for organic infrastructure needs | Expand OCWR's Organics Diversion Program in response to SB 1383 mandates | - Total count of visitors at OCWR compost pickup events
- Required recovered organic waste's compliance target for the unincorporated areas
- Production tonnage at OCWR's three greeneries
| - >7,000 visitors
- > 10,500 tons
- > 50,000 tons
|
| Pioneer the implementation of alternative and cutting-edge technologies for monitoring and collecting landfill gas | Employ system-wide Smart Landfill Program (SLP) and strategies to automate all processes, resulting in increased landfill efficiency, reduction of landfill gas' environmental impact, and optimized resource recovery | - Percent of environmental
inspection and regulatory
submittal completion - Percent of greenhouse gas
(GHG) emission reduction
| - >90%
- Between 10% - 15%
|
Additional Department Goals:
- Provide options, collaborate, and assist the County and Cities with federal & state environmental mandates in the most cost-effective approach. Meet all milestones for the County Climate Action Plan (CAP) and obtain California Environmental Quality Act (CEQA) certification.
- Develop and implement an International Organization for Standardization (ISO) Quality Standards program to elevate and maintain OCWR quality control standards and operational consistency through ISO-level certifications.
- Expand OCWRís safety culture with the implementation of the Voluntary Protection Program (VPP) certification to improve employee morale and motivation to work in a safe environment.
Additional Department Goals:
- Reduce the number of pending reviews related to custodial deaths and deputy involved shootings
- Increase the number of published reports on the OIR website
- Continue to find ways to provide enhanced transparency by continuously adding to the information available on the OIR
website
Strategic Goals:
| Measurable Department Goal | Objective | Performance Measure | FY 2025-26 Target |
|---|
| Reduce crime and promote lawful and productive lifestyles | Enhance the evidence-based practices framework and protocols by providing staff with advanced skill development and support. Engage in collaborative partnerships and contracts with community-based organizations to provide evidence-based practices for the supervised population | - Percentage of adults who terminate from supervision without committing a new crime
- Percentage of youth who terminate supervision without committing a new crime
- Percentage of youth that have no new petitions filed for new crimes in OC within six months of termination
| - >=60% adults
- >=50% youth
- >=75% youth
|
| Improve compliance with terms and conditions of probation and other court orders | Implement outreach programs targeting those hard-to-reach offenders | Percentage of failures to report for unhoused offenders compared to the FY 23-24 benchmark | 15% to 25% reduction |
Additional Department Goals:
- Enhance research capacity through expansion of juvenile and adult research and use of research-supported practices.
- Work toward safer communities through utilizing programs designed to reduce recidivism, provide evidence-based programming in facilities and field functions, and link clients to a variety of resources.
- Provide and empower victims with excellent service in an empathetic manner. Probation Victim Services also provides victims with resource referrals and collaborates with other agencies and organizations that provide direct victim support services. Finally, Probation assists victims in understanding their rights to reparation, including assisting them in documenting losses and claims, enforcing restitution orders, pursuing collections, and disbursing funds collected.
- Training and supporting a highly skilled and effective staff. Probation recognizes that success is dependent upon quality and dedication of its workforce and is committed to building technical skills, encouraging staff input, providing the necessary tools to complete the job, and providing a safe and efficient workplace for its employees.
- Recruitment of both sworn and professional staff to continue to support the daily operations of Probation. Probation is dedicated to the process of attracting and hiring highly qualified personnel through an increase in advertisement and community outreach.
- Revisit Probation's mission, values, and goals. Probation is evaluating its established mission and making necessary adjustments to meet existing and future challenges. The department is focused on renewed strategic priorities and is seeking a contract with a consultant to assist with strategic planning and development to further the overall progress of the department.
