HomeMy WebLinkAboutAgenda - 01-16-1999- 31. Adult Home Care Advisory Board (5 minutes -Cherie Rosemond)
2. Agricultural Districts Advisory Board (5 minutes - Trudy Matheny)
3. Board of Health
4. Cable TV Citizens Advisory Committee
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6. Efland Volunteer Fire Department (5 minutes - Peter Hallenbeck)
7. Historic Preservation Commission (5 minutes - Tom Allison)
8. Human Relations Commission (5 minutes - Eileen Kugler)
9. Orange County Advisory Board on Aging (5 minutes - Florence
Soltys)
10. Orange County Arts Commission
11. Orange County Commission for Women
12. Orange County Economic Development Commission
13. Orange County Emergency Medical Services Council
14. Orange County Planning Board
15. Orange County Transportation Advisory Board
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JAM -04 -1999 13 :57 DIV PHYSICAL THERAPY 9199663678 P.02/02
1999 GOALS
1. Increase committee membership by two people in order to complete all
mandated visits to DD.A, Family. Care and Rest Homes.
2. Advocate for improvements in residents quality of life by coordinating
committee initiatives with the efforts of the regional ombudsmen and
Department of Social Services.
3. Advise commissioners and legislators of-
* the need for an improved ratio of caregivers to residents
® the need for greater numbers of volunteers in homes
® the.need for greater opportunities for residents to participate in
meaningful activities
trends in healthcare delivery that affect the operation of adult care
homes
Submitted 1/4/99 by Cherie Rosemond, chair
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Dr. Alice Gordon, Chair
Board of County Commissioners
PO Box 8181
Hillsborough, NC 27278
RE: PRESENTATION AT THE JANUARY 16,1999 BOCC GOALS RETREAT BY THE
AGRICULTURAL DISTRICTS ADVISORY BOARD
Dear Dr. Gordon:
On behalf the Orange County Agricultural Districts Advisory Board, I want to thank the Board of County
Commissioners for its continuing support of farmland preservation. During the past year, considerable progress has
been made in several areas. Significant accomplishments include:
• approval of $1.85 million in the Capital Investment Plan for the purchase of conservation easements, including
agricultural conservation easements,
• completion of a an agricultural survey, Keeving Farmers Farming that examined'the attitudes and perceptions of
the agriculture community toward land -use regulations and preservation programs,
• creation of an Environment and Resource Conservation Department, which will give focus and strength to the
County's commitment to preserving its resources; and
• approval of $1,500 to conduct additional 'Family Land Planning' seminars.
The Agricultural Districts Advisory Board looks forward to working with the new Environment and Resource
Conservation Department in the coming year as we strive to create a farmland preservation program based on
voluntary measures and incentives for landowners. To this end, the Agricultural Districts Advisory Board is pleased
to present our top priority goal for the Fiscal Year 1999 -2000 for consideration by the Board of County
Commissioners:
ti
Orange County's Voluntary Agricultural District (VAD) Program is described in the Voluntary Farmland
Preservation Program Ordinance. Established by authority of the North Carolina Farmland Preservation Enabling
Act of 1986, the Orange County VAD Program can be an effective, low -cost farmland preservation strategy. The
following changes are recommended to the VAD Program:
(over)
cdo Orange County Planning & Inspections Department
306FRevereRoad
Hillsborough, NC 27278
Hillsborough • 732 -8181 Chapel Hill • 967 -9251 Durham • 688 -7331 Mebane • 227 -2031
Presentation At The January 16, 1999 BOCC Goals Retreat By The Agricultural Districts Advisory Board
December 18, 1998
Page Two
1) Farms enrolled in Voluntary Agricultural Districts may be exempted from property taxes on
farm buildings, machinery and equipment. This exemption would remain in effect as long as the
farm remains in a VAD status.
2) Farms-enrolled in Voluntary Agricultural Districts may defer 50% of their property taxes. This
would be a 50% reduction in the taxes already assessed at agricultural or forest use -value (primary
residence & houselot excluded). This deferral would remain in effect as long as the farm remains in
VAD status (enrollment for a renewable, 10 -year term). Farms that withdraw from VAD status before
the end of the 10 -year term would be required to repay the amount equal to the 50% deferral from the
previous three years plus the current year.
3) Farms in Voluntary Agricultural Districts that put land in a conservation easement may be
exempted from property taxes on that land. Conservation easements. must meet criteria for
acceptance under the LESA (Land Evaluation and Site'Assessment) system developed by the MRCS.
This would apply only ' to perpetual easements donated to the county, a land conservancy, or other
non -profit organization as a charitable contribution. Easements that have been purchased from
landowners through a local, state, or federally funded PDR program would not be eligible for this tax
abatement.
4) Enrollment in a Voluntary Agricultural District is a requirement ' for eligibility to sell
agricultural conservation easements. Should Orange County establish a program for the purchase of
agricultural conservation easements, only farmland owners who are enrolled in VADs would be
eligible to apply. Selection of farms will be determined by a ranking system using LESA. VADs
would also be eligible to apply for purchase of farmland easements from the NC Farmland
Preservation Trust Fund and the Federal Farmland Protection Program.
Creating real financial incentives for VAD participation would benefit Orange County in several ways. Foremost,
only full -time farmers who are committed to agriculture for the long term would benefit from these incentives.
From a planning and land use perspective, the creation of new VADs would identify `core areas' where agriculture
is strongest, and help stabilize land uses adjacent to protected farms. VADs could help build support for future
County farmland preservation programs. For the community at large, the environmental and aesthetic benefits of
preserving farmland and open space will continue to be realized. Significant acres of farmland will be preserved
through private landowner initiative at low cost to the County.
Because this proposal to change the Voluntary Agricultural Districts Program also recommends changes in taxation
policy, it would require the enactment of enabling legislation by the NC General Assembly. We ask that you give
your strongest endorsement to these proposals to our legislative delegation for consideration in the next session of
the Legislature.
Sincerely,
-TWdI *f4w/
Trudy Matheny, PIID
Chair
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Orange County Health Department
Rosemary L. Summers, MPH, DrPH
Timothy J. Ives, Chair Health Director Brenda Crowder-Gaines, Vice Chair
Orange County Board of Health Orange County Board of Health
Richard F- Whitted Human Services Center
300 W. Tryon Street, P.O. Box 8181
Hillsborough, N.C. 27278
Telephone: (919) 732.8181 Fax: (919) 644.3007
Management Division
Joyce Lee, Administrative Officer
TO: Margaret Brown's
Chair, BOCC
FROM: Timothy J. Ives
Chair, Broad of Health
RE: Goals from BOH
DATE: November 23, 1998
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Southern Human Service Center
2501 Homestead Road ,
Chapel Hill, N.C. 27516
Telephone: (919) 9682022 Fax: (919) 968.2013
Attached please find the goals the Board of Health adopted for your consideration at the
Commissioner's Goal Setting Retreat on December 5'.
If you have any questions please call Rosemary Summers at ext. 2412.
Cc: Rosemary Summers, Health Director
John Link, County Manager
Albert Kittrell, Assistant County Manager
Chapel Hill Durham Mebane
(919) 9684501 (919) 6887333 (336) 227 -2031
NEW 11/98
WASTEWATER TREATMENT MANAGEMENT PROGRAM (ON-SITE)
GOAL: TO DEVELOP A PROGRAM THAT ASSISTS HOMEOWNERS IN
MAXIMIZING THE LIFE OF ON-SITE CONVENTIONAL WASTEWATER
TREATMENT SYSTEMS, THEREBY PROTECTING AND PROMOTING THE
HEALTH OF THE PUBLIC, PROTECTING THE ENVIRONMENT AND
PRESERVING NATURAL RESOURCES.
STATUS REPORT
The Wastewater Treatment Management Program (WIMP) was appproved
by the Board of Commissioners in 1994 as a program of education,
design review, construction inspections, operational inspections,
compliance inspections, and enforcement for alternative
wastewater treatment systems in orange County. Staff for the
program was first hired in May 1995 and has implemented the
program as designed. There are approximately 617 alternative
systems and 2,000 pump conventional systems currently permitted
in Orange County. There are another 75 systems that are
permitted by the state. These alternative systems make up a small
percentage of the on-site wastewater treatment systems prevalent
in the county. Conventional systems (septic tanks) are present
in approximately 20,000 households in the county, with about 500
new systems being permitted each year. There has been increasing
concern in the public . arena over the potential failure of
conventional septic .systems. While in some areas this is a
serious problem due to unsuitable soils, in many cases, failing
systems can be attributed to improper use or maintenance of the
system itself. The OCHD Environmental Health staff developed a
draft proposal to.expand the current WTMP to include conventional
septic systems. Staff proposed developing a three pronged
approach of education, inspection, and homeowner incentives with
the outcome being extending the life of current septic systems.
The Board of Health formed an ad hoc committee with broad
representation to develop a proposal for expanding the program
and selected options from the proposal at its last meeting. if
the BOCC adopts this goal the draft proposal will be developed
into specific tasks with completion dates.
BO.A.RD 1
November •
BACKGROUND —
Earlier this year, the Orange County Board of Health sanctioned the formation of an ad -hoc
committee to explore the expansion of the Wastewater Treatment Management Program. The
Board directed the committee to look at 3 components for the expansion; education, homeowner
incentives and periodic re- inspections. The full committee met twice and there was one meeting
of a workgroup. The report from the committee detailing options for the 3 components along
with a full education plan was presented to the Board of Health on November 19,1998. After
deliberation, the Board decided which options it wanted to be presented to the Board of County
Commissioners at their December retreat.
WHY IS THIS EXPANSION NEEDED —
1 . To protect and promote public health and preserve natural resources by:
• Protecting watersheds and all other surface waters.
• Protecting groundwater.
• Lessening the chance of disease transmission from failing septic systems.
2. To lessen the financial impact of repairing individual septic systems by:
• Extending the average septic system life countywide.
• Preserve all available repair strategies on individual sites.
3. Public sewer extensions into certain areas of the County will not be a viable option in most
instances in the future. Septic systems must then be viewed as a perpetual utility, not a
stopgap until sewer arrives.
BOARD OF HEALTH DECISIONS FOR —
1. Entry into the Program: The BOH chose option 3 (Water Quality Critical Areas) as the
preferred starting point. The following reasons were cited:
• This approach best effects the actions necessary to meet the goals of protection and
promotion of public health for all citizens of the County and to preserve the natural
resources by tackling older neighborhoods with higher rates of failures and also by
starting with the water quality critical areas of the designated watersheds and expanding
the coverage outward from the impoundments. Both rural and town dwellers benefit
immediately from this approach and may realize cost savings over the long haul from
increased average septic system life or relatively lower water treatment costs.
® The latest draft of the Water: and Sewer Boundary Task Force agreement allows for sewer
extension only in dire circumstances in many areas of the County. This approach may be
the best method for discovery of situations that are degrading but are still fixable so that
public sewer extensions are not indicated. It also sets the stage for those systems going
in, either new or replacement, to realize a maximum life span and provides better
assurance that all repair strategies are kept intact.
• New and repaired system owner, while not set for re- inspection before 5 -10 years from
the date of installation approval, would still get tailored educational materials at the time
they begin to use their system.
2. Education Plan - The BOH supported the full education plan as presented with elements
intended for general and target specific audiences. Emphasis was placed on the need for this
comprehensive plan.
3. Re- inspection frequency — The BOH agreed with the committee that the 5 year frequency
with the homeowner incentive to extend it to 10 years with proper maintenance was the
preferred option.
4. Funding - The BOH chose the hybrid approach of partially paying for the expansion with
general funds and making up the rest of the costs with annual operations permit fees for
submission to the BOCC. The BOH did not stipulate in this choice what the percentage
breakdown should be but felt that this would be the most equitable method of distributing the
costs of the program to all those who will benefit from its implementation.
PERSONNEL CONSIDERATIONS —
To implement the program as approved by the BOH, the following personnel would be required
at its inception:
• One FTE educational specialist, grade 66
• One FTE Environmental Health Specialist, grade 68
• One -half FTE GIS /database specialist, grade ??
CAPITAL CONSIDERATIONS
To implement the program as' approved by the BOH, the following capital items would be
required at its inception:
• One .vehicle - $15,000
• Three computers - $6,000
Three sets of office equipment $3,600
Additional space - $25- 30,000 — This figure is very rough until some rental
comparisons are made and utility costs are assessed for particular sites.
ADDITIONAL COSTS (Start-up or increased line item costs)
• Mileage cost - $5,000
• Training materials - $15,000
• Phone - $1200
• Travel and Training - $500
• Equipment - $1,000
'
In 1 1 D
September 30, 1998
October 21, 1998
November 3, 1998
"In our zeal to promote onsite and cluster systems as a more cost - effective
method of wastewater management in small communities; we. have
focused .too much on technologies. Our interest in technologies is
performance and cost, while the potential user's interest is in service. To
gain the - attention of potential users, we have often denigrated central
sewerage in favor of decentralized treatment systems. This is a mistaken
approach because onsite and cluster systems are not perceived by the
public as providing equal service.... What is good about central
sewerage — central management —is what is bad about onsite systems... .
When we are able to show that onsite systems can be designed and
operated over extended planning periods to meet water quality and public
health objectives, onsite technologies will gain stature equal to
conventional sewerage. This will be achieved only through centralized
management. While decentralization of treatment is the outcome,
centralization of management must be the approach."
, Richard I Otis, P.E.
Y.P., Ayres Associates, Madison, WI
1998 ASAE Onsite Conference
SUMMARY
On September 30, 1998, the ad -hoc WTMP Expansion Committee met at the
Southern Human Services Building in its first session to forge details for the
proposal. In attendance were Brenda Crowder - Gaines and Rick Marinshaw of the
Orange County Board of Health, Margaret Brown of the Orange County Board of
Commissioners, Pat Davis and Barry Jacobs of the OWASA Board, John Link and
k Paul Thames of the Orange County Manager's office, Gene Bell of the Orange `
County Planning Department, Ed Kerwin of the OWASA staff, and Rosie
Summers, Ron Holdway, Tom Konsler and Cornelia Ramsey of the Orange
County Health Department. A work group also met on October 21 to further
discuss details of the expansion. A final meeting of the full committee met on
November 3 and finalized some of the details for the proposal.
Page 1 of 12
This group was formed under a directive from the Orange County Board of Health
to provide input to the three main components of the expansion to include gravity
flow septic systems in the WTMP framework, The components are education,
homeowner incentives and re- inspections. Outlines of the history of the current
WTMP initiatives and the expansion were presented to the committee for
consideration and guidance. Rosie Summers and Ron Holdway facilitated the
discussions.
The impetus to explore the expansion came from a joint meeting of the Board of
Commissioners and the OWASA Board and an ensuing meeting of the Board of
Health. All three boards recognize that existing failures rates (8 -10 %) are not
likely to improve without action and that centralized wastewater disposal will not
be a repair option in many areas of the county in the foreseeable future. Failures
are caused by a variety of factors, most notably poor soils conditions, wetter
seasons and individual household water habits. To prevent premature failures,
long term management must be implemented to extend the usable lives of systems
and preserve repair strategies. Since there are no programs in place in North
Carolina which include management for all on -site systems, staff looked at
examples from several other localities nationwide with a full management
approach in place or under consideration. These localities included Georgetown
Divide in California, Ten Towns jurisdiction in New Jersey, Cuyahoga County in
Ohio and Jamestown, Rhode Island. EPA recommendations were also reviewed
for reference and applicability as well as information from state level agencies in
North Carolina, Michigan, and Hawaii.
After discussion by the committee, the proposal will be presented to the Board of
Health for action pursuant to NCGS § 130A -39. If approved, the proposal will then
go to the BOCC for funding consideration. Staff would like for the BOCC to have
the proposal for this consideration at their December retreat. In the meantime,
staff will explore the possibility of preparing maps of recent septic system repairs
both by township and in the OWASA service area.
I D 11 • 14 MM
►1
Current Efforts:
The educational efforts in use in the WTMP area today are by individual contact,
printed material given at the time of occupancy of new homes, other brochures for
existing homes, and the Internet site. Mass mailings are also used, but are not
+, routine. The emphases of the educational efforts are to promote and protect public
health, preserve water resources, and extend the average life of septic systems in
Orange County. One of the main facts that must be continually emphasized in this
effort is that the systems must be viewed by all parties — homeowners, government
and private sector contractors —as a perpetual utility which must function for the
life of the house, not just as a stopgap until public sewer arrives.
Page 2 of 12
Individual contact with the system owner is the most effective means of education,
but it is also the most labor intensive and sometimes difficult to coordinate. It is
the surest way to familiarize homeowners with the location and functional aspects
of their septic system to where they become more competent in its continued
optimal operational performance. In many instances, this type of interaction
reduces both the perception of intrusion and the feelings of animosity while
providing something more than a technical report in the mail to learn from.
The dissemination of printed material, both for new septic systems and existing
situations, is in place, but several aspects of its use need retooling. A primary
problem is that, in many situations, the ultimate owners of the property are not
known when the Certificate of Occupancy is issued for the home and therefore
they do not get the initial packet of information for their septic system. This same
problem also holds true when a property is sold or otherwise transferred from one
party to another. Part of the solution to this dilemma will be targeting special
groups for education as mentioned below in the future efforts section. Another
way to approach this problem is the periodic use of mass mailings stressing the
benefits of understanding and properly maintaining septic systems. The mailings
can be individually sent or incorporated into the tax bill mailings.