Strategic Goals:
| Measurable Department Goal | Objective | Performance Measure | FY 2025-26 Target |
|---|
| Reduce involvement with the justice-system and promote better outcomes for clients | Divert individuals out of the justice system when possible to support and avoid the social and economic impacts of system involvement | Number of individuals diverted out of the justice system | >700 |
| Support positive outcomes for clients involved in the justice system | Determine areas of need and provide assistance to address issues leading to system-involvement | Number of clients supported by social workers | >1,300 |
| Reduce recidivism by addressing the issues underlying system involvement | Identify and refer clients to the Collaborative Courts to address issues underlying their system involvement | Number of clients referred to the Collaborative Courts | >500 |
| Mitigate the impact of prior system involvement | Provide record clearance services to clients through the Department's Clean Slate Program. | Number of record clearance motions filed through the Department's Clean Slate Program | >500 |
| Expose students to the work of the Public Defender to promote careers within the Department | Leverage the presence of local law schools and universities to maximize the number of volunteers to effectuate its mission | Number of volunteers utilized | >175 |
Additional Department Goals:
- Recognized as a leader nationwide, the Public Defender aims to safeguards the Constitutional rights of all by providing high-quality, compassionate and client-centered legal services to the indigent of Orange County.
- Collaborate with the County and justice partner agencies to improve outcomes for system-involved clients.
- Ensure successful implementation of legislative mandates.
Strategic Goals:
| Measurable Department Goal | Objective | Performance Measure | FY 2025-26 Target |
|---|
| Maintain accurate voter registration records | Ensure the County's 1.9 million active voters' registration records are updated within five business days of being notified by voters and official government sources of all changes. | Average monthly voter registration data entry and maintenance transactions | >= 45,000 |
| Maintain accurate voter registration records | Demonstrate voter registration file accuracy by having fewer vote-by-mail ballots returned as undeliverable than the national undeliverable mail statistic for all first-class mail, which was 4.34% in FY 2024 | Percentage of vote-by-mail ballots returned as undeliverable | <= 3% |
| Educate eligible citizens about how to register to vote and how to exercise their right to vote | Conduct a multifaced voter education and outreach program | Total number of voter education, recruitment, and registration events | >= 100 |
| Educate eligible citizens about how to register to vote and how to exercise their right to vote | Ensure voters who call ROV receive accurate and timely information about elections and voting | Percentage of voters who call ROV's voter hotline during an election who report being satisfied with the answers to their questions | >= 90% |
| Ensure eligible citizens can successfully register to vote and exercise their right to vote | Ensure upwards of 2,400 extra help election workers hired for each election are well-trained and confident in their ability to assist voters | Percentage of election workers confident with training related to voter processing | >= 90% |
Additional Department Goals:
- Ensure excellence in the administration of elections to inspire confidence and trust in the democratic process
- Implement a quality management program that includes a commitment to continual quality improvement of department operations, aims to exceed all internal and external requirements and expectations, and maintains international quality management system certification
- Administer elections that are accessible to all voters, fair accurate, secure and transparent
Strategic Goals:
| Measurable Department Goal | Objective | Performance Measure | FY 2025-26 Target |
|---|
| Enhance training and mentorship programs for young adults | Implement hands-on training and mentorship through the OCSD Cadet program for young adults interested in a career in law enforcement | Performance evaluations, supervisor feedback, and cadet experience | >=30 (based on staff capacity) |
| Enhance real-time intelligence gathering | Expand Automated License Plate Recognition (ALPR) Network to aid in vehicle theft recovery, suspect identification, and responses to crimes involving vehicles | Average percentage of operational ALPR cameras integrated with Real Time Operations Center (RTOC) operational platforms | >= 90% |
| Improve interagency coordination and operational efficiency | - Expand real-time ALPR data across agencies to improve suspect tracking, vehicle theft recovery and crime prevention
- Enhance live video feed access between agencies to provide real-time situational awareness during critical incidents, large-scale emergencies, and mutual aid operations
| - Number of agencies actively participating in ALPR data-sharing agreements
- Number of agencies providing or receiving CCTV live-streaming access for coordinated incident management
| - >=15 agencies
- >=10 agencies
|
| Enhance real-time situational awareness and improve emergency responses | - Strengthen public safety through increased surveillance integration
- Strengthen public safety through surveillance integration by increasing community engagement
- Strengthen public safety through surveillance integration through community partnerships
| - Percentage of County and municipal public safety surveillance cameras integrated with the RTOC
- Number of cameras registered in the community camera registry program
- Number of community stakeholders (schools, businesses, faith-based organizations) sharing live video feeds
| - >=80%
- >=1,000
- >=50
|
Additional Department Goals:
- Reduce and prevent crime in our contract cities and patrol area communities.