Regardless of the future of the WTMP expansion, reviews and reworks of both the
printed materials and the Internet site are underway and should be complete by the
end of the year.
Future Efforts
General — It is the opinion of the committee that several options should be explored
to better "market" the educational materials. These included:
• Videos on septic systems, especially maintenance
• Education level oriented materials
• Promoting a "conservation lifestyle"
• Yellow Pages ads for repair advice and contact numbers
• Promotion of septic systems as a safe and ecologically sound method
of wastewater disposal
• Promotion of onsite wastewater technologies as an integral part of the
county's infrastructure
Better Reports — Future post - inspection reports should be geared toward enhancing
long -term performance of the system and education *of the owner, not just
providing advice for discovered non-compliance and failures. This effort will be
made regardless of the WTMP expansion.
Target Groups — Several specialized groups targeted for specific educational
efforts will help eliminate some of the current problems and prevent future
problems in the expansion. Because of the health department unique role in the
Page 3 of 12
involvement in all aspects of wastewater systems, it will become the local
educational resource for technicians, homeowners, pumpers and other groups with
connections to permitting and management issues.
1. Lending Institutions, Developers, Builders, Realtors and Attorneys: These
groups are targeted for education because they are crucial in passing on
information about septic systems during property transactions, home sales,
closings or even listings of property. The first step of the education,could be
accomplished by the Environmental Health staff asking for an appearance
before executive committees or full session meetings of local affiliate groups
on a periodic basis. Update meetings and regular mailings of specific printed
literature will be needed to keep all members current. The committee wanted
somehow to include Realtors and lending institutions in the chain of disclosure
of system type and management requirements, but there was no firm agreement
on how this could be accomplished. In the work group session, a focus group
with representatives from this array of professions was suggested by Margaret
Brown to elicit ideas on educational efforts.
2. Homeowners Associations: All of these associations would be targeted for
education and all will be encouraged to view ongoing septic system
maintenance as a community effort and a community benefit. The group also
wanted to explore whether, in new developments, requirements for system
operation can be incorporated into subdivision covenants. A listing may be
available from the "Community Watch" program.
3. Septic System Installers: These contractors are now subjected to a simple
registration process before they can install septic systems in Orange County.
There is no current requirement for licensure or certification either here or
elsewhere in North Carolina. If the expansion goes forward, routine continuing
educational sessions sponsored by the Health Department could be considered
either as a condition of the registration process or to be put on a "preferred list"
of contractors and his information would be provided to permit applicants.
Some method of sanction and removal of renegade or incompetent contractors
must also be implemented so that frequent violators of installation standards
can be effectively managed.
4. Septic System Pumpers: When a citizen calls a septic pumper today for routine
maintenance of a system, the pumper, in most cases, empties the tank without
regard for the actual . level of the biosolids. In some instances, the removal of
biosolids before they reach a detrimental depth is unnecessary and may
adversely affect the biology of the tank. The pumpers would be encouraged
through education to check the biosolids and empty them only when necessary.
An upside of this process is that the pumper could charge a lesser fee when the
tank is not cleaned because they save the costs of disposal at the accepting
wastewater treatment plant plus the travel there to dump the load. The
homeowner saves by paying a lesser amount for the pumper's service and the
expected increase of the volume of septage needing disposal is minimized.
The startup and equipment costs for the pumpers to implement this practice are
minimal. The group went further to say that more information is needed from
each pumper on the origins of the septage and on those systems which are
Page 4 of 12
frequently pumped. Staff could prepare and provide to the pumpers a simple,
self carbon, standardized report form to use and submit as they check and
empty septic tanks. This information might give clues to where the septic
system "trouble spots" are in the county. Pumpers are the logical choice to
provide this information as part of the dump report to the accepting utility. As
the information from these reports is compiled, homeowners with frequent
pumps would be sent educational mailers on how to deal with problem
systems.
5. Wastewater System Operators and Management Entities: These groups are
mentioned because of their wide range of activities and impacts in multiple
areas. All area municipal wastewater treatment plants will be encouraged to
accept septage, principally because, if the expansion is implemented, the
volume of this material will increase manifold. There may also be some grant
monies available for construction upgrades for municipal plants in the near
future which might be available for a septage receiving station. Other
operators and management entities are included for periodic education because
of the ever changing technologies in the wastewater disposal field. A preferred
list of these firms could also be produced in conjunction with a quality
assurance program crafted by staff.
HOMEOWNER INCENTIVES
Types of Incentives:
Many incentives were discussed and the following were put forth as options for
consideration. These incentive examples generally assume that fees will be the
sole or partial base of funding the expansion.
Extension of the Re- inspection Freauency — Homeowners who check and pump
their systems according to recommended guidelines would be eligible for an
extension of the minimum review period for inspection by the Health Department.
For example, if the review frequency is set at 5 years, any septic system checked
and pumped as necessary would not be inspected by the Health Department for 10
years provided the owner supplies proper documentation to our office. The
extension would be granted only once during each re- inspection cycle, meaning the
Health Department would inspect the system at least every 10 years. Similarly,
owners who opt to become certified in system operation, manage their systems and
report findings to the Health Department could be granted extensions, but not
exclusions. This certification generally requires attendance to a school for 4 days
and passing a exam on the presented material. Checking the system would involve
measuring the solids depths in the septic tank and pumping if necessary, assessing
the condition of the filter and cleaning or replacing as needed and reporting this
` information either directly or indirectly to the Health Department.
Community Benefits — Another type of benefit discussed was reduction of septage
dumping costs for citizens located in designated watersheds. This benefit is a
consideration because the individual watersheds will be further protected with the
Page 5 of 12
implementation of the WTMP expansion. The granting of this benefit would be
strictly at the discretion of the owner of the particular impoundment, either
OWASA, the Town of Hillsborough or the City of Durham. Each governing board
would be approached and asked about its willingness to entertain such a move
before any details are worked out. It is probably not feasible to consider this
approach in the case of Jordan Lake because of the multi jurisdictional watersheds
and water allocations.
Volunteers for Entry into the Program — It was suggested that one incentive to
draw existing systems into the program could be the waiving of fees for the first
consultation and inspection for volunteering owners.
Sliding; Fee Scale — This incentive was mentioned not only in the context of having
differing fees for various size /types of systems, but also when the ability to pay is a
factor. At this time, Environmental Health does have varying fee charges in
permitting of systems based on the design wastewater flow of the'structure and this
procedure can easily be extended to re- inspections. Generally, all.systems sized at
600 gallons per day and under are assessed like fees and those above that figure are
based on the total gallonage.
The issue of developing sliding fee scales based on ability to pay presents a
different challenge however, as there is no staff ability in place for qualifying
applicants. Even if some method of initial qualification evolves, the ability and
mechanics for re- certification' for each round of inspections is onerous and
problematic.
I0-
Entry into the Program -
There seemed to be consensus on new and repaired systems being automatically
entered into the program and that taking on all systems in the county immediately
or in a short period of time is not practical. Volunteers will always be accepted as
staffing allows, even without the expansion being approved. Requiring entrance
for properties having just been transferred was also discussed, but there was no
agreement on this option because the housing turnover rate for rural Orange county
was not known by any member of the committee and therefore the impact of this
requirement is not known. Staff will try to extract some figures from the overall
county turnover rate and then estimate the yearly number of homes this
requirement would affect. The mechanics for this requirement are still discussed
below.
New Systems — In the current WTMP rules, all newly installed alternative and
pump systems are automatically entered into the re- inspections cycle as part of the
permitting process. The main classes of systems which now require entry are low
pressure pipe systems (LPPs), pump conventional systems and large residential
Page 6 of 12
and non - residential systems. The frequency of the re- inspection cycle can vary
from every six months to once per five years.
This proposal would add all new gravity flow systems and the review frequency
time would start at the time the operation permit (final approval) is issued for the
system. In the past few years, the average number of new gravity flow systems has
been approximately 500 per year.
Repaired Systems — As with the new systems, all repaired systems can be included
in the programs during the permitting and implementation of the repair strategy. In
the past few years, the average number of repaired systems has been approximately
90 per year.
Volunteers - As stated above, there will be nothing to prohibit volunteers from
entering into the program, and, in practice, it will be encouraged. There will need
to be some type of perpetual legal authorization given by the owner for the right of
entry to avoid misunderstandings during the re- inspections in the future. A yearly
"cap" on volunteers may be needed so that resources can be adequately
maintained.
Post Sale — The cause for the requirement of an inspection at or after title transfer
for homes with septic systems is touted by EPA in their on -site wastewater
recommendations for State and local governments' consideration. According to
EPA, many states are considering this mandate and all states or localities should
"develop a program for regular inspection" of on -site systems. It must be decided
whether the post sale inspection, if adopted, should happen immediately or- within
a given time window after the transfer (e.g., six months) or if the home should
enter into the program and have its first inspection at the first review frequency. If
an inspection is to be required immediately, the cost could be integrated into the
closing fee. The work group also suggested that the type and age of the systems
might determine whether the inspection is immediate or delayed. The advantage
of making the requirement at transfer or post sale is that the Health Department
will not be a party to the transaction negotiations between the buyer and seller and
consequently not be subjected to the artificial pressures of closings and other
financial transactions. There are now adequate private sector inspectors available
for the pre -sale functionality assessments and systems needing repairs should be
flagged during that process.
lions — At the last meeting, the committee decided the following three options
should be considered for implementation. New and repaired systems (option 1)
should be a part of either of the other two options, if selected.
1. Only New and Repaired Systems — This option offers the easiest transition
into management of gravity flow systems and is similar to the way alternative
systems are entered into management now. But it does not address the issue
of immediate watershed protection nor is there any consideration for
Page 7 of 12
targeting neighborhoods with older systems or those with poor soils. All of
the funding options would be feasible for this option.
2. Systems at the Time of Sale of the Home — This option was explored by the
group with the funding method being the assessment of an inspection fee at
closing and afterwards, the funding for future inspections could come from
the variety listed below. With the housing turnover in the State estimated at
just over seven years, and the County's likely higher, most homes should be
included by the end of the second turnover period or approximately 15 years.
At the end of this 15 year period, all non - participating homes -would be
entered into the program.
3. Systems Radiating from the Designated Watersheds — In this option, the
systems in the water quality critical areas of all designated watersheds would
fall under inspection in the first 5 years. In the next 5 years, the systems in
the rest of the designated watersheds would be brought in and in the next 5
years, the rest of the systems in the County would be inspected. This
approach is most effective for watershed quality management. Subdivisions
with older homes and poorer soils could also be defined and prioritized for
inclusion, also. The group discussed that this method might be best funded
with an annual operations permit fee charged to all those affected
households. Eventually, all homes in the County with on-site systems would
be assessed this annual fee.
Frequency—
Perhaps the most difficult aspect of this proposal to define is how often the gravity
flow systems should be inspected. There are varying opinions on the
recommended frequency of pumping, usually based on tank size and population
served; but most sources recommend checking an average septic tank every 3 -5
years and pumping if necessary. Additionally, a new State General Statute,
effective 1 -1 -99, requires that each new or repaired septic system installed in North
Carolina be equipped with an effluent filter on the outlet end of the septic tank.
These filters are to `Be designed and constructed so as not to require maintenance
more frequently than once in any three -year period under normally anticipated
use." (House Bill 1462). These conditions lend considerable argument to
establishing the re- inspections frequency at three years.
The committee debated extensively whether to set the review frequency at 3 years
or 5 years during the meeting. It was finally decided that 5 years would be the
more reasonable approach if the standards for effluent filters met certain design
and maintenance standards beyond the minimum required in the State rules. The
agreement on the best way to approach the visit was to set the re- inspection
frequency at 5 years with a notice going to each homeowner in the initial
maintenance packet and also in the second year of operation. These documents
would state the necessity of checking/pumping the septic tank and the allowance of
a 5 year extension if the tank is checked. If the homeowner provides evidence of
Page 8 of 12
checking/pumping before the fifth year of operation, the inspection would be
postponed until the end of the tenth year and a new cycle starts from that
inspection. The extension would be granted only once during each inspection
cycle, so the longest period of time a system would go without departmental
inspection is 10 years. It may also be prudent to not grant exemptions to systems
over a certain age (e.g., 15 -20 years) because aging systems present more problems
and are more susceptible to failure. If no response is received by the Health
Department, the fifth year visit from the health department would proceed on
schedule.
Once the expansion began, a sampling of systems could be inspected in 2 -3 years
to determine if the filters will be problematic before the fifth year inspections are
due. If the sampling indicates high numbers of problems with the filters, then the
review frequency could be revised as appropriate by the Board of Health.
It is important to keep in consideration that this expansion will require a
commitment to significant resources, especially personnel, in the coming years, if
re- inspections are part of the framework. There will also be some start up
personnel costs involved which may not be subsidized if fees are the payment
basis. Some models detailing resource needs will be put together by staff for
review on the entry mechanism is established..
Other Issues
Water and Sewer Boundary Task Force Document —This agreement will allow
water and sewer extensions to many areas of the county only to alleviate declared
adverse public health conditions. In some areas, extensions may not be a
possibility under any circumstances. Therefore on -site sewage systems must be
considered the primary and perpetual method of wastewater treatment and disposal
in any unsewered area. With the finalization of this document supposedly
imminent, it is imperative that all aspects of on -site sewage disposal, from
permitting to installation to long -term management, be given proper consideration
to assure system life is maximized, repair areas maintained and users educated as
to their responsibilities in helping achieve these goals.
Accordingly, the "toolkit" which matches repair /response options for failing
systems to all designated areas of the county must be put into place concurrently
with the WSBTF document and understood by all governmental/utility agencies
with jurisdictional authority in those areas.
Space for Housing. Personnel — If approved and implemented, this expansion will
require additional personnel. Presently, the space to house additional employees in
the Environmental Health office is severely limited. Additional office space will
c be needed for this expansion.
Page 9 of 12
FINANCIAL CONSIDERA'T'IONS
Costs
When the existing WIMP proposal was presented in the late 1980's, David M.
Griffith and Associates conducted the study to establish the fee level and other
related financial considerations. The fees approved for the implementation of the
program were approximately one -half of the DMG recommendation and one FTE
was funded to start the work. At present, the direct fees account for approximately
one fourth of the FTE salary costs and the percentage of fee reimbursement
gradually increases each year. Because the DMG methodology was based
primarily on direct costs, staff doesn't believe it to be the best way to approach the
estimation of costs for the expansion.
The Institute of Government is conducting a study of the costs for environmental
health services in several counties across North Carolina which is based on a more
comprehensive cost allocation model. The first draft of this study is due out soon
and should offer a more accurate way to look at the actual costs of providing
education and inspections. When finalized and if fees are part of the funding
mechanism, staff will prepare a fee schedule for the committee's review based on
the IOG methodology and findings. CIP needs ' such as computers, technical
equipment and vehicles will also be figured into the fee base.
The direct costs for each inspector will be salary and fringes, vehicle, computer
equipment, field equipment, and office furniture.
Funding —
There are several options for paying for this program expansion. It is staff's
recommendation that the option selected also be used to fund the existing WTMP
activities.
General Fund — The general fund is the first option for covering the expenses of
this program. The principal argument against using the general fund is that
municipal citizens would be paying for inspection of county resident's septic
systems. However, it must be considered that the watersheds for the three main
impoundments (and a proposed fourth) serving the Towns of Carrboro, Chapel Hill
and Hillsborough are mostly comprised of county lands served by on -site septic
systems. This expansion will be a benefit in the protection of those reservoirs.
The general fund approach would also eliminate take the "ability to pay" and non-
payment issues and be much easier to administer from the Health Department's
perspective.
Special Fund — Although a special fund, even an enterprise fund, could be
considered, there was not much support for its use with the committee. This
method would allow for the charging of a monthly fee to each enrolled owner for
Page 10 of 12
the management oversight of their system. One of the localities studied in
California use this method and the monthly fee was $12.50 in 1992.
Service District — The county engineer proposed a "sewer tax district" for
consideration. Although there are limitations for its use, it would help address the
inequities and ability to pay issues. This tax district would be developed as a
service district as prescribed in GS 153A -300 and applies only to certain parts of
the County. If the district extends into municipalities, it must be approved by those
affected towns or cities. The formation of these districts is a BOCC responsibility
and there is a limit on the amount of tax that can be levied in their use.
Fees — WTMP was originally approved to be a fee - sponsored program with the
first years augmented by the general fund until the numbers of inspections reached
a sustaining level. If the expansion is to be financed by fees, an accurate cost
allocation model, developed with help from the Institute of Government study,
should be used. Advantages to using fees are: they can be structured differentially
so that larger or more complex systems pay more; they are easily adjusted to meet
operational expenses; and have little or no impact on the County's tax rate.
Disadvantages to using fees are the cost and methods of their collection, delinquent
and non - payment remedies, and that benefits are realized by citizens who don't
participate in the fee payment.
There were two basic models of fees discussed by the group. The first was a "per
inspection fee which is billed after the inspection service is rendered. The second
was an annual "operations permit" fee which would be part of the annual tax bill
and spreads the cost of the re- inspection over the length of the 5 years review
frequency.