- Enhance countywide emergency preparation and response to critical incidents.
- Improve community support and engagement.
- Build-out collaborative, multi-disciplinary behavioral health response system.
- Maintain and improve infrastructure that allows for safe and efficient working environment.
- Enhance service delivery through department programs and innovative solutions.
- Evaluate current processes through internal audits and reviews.
- Implement and evaluate strategies to enhance community trust.
- Advance technology innovation and management.
- Recruit, hire, and train the most qualified individuals.
- Educate and train a professional and experienced workforce
Strategic Goals:
| Measurable Department Goal | Objective | Performance Measure | FY 2025-26 Target |
|---|
| Enhance community access to essential health care services | Timely determination of eligibility for Medi-Cal | Percent of eligibility determined within 90 or 45 days as determined based on applicant | >=90% monthly average |
| Enhance community access to essential nutritional support services | Timely determination of eligibility for CalFresh | Percent of eligibility determined within 30 days | >=90% monthly average |
| Maintain safety, well-being and stability of placement for vulnerable children | Ensure System Improvement Plan (SIP) - P5 - Placement Stability | Rate of movement for children per 1,000 days in care, not including the initial placement, trial visits, and exit from care | <4.48 placement moves reported on an annual basis |
| Promote the safety, independence, and quality-of-life for vulnerable adults | Timely Response to elder and dependent adult abuse reports made to Adult Protective Services (APS) | Percent of reports of elder and dependent abuse responded to within 10 days of report filed | >=85% monthly |
Additional Department Goals:
- To provide SSA staff and its partners with the resources, training and administrative support needed for delivering professional, efficient, responsive and mandated services to residents of Orange County
Strategic Goals:
| Measurable Department Goal | Objective | Performance Measure | FY 2025-26 Target |
|---|
| Ensure the timely collection of secured property taxes tied to real property and unsecured property taxes not secured by real property | Increase the percentage of on-time property tax payments of secured and unsecured property through effective communication, promotion, and user-friendly payment options | - Percentage of annual secured property tax collected
- Percentage of annual unsecured property tax collected
| - >99.3%
- >97.5%
|
| Ensure the safe and timely investment of public funds under the authority of the County Investment Manager | Provide transparency and clarity regarding the net asset value (NAV) and current market value of public funds in the County Treasury | Amount of a per-shared valuation of the NAV of Orange County Treasurer's Pool (OCTP) | > or =$1 |
Additional Department Goals:
- Maintain sufficient liquidity of public funds to enable participants to meet their operational cash requirements.
- Achieve a stable market rate of return on pooled funds across budgetary economic cycles.
- Provide timely, cost effective, accurate and courteous customer service to internal and external customers.
- Invest resources in employees to develop and maintain knowledgeable and competent staff.
- Invest resources for technology in treasury management, billing and collections systems to cost efficiently process and ensure the accurate and timely depositing, investing and payment of public funds.
- Manage, monitor and enhance oversight of activities and controls in treasury and billing and collection systems to reduce operational risks and streamline operations.
- Act in an ethical and professional manner while maintaining honest, respectful and open communications.
- Enhance communications and education related to financial literacy, taxes and other billing and collection activities to increase timely collection of public revenues for the benefit of Orange County residents.