Hybrid — During the first meeting, the committee seemed to support a combination
of fees and general fund monies to finance the program. The advantage to this
approach is that all citizens, as beneficiaries, help support the costs of the work but
the individual system owner bears the majority of the costs. The disadvantages of
fee administration, payment collections and non-payment/delinquencies remain
with this system. It must be also be assured that the proportions and mechanisms
of funding are well understood by everyone involved and that the commitment to
using general fund monies for this purpose is strong.
At the final meeting, however, the group was leaning more towards the annual
"operations permit" fee with the caveat of providing some relief or options to those
with limited ability to pay.
Fee Collection Methods
Current Method -'Fees are now assessed, billed and collected through the
Environmental Health office. There are some type inspections which are not being
Page 11 of 12
billed on advice from the county attorney. No remedies for delinquencies and non-
payments are being used, also based on the attorney's advice.
Manager's Method — The manager has suggested the use of the annual tax mailings
as a vehicle for billing and collecting the fees. According to him, this is similar to
billings from other county agencies on the tax bill. While all the remedies for
collection of delinquent taxes would not apply if the fees go unpaid in this setup,
the collection rate would probably be much higher than it now is and current
remedies for non - payment would not be lost. This method would be applied to
both the "per inspection" and the annual "operations permit" options.
Financial Security
The final aspect of the expansion proposal discussed by the committee was the
financial security for repair of septic systems when they fail. The types of security
requirements discussed were bonding, revolving funds, escrow accounts, up front
replacement money, initial dual drainfield installation, and a low interest/no
interest capital reserve fund coming from fee augmentation.
The committee reached no agreement on whether a security plan was necessary for
all systems, which method would be better or how any plan would be
implemented. There was general agreement that larger and higher risk systems
should be under some sort of security plan for eventual repairs and that lower
income citizens should have access to grants or low interest loans for system
replacement. The county attorney.will also provide guidance on this matter before
the plans are finalized.
Page 12 of 12
Revised 11/13/98
PUBLIC HEALTH EMEEGENCY PREPAREDNESS PLAN
GOAL: DEVELOP A CRISIS PREPAREDNESS PLAN FOR A
VARIETY OF PUBLIC HEALTH EMERGENCIES
OBJECTIVE: To develop a written plan approved by the Board of Health for
responding to a variety of public health emergencies, such as
disease outbreaks, environmental hazards and natural disasters.,
PLAN OF ACTION - EMERGENCY RESPONSE PLAN
ADOPTED MILESTONES
REVISED MILESTONES
Tasks
Completion Date
Tasks
Completion Date
OBJECTIVE: To develop a written plan approved by the Board of Health for responding to a variety of public health emergencies, such as
disease outbreaks, environmental hazards and natural disasters.
Form OCHD core staff response team that will be
July 1998
responsible for developing the plan.
Develop a list of typical response scenarios and
March 1999
develop specific plans for each type, e.g. foodborne
outbreaks, waterborne outbreaks, communicable
disease, STD outbreak, natural disasters, lead
contamination in buildings, etc.
Develop a general response plan that includes
March 1999
increasing levels of involvement from related county
agencies, depending on each situation. Include EMS,
DSS, OWASA, and others in reviewing the plan.
Develop a general media plan for response and
March 1999
specific "soundbites" for each scenario.
Develop education plan for county agencies and
April 1999
private providers on OCHD response plans.
Develop outreach and educational plan for
April 1999
preventing outbreak situations.
Present entire plan to BOH for adoption.
May 1999
Plan and coordinate a mock response drill with all
September 1999
related agencies.
Develop ongoing systems for revision of plans and
October 1999
communication with relevant parties, including alerts
on potential outbreaks.
ANTICIPATED RESOURCES REQUIRED: In addition to time from current OCHD staff in planning, it is anticipated that a fully developed
crisis response team will need two additional part-time staff members. One staff member would be responsible for investigating potential outbreak
situations and for providing contact tracing and other field investigative work. The second staff member would be responsible for producing
educational materials, planning and conducting educational sessions, and for developing the communications tools and messages for the media and
for the public.
I
Adopted 12/10/94
Revised 11/13/98
We are requesting re-adoption of this goal as it has undergone significant changes.
HEALTHY CAROLINIANS OF ORANGE COUNTY
(formerly) HUMAN SERVICES CONSUMER INVOLVEMENT
GOAL: DEVELOP A CONSUMER INVOLVEMENT MECHANISM FOR HUMAN
SERVICES PROGRAM PLANNING AND DEVELOP A COORDINATED AGENCY
APPROACH TO MEETING HUMAN SERVICE NEEDS
OBJECTIVE: To develop a community-based, collaborative method of identifying leading
health problems, developing strategies and mobilizing resources to reduce the
problems and ensuring appropriate evaluation and systems of evaluation of health
outcomes throughout the county.
- --g-g.
g f
jtEPORT:`.--Ng-_`l_v ninf.
STATUS rK
iA4
1-�g
�t_ gl K
K,
r OF R.
Fit
61M,
jFolloyYzng the report it thei Board
o ommy sioner�-li at t
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.
5. _Min.
` `n�tfi k. F`
�"Qaioi bunt 0j. . ;;�,c chose even
�yjpp pj.y:-,�;�,.. thk-bi-
tin
tog, -..a,. rce:1.weej
g an November, .1996`and committed to'
''de�elopmg. a �ealtl� �npraveme�t Plan, The Task Force estabhss�ed J dvarknig groups tm�;
develop,plans to: address these . . .... .... .
-.7 - m. - f --- - �r
P& The areas ;�.w sl
K
N
1. 5f-R
e needs * of thilft eh:
tlq
RK
gg_7t
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contributing .The warkmg groups, which involved both }consu'mers and providers, analyzed :
:factors Th -'b
'an
. ....... ....
Rettegr�-7 Strategies -*.�,.t6.,i,.*9c eve.,,-,, 'o
_ere...
Commissioners _34M more
`difficult to develop o7i.
ORR.
_�24.
"M t
^Durum X998,
Ebecame A i
h""
99
41 Steering.
6 mittee- met -48-
&t
een. C
tdrin
g plan that reconfigure, the ,Task For.... ....
Carolinians Councdwith 3S members serving .or
Im. 6tAggera": T .w
lit.
;evolved into Committees of the . .
_
.K.."The Teen
wey
.--y q g
ppmagreed
_A.
0F
merge
;with the Needs f-chilft. -r qpp and include the comprehensive sexuality
working
strategies or . ChIldrii . Th ISeed s.6f`Chffdr: C Mie sub
:gr .9up§7 Teen S6iiahty, Preventing Child Abuse m, Neglect;` V6uth -Substang# Abuse, ft-lai&,
:Orange County Health Choice Outreach. _P",-ntiVe;:. eMces:
"id... ,�js:.` thC_j, irev(
u eac ,:r, -t:
The second committee
Committtee It has tluee sub groups ' i.-
iness an d . toni. .SubstaOp6t Abuse (including:
...... ....
''
t6liked)4o''A to Prey ent
'Staff : Or6p ared and submitted a "certification document to't
he state for the Council. .-'The -NC.'
9
k Forte -certified OrAnge County as a Healthy Carolinians Council at
tobit,"*1998. Many .grant opportunities from thei state are begs u g to
miaig.Task . Yd r-c'e-- `a&`qp f —si
_ 9 successful collaboration and community.,
r:' 7
or
lance Survey (BRFSS) conducted regular
r -c"
I'
4
PLAN OF ACTION - HEALTHY CAROLINIANS OF ORANGE COUNTY
ADOPTED MILESTONES
REVISED MILESTONES
Completion
Completion Date
Tasks
Date
Tasks
1. Convene ad hoc steering committee to formulate focus of
8
january 13,1995
J
i# ss jjt t
i,llS '� {; {�k� #,S3i`i't1t tit}
j
initial task force
',rJi��' [ ; :it i
tt, 1;,i }4. sa� {t�,��tS �;i :i�'t
;
meeting.
+ `SF4;`s `a��tttt'IRI�,ittt =,1��rt,11'i {�t�r
lj}itrt=„ i- t,.y,c
The'steering'comttuttee studiedIternajxve approaches,anci} ,i
Sept; 20,1998
decided to convene. smalletra core grQttp to enda�se the t, lt(i(;
=ir
tt:
spte�eryjzpig �eyy�rrted$th�at(.fihe - ;ii,,a.
o�' aQc�' h},
', ,�t;;'r t ;
��j, , � r ,
,
}�bpo�m{.jn�uy^tLtee
�a+ pp�p�rj; y- ��The�}
provide Futtdttig will be sough# frpm LJNC Hospils ilNQ'i4',i
, I,'F ;S t , t
School of :Ptxbhc �I�tk� and. the �I D�&�lrj[�fi'G }i-t3 yS� 'y,ic�
: =€`,i a
: +r,
t
2. Send letter of appointment to designated organizations
an 27 1995
J ..""'J 7
__
••E ?i t[ dt ! `tit �31t, 3 i'. ; �s I , t` �.}t p. t't t tti =' � r � i.lf..;l,. I,(, i
fe. '`2 tiFt..�`'kiEt ;tt„ # € ?i 1. t` .i h ;li] it L,. :;,r;;.i:r.> ='?:
, =August 4-; 1995
r , i,'.i•i, id=It ��i =,. Stl� :; t4 �.,. ;�
,TjTii} yLr tr rt ;idlfi } �7i�a� Ott 1•r;titr(L7ii:yl;,l' ;,) jfl #jjr�i {Sr ttfr tl "S + ?rt }�tttts•si )f
Y;t3::.(:•! ".: � i •�1F,: .._..
r t yi.i '
and individuals.
..,r �,.
r5tltt�ft
Convene core group of community leaders to endorse the t #tt,tf
August 28,1995
(jijsiitt,It #i Healthy, �arpl�aY ►s.j�,s�C "farce�approac..�.,r �j,�,
, i�r, ,- i[ � !';tfl I -.
,71, �t�itf,,, t�
,.,:
Corn p it it t at t , tt= + + ,; a Fi i r z it i ki tb , n ki,
i. i It
. OctOper 19 1995
3. At initial task force meeting, elect officers select 2 or 3
>
•3
October 19 1995
>
, ,, i rtr.tt , ;r
:,rttl,r;t 'fit} jjjj fir , I1r; j t t37 7 = r ? t t tt
ie S} 1 t; ti 1, 1itj1i11 }j ,t { {tfli,�t iii ti
„
pnorities organize into subcommittee and set the timetable.
tt,knl�f!?
y7 ., Ef s t ,ii� ,=ti,t
it t(i (17il�
; _ . t, , : : 3 •, ?.,, + „tai ,r €i; rttr� i, , , } . a;i -�l« ,_, . , .. _ ,,,,,.: 71 t , =r ,
4. Sub - committee study problems and formulate action
May 1995
, --R , � i I t - f•t I jt 7_
UNC �;'
zlohc Healfihoo�tdtuct41ai� (iEp
August 30, 1996
iSchoollpf ,
research and focus' s t'jfysisl itl4Ft
upT
plans.
survey gro
5. Task force adopts recommended action plans and sets
June 1995
t tti. I tit i Si+ 7 4t (_. ' i S,( {�t';itj
�'askForce meets Eg * ,;r ,i rltki .1 t s ; r, ° '
�i `r �tt
_
Oetobe ' 1996
Z
"next
71'3evte tt
111tt t 1i S�rNi'ri{ SjSi , I,
i 's yk i ,F t ,5 k +�`+
i st s k t i t''t
l; ii ,# k iii ' t
iii ttll' t
steps agenda”.
p
It ,.tit{ n7} ttEt
,i „ ,. H t
{ NOR'
.. :...,?( +,3!,:�itttirE r`t- �_..s.PI tf tti iit M.•(, ,5...,,
: :...
Task Force meets tot, +H,• .. � ttoblems si11,;7i ,ts�,,
'�,iii; _ ° #,j`t
�. #r.�....
�oVember -5996
,.: ��",. 3; ?''i��;.• ?.�:
>:,i.t ?i{S,:t
::.�.
6. Reports submitted to the Board of Health and the Board of
August 1995
-
i,ku, i}',tt(� i, ; _, 7 t , r ?I`!
' l,t,t, {t 7 i it i
y
# viii it
u l =, j
1997
=7t r r t
Commissioners.
7. Working Groups formed to implement recommendations.
September 1995
Task Fore selects "? o 3 priorityissues att estsbhshes #
its, ?._
worku groups
r i t ::..
..:.::• �
_ .. } r .Si 1 1 l , , - (i I t [ ..+:.. - ._ 't= 7;7 i , r;.,. -..
Working Groups formulate measurable`ob�ectives' p .:._
•
Npvember; 1997
Task Force deports obj ecfzvg j Board of Health end $oard of
December, 1997
Comtmss}onersi ,' '. ' 2 t'!it
Groups develop implementation
October 1998
)Working Grou s,devel {Il st?ate es �r5`'
pp.., gt
Marc ,1998
8. Working plans
, . p _r 7 ,r. ,,,
,
1�- aytril
New Working Groups design action plans, i 1:
Qctober, :1998
, = t t ; : :
jj
Iccri,
ti= tit }t ?S t
'N #� ` t t
it
, 1 ali1t,} rl fii�Ir =sfse`r4fi, 71.i
k nt''t 7= t(a I�rt�i rt=lr,,f
[ , i ( i t=)F
I
_...L.ktt °.i ,.... L ;F 1'. ui..,.. .,1L,L:.ta(.�..LL......tttili," 1<..L2 ?l i ..._uL.L... {.. r` IX .a:lit[(i=.i1( '� .d:m:(.._.7 .:.0 J :....c.JI
( ..:.. ..... .......Li. �. ,. ..
r
5
PLAN OF ACTION - HEALTHY CAROLINIANS OF ORANGE COUNTY
ADOPTED MILESTONES
REVISED MILESTONES
Completion
Completion Date
Tasks
Date
Tasks
};� f i },;• � t�,`',;Li
} I
duly 61999
iv 3 t l ��[ +r1IJ r €
9 Secc}retongoing xeso{ees Comm <s end
unplemeni�iio�.. {t,�;tEte,of need}. ,2.F.T,£;healt� ecTucato�a tLiE �,,
;('" `r,,, i� }t
i.of
Qr'll[lp�em_ {wilt. D€
} L I�
al.I} } +
r,{ Mt
��Frfis!3!!;�i,,t�7
'r t{ IfUtt i, tr'sIl'I' `r' �
fi-
I It t Develop sure systelx� and eyaltlahonUMP1S to
1999 ti
r t
4c: hlev€ent bevels and best pactices ;r, 4 ;';3 }li ,.:� ` n;r f (
.'then ongoing
Orange County Health Department
The Board of Health at its November meeting discussed the need for a three to five year
strategic plan. While not yet ready to submit such a goal, the Board wished to inform the
Commissioners that such a goal will be forthcoming.
Items likely to be included in such a strategic plan would include:
• Increased focus on mandated services and core functions
• Increased focus on Orange County specific priorities: cardiovascular health,
cancer prevention, preventive services for children, substance abuse
prevention
• Increased dental health services in both locations
• Increased voluntary programs in food service consultation and inspections
• New focus on air quality monitoring and assessment, especially indoor air
qty
• New focus on developing adequate surveillance systems and database
resources for all areas: environmental health, communicable diseases,
immunization tracking etc.
GEORGE W. MILLER, JR.
JAMES H. JOHNSON, III
B. M. SESSOMS +
MICHAEL W. PATRICK
KEVIN W. BUTTERFIELD
ROBERT E. LEVIN
JOHN R. KINCAID
THOMAS H. MOORE
GEORGE W. MILLER, III
ABOARD CERTIFIED ESTATE PLANNING
AND PROBATE LAW SPECIALIST
HAYWOOD, DENNY & MILLER, L.L.P.
ATTORNEYS AND COUNSELORS AT LAW
5102 CHAPEL HILL BOULEVARD
POST OFFICE BOX 2975
DURHAM, NORTH CAROLINA 27715-2975
TELEPHONE (919) 403 -0000
TELECOPIER (919) 403-0 00 1
Alice Gordon
Chair
Orange County Board of Commissioners
Hillsborough, NC 27278
January 5, 1999
Re: Cable TV Citizens Advisory Committee
Dear Ms. Gordon:
,fir;: ,1
07*
EGBERT L. HAYWOOD (1911 -1985)
EMERY B. DENNY, JR. (1924 -1982)
The prior chair asked that the chairs of all the citizens advisory panels provide to the Board
their goals for the coming year. At a meeting this past fall, the CATV Committee met and
discussed its goals. The two goals we set for -1999 are to complete the re- franchising with Time
Warner and to complete the steps necessary to advise the county and the Commissioners on
equipping meeting rooms for cable casting the Commissioner's meetings.
I am aware from the November meeting that the Commissioners have expressed various
concerns about the cable casting proposals and that this matter will be on your agenda for the
retreat to be held in January. I would be more than happy to attend the retreat to discuss matters
further with the Commissioners.
Finally, the Committee would welcome your input at the retreat or in any other forum on
these two issues. At the present time I believe the committee's work on the cable casting issue is at
a standstill until the Commissioners are able to give us greater guidance about goals to pursue in
this area.
I look forward to seeing you in the near future.
Sincerely yours,
Cl�ael W. Patrick
Chair, Orange County Cable
Television Citizens Advisory Committee
MWP:rmj
cc: Committee Members, CATV Committee
Albert Kittrell
�- Orange County Board of Social Services
P. O. Box 8181
Hillsborough, North Carolina 27278
Rosetta Moore, Chairperson
Telephone: 919/732 -2402
TO: Ms. Margaret Brown, Orange County Board of Commissioners Chair
FROM: Rosetta Moore, DSS Board Chair
RE: DSS Board Goals
DATE: November 25, 1998
The Orange County Department of Social Services Board submits the following goals for
consideration at the Commissioners retreat on Saturday, December 5, 1998. We believe
that adoption of these goals by the Commissioners will strengthen the course of direction
that we are setting for the Social Services Department as we approach the 21t Century.
Wy r�`��;�:?:".��rl. The Department
has done an excellent job implementing the first phase of the Work First Plan. The
second phase involves more hard to serve recipients who have multiple, chronic
problems that must be addressed such as substance abuse, literacy_ issues, and very
minimal employment skills. They will require various intensive services for
themselves and their children.
2 . ::..:: :...:....::d`r►:aC *; Children and disabled adults
continue to be at serious risk of abuse and neglect in our County. The Department's
resources are stretched in an attempt to serve this increasing population. Our goal is
to reduce the risk of harm for children and disabled adults who are referred to the
Department for a protection plan. One of the critical areas that must be addressed is
the "after hours " system of responding to emergencies that occur between 5:00 P. M.
and 8:00 A. M. Over the past few years, we have seen a significant increase in these
emergency requests. The current response system is inadequate and is in need of
corrective action. We urge you to highlight this area in your goals for the next few
years.
Finally, we support the request of The Community Child Protection Team to establish
a group home for Orange County children who need therapeutic care and for teens
who need to learn independent living skills. Currently these children who are in The
County's custody must be placed in other counties. They are not delinquent children,
but children who do not have parents or relatives to care for them.
We look forward to working you on these and other goals to benefit the citizens of our
County. Please contact us for additional information. Our director, Marti Pryor -Cook
i and her staff are available . to assist you, as well. Thank you.
r1o,
EFLAND VOLUNTEER PRE DEPARTMENT
Dec 17, 1998
To: Orange Co. Board of Commissioners
From: Efland Volunteer Fire Department
Re: 1999 Goal Setting Retreat Statement
The department has a number of objectives for 1999. We are in the
process of renovating and repairing the station. Gutters, eves, and other exterior
surfaces are being repaired and painted. The inside of the station has been
painted. The kitchen has new cabinets where insect damage has occurred. The
stove is being upgraded to gas so that all the appliances and HVAC are gas
operated. This will allow us, at some future date, the option of installing a
transfer switch so that it is easier to run the entire station from a small generator.
We are continuing with our program of purchasing two firefighter's worth of
equipment each year (approximate cost $ 8,000) so that our personal protective
gear is in good working condition and our firefighters are safe.
Our commitment to training continues. We have three participants in the
Junior Fire Fighter program. We continue to schedule classes throughout the
yea . r to assist firefighters in obtaining their Level I and 11 certification. We are
particularly proud that at Hand, as with other departments, more and more of our
firefighters find full time positions in the paid municipal departments. The
volunteer rural departments are becoming a primary source of qualified, trained
firefighters for the municipal departments. Despite this growing role in the county,
there is a disturbing trend towards limiting access to resources that are best
shared by the county departments.
Our efforts to obtain a better ISO grade (insurance rating) continue. This
has proven to be a very long, detailed task for which there is little assistance from
county resources. We still are committed to the effort, since it provides us with
the only way to decrease the burden on our taxpayers while increasing the value
of their fire protection- a rare event in governmental services.
There are some areas of concern we have that are appropriate to voice at
long term goal planing retreats. Their solution also requires the sort of broad
overview that is most appropriate at the county commissioner level. We present
them here in a non-critical "heads up" fashion. Overall, we have a good working
relationship with the various county agencies we work with and feel that the few
problems we are about to state are more a result of a lack of overall
understanding than a problem with a given agency.
Ten years ago, we purchased our firs ' t out engine/pumper and it cost about
$ 128,000. To purchase a similarly equipped unit today would cost around $
290,000. Seven years ago, we purchased a tanker for about $ 90,000. To
replace that today would cost about $ 180,000. This shows above normal
inflationary increase for a 10 -year period at 5% annual inflation, however the
average inflation rate during this period was below 5%. So, with both pieces of
equipment we see a cost increase that is higher than simple inflation. We have
notices this with other equipment we must purchase. So the first point I would
like to call to the commissioners attention is that fire departments attempting to
maintain (not even improve) their resources are seeing cost rise faster than the
cost of inflation and the property assessments that generate their operating
revenue.
In the case of Efland, if the goal is to have at least an engine, tanker, and
brush truck that are newer than 20 years old we will need to spend in the next 10
years about $550,000. This is almost 7 years of our budget at the current levels.
In an age where many items get cheaper, the cost of firefighting is increasing
even when inflation is factored in. We don't have a specific action to recommend,
but feel that the Commissioners should be aware of this incipient problem.
The only action Efland can take to reduce the impact of the spiraling cost
of firefighting.is to obtain a better ISO/insurance rating. This lowers the cost of
homeowner insurance for citizens in our district. We ' have been working on this
for about three years. Other departments are also facing these same rising cost,
and could help offset the impact by working on a better rating. Obtaining a better
rating involves a mix of having the correct equipment, the documentation to show
a departments state of readiness, and a variety of information about other
departments and the county. Obtaining a better insurance rating means that the
quality of service delivered goes up while the cost of homeowner insurance for
the taxpayer goes down. While a better rating can not completely compensate
for the increasing cost of fire protection, it demonstrates a philosophy of quality
and efficiency many would claim are missing from governmental agencies today.
When the position of county Fire Marshal was established, the
departments were told that one of the duties of the position was to assist fire
departments in obtaining a better insurance rating. We value the assistance of
the Fire Marshal. He is always of assistance on the fireground and puts in long
hours far beyond what most people in his position would tolerate. We do not
have a suggestion as to how Orange County Emergency Management can better
help all departments to obtain a better rating as promised. Since we do not
having a detailed knowledge of how Emergency management is run it would be
out of place for us to suggest any options. We would appreciate the
commissioners working with Emergency- Management to develop a plan and
allocate the resources to tackle this job. This solves a real problem, puts value
and efficiency into all of the county's emergency services, and avoids waste and
duplication of effort.
Part of the documentation required to obtain a better insurance rating is to
provide accurate maps of one's fire district, showing water points and hydrants.
The Land Records office does not have the resources to gather and enter this
information. Emergency Management will soon be integrating the Geographical
Information System into its E911 system, Having information available about
water sources, special hazards, and utility coverage areas gives Emergency
Management and the fire departments the ability to act quickly and with greater
efficiency to more situations. The system could pinpoint the closest water source.
It could speed up the time to dispatching utility workers to a scene. It allows
precise directions to be given to responding parties.
Another advantage to the GIS/E911 *integration is the ability for the Land
Records office to print current maps of the district out for the fire departments.
Emergency Management has defined a grid system. Once the process is
completed, firefighters dispatched to a scene will have grid books that have up to
the date maps including any new subdivisions. Once the dispatcher calls out the
grid, the firefighters can look at the map in the grid book and see where the
location is, and also see other resources (such as water) and where they are in
relation to the scene.
One of our firefighters personally purchased the software program (about $
1200) to gather the information about our district. This is information that-requires
close personal knowledge about an area that only firefighters have. The time and
effort to gather this information is volunteered by the team we have working on
the insurance upgrade. The Land Records office has been most enthusiastic
about placing the data into the GIS database. They are willing to print the maps,
but correctly acknowledge that to do so for the entire county on biannual basis
does require some time. We asked Emergency Management if they could
purchase one copy of this program that could be used by volunteers who.would
gather this critical information. The cost of the program ($ 1200) plus the cost of
a second program that can measure distances on a map need for insurance
rating purposes (an additional $ 1200) was apparently enough that no action was
taken, so one of our firefighters purchased the program.
We would ask that the commissioners realize both the value of this
information and the value of the volunteered time to obtain it. It would be nice if
there was coordinated effort between the Fire Departments, Emergency
Management, and the Land Records office to work on this problem and allocate
the resources to solve it. It must be cheaper for the county if the labor is -
volunteer and one of the above agencies incur the one time expense of the
software then it is to hire the people, who would not have the unique local
knowledge, to gather the data. Again we see a'great value for the county
financially and a great benefit to the citizens operationally. -
Our department, like many rural departments, is seeing more and more of
its members placed in full time positions with municipal departments in Chapel Hill
and Carrboro. Training for many of the departments used the Chapel Hill
facilities. We also used an area Chapel Hill has for the annual testing, of our
pumpers. Chapel Hill is requesting that we pay for the use of these facilities. It
would be nice if the commissioners could facilitate a solution for these common
resources. This could be done by working with Chapel Hill, or by having Orange
County Emergency Management work towards a county testing and training
facility. Currently, there is little support for these sorts of thing and so individual
departments undertake some efforts. A countywide coordination here would be
more efficient and benefit all parties concerned. Since the volunteer departments
are training the brightest and the best who then serve in Chapel Hill, there must
be some common ground for finding a solution to this problem.
There is one more problem which like the cost of fire apparatus is looming
on the horizon. As the county grows, we will see more and more departments
adding paid personnel. There are many reasons for this. With more growth
comes more fire and EMS calls. As the Triangle and Triad area create more job
opportunities, less volunteers are working in the district in which they live which
affects daytime response. In an even more intangible sense, as the pace of the
world picks up and 6 sense of community wanes, there seem to be less people
willing to volunteer. It requires a lot of time. In the past few years, we've seen
firefighters miss Christmas morning with their families. We've seen them miss
holiday meals, Saturday nights, and many good nights of sleep. The problems in
the preceding paragraphs add to the frustration and a general malaise brought
about as we wonder if all this work is even appreciated. So, for a variety of
reasons departments are starting to add paid personnel. At first this occurs
during the day and then it slowly moves to nights and weekends. Knowing there
is a paid person who will get to the scene first affects some of the volunteers
decision as to if they should respond right away, or wait and see what the
emergency is. As such, the paid road is easier to go down than it is to come
back.
For a small department like Efland, adding two paid people during the day
would require a 50% increase in our budget just for the salaries and benifits.
When you add in the increased cost of facilities improvements and compliance
with OSHA and state regulations, it could almost double our cost. Of course
there is benefit to the public in doing this in that the response time to many
emergencies improves. But in rural settings, this benefit is not as great as in
urban settings.
. We would like to make two points on this issue. First, we would like the
commissioners to be aware that as time goes on, over the next few decades,
there will be great increases in the cost of emergency services. These cost
increases will not track the county's relentless growth linearly, but will tend to be
step like in appearance. This, combined with the cost issues of fire fighting
apparatus, will make for more volatility in fire department budget request than
have historically been the norm.
Our second point is that the value of the volunteers is very real. While one
can come up with a paper value based on number of firefighter hours per year
and a cost, there is another very real cost of going to paid personnel which at a
minimum almost doubles the cost of a small department. It is our hope that all
the paid personnel in the county keep the value of the volunteers in mind. We
hope the commissioners will encourage the departments to work with us and
involve us in decisions. And we hope that the cost of many decisions will take
into account the value of the volunteer work and benefit to the citizens, and not
be made solely on cost alone. While there have been many kind words spoken
about volunteers, in the fast moving world of fire services with it's emphasis on
getting the job done it should not come as a surprise that actions speak louder
than words.
Thank you for your time. We appreciate the "action" of including us in your
goal setting process.
Respectfully Submitted
Peter D. Hallenbeck
Assistant Chief / Secretary
Efland Volunteer Fire Department
Peter D. Hallenbeck
Ce 0 3500 Jordan Oaks Drive
Enond, NC 27243-9713
Music & Film Systems Tel +1 919 732 6551
Fax +1 919 732 6623
Peter.Hollenbeck@Cello-US.Com
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December 7, 1998
Orange County Commissioners
PO Box 8181
200 S. Cameron St.
Hillsborough, NC 27278
Commissioners:
The Historic Preservation Commission has asked me to attend your January 16
retreat and present our primary goal for the coming year; the continued funding for
the Local Landmark Designation Program. With the formation of the new county
department focusing on preservation and conservation of local resources, we
welcome the opportunity to designate and keep Orange County historic sites and
farmsteads protected and recognized.
Sincerely;
Tom Allison
Chair, Historic Preservation Commission
il
DATE: January 13, 1999
SUBJECT: Human Relation Commission Goal
FROM: Kathy Baker, Deputy Clerk to the Board of Commissioners
TO: Board of Commissioners
The attached letter from Eileen Kugler, Chair of the Human Relation
Commission, is a replacement page for the 1999 Boards and Commissions
Goals which were delivered to you yesterday in your packet.
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HIUMAN .RELATIONS COMMISSION
ORANGE COUNTY
NORTH CAROLINA
lecember x8,1998
tr. Alice M. Gordon., Chair
kange County Commissioners
.0. Box 8181
00 S. Cameron Street
Cillsborough, NC 27278
Dr. Gordow.
letter is in response to the Commissioners' request of October 1, 1998 for the top priorities of the
ge County Hunan Relations Commission for FY 99 -2000. Our top two priorities are as follows:
1. To continue to focus on the enforcement of the Orange County Civil alights Ordinance and to increase
the responsiveness of the Department of Human .Rights and Relations to the ioncreasiog number of
complaints;
2. To further develop the Human Relations Commission's education and advocacy roles with particular
emphasis on Hispanic /Latino issues and raising community awareness about the Ordinaoce,
memo from Ms. Margaret Brown also asked for suggestions on how these goals might be
>mpiished. Central to the achievement of these priorities is adequate stafing. This need. was
MAW prior to the departure of the previous permanent director and continues to be a pressing need.
Human Relations Commission respectfully requests that the County Commissioners consider
easing the staff of the Department of Human Rights and Relations in the next budget cycle. More
ailed information regarding staffing needs and now positions will be submitted with the Department's
99 -2000 budget request.
Thank you for the opportunity to provide you with this information. We look forward to continuing to
work with you on improving human relations in Orange County thereby enhancing the quality of life for
all our citize.as.
Vim, truly yes,
Eileen C. Kugler, Chair
Orange County Hinman Relations Commission
I10 SOUTH CHURTON STREET, HILLSBOROUGH, FORTH CAROLINA 27278
a
ORANGE COUNTY ADVISORY BOARD ON AGING
Go*als For FY1999-2000
Listed below are Advisory Board on Aging recommended goals for the
Board of County Commissioners.
Goal #1: To update for adoption by the Board of Commissioners the
County Senior Centers Development Plan of 1996 through the
establishment of a broad based Senior Center Vision
Committee of senior adults, professionals and organizational
representative.
Goal 92: To prepare for adoption by the Board of Commissioners a
County Aging Strategic Service Plan for 2000-2004.
Goal #3: To establish in cooperation with DSS and others an Adult Day
Care Center in Central Orange.
Goal #4:. To study the feasibility of developing a single portal of entry for
accessing and administering county in-home care services for seniors.
Approved on November 19, 1998
by the Orange Co. Advisory Board on Aging
Florence Soltys, Chair
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919- 733.8181 Ext2335
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919 - 967 -9251 Ext2335
Durham
M- 688 -7331 W2335
110 East King Street * Post Office Box 1177 *
North Carolina 27278
"Promotine the farts of Orange County"
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Orange County Commission for Women
Box 8181 o. 110 North Churton Street • Hillsborough, NC 27278
November 24, 1998
Dear Orange County Commissioners:
You may recall that we sent a letter to you in September stating that we would seek a
meeting with you this fall regarding the concerns of the Orange County Commission for
Women. Subsequently we have formed the impression that you are aware of our
purposes and activities and are supportive of our efforts to serve the community. As a
result, we no longer feel the need to take up your time for a special meeting with us. We
would like, however, to have a dialogue with the county manager about the staffing needs
of the Commission for Women for. 1999-2000.
Our goals for the coming year are based upon the outcomes of the Orange County
Women's Agenda Assembly which convened on October 1. 1998, and upon our own
observations and activities. The goals for 1999-2000 are as follows:
TO PROMOTE FURTHER MEASURES TO COMBAT VIOLENCE AGAINST
WOMEN IN ORANGE County:
The commission's Family Law Committee has already been addressing the issue of
domestic violence through educational workshops such as the -semi-annual family law
series. Also, plans are underway to present a professionally conducted Safe Skills
workshop in order to provide self defense skills for women in the county.
I'll".114 OWN, 19101111
The Committee for Women and Children has developed projects in conjunction with
Social Services leadership to supply volunteers for several aspects of Social Services.
Implementation of our plans begins in December, 1998.
TO SUPPORT VOLUNTEER EFFORTS BY BRINGING TOGETHER PROSPECTIVE
( i
VOLUNTEERS WITH AGENCIES WHOSE GOALS PERTAIN TO THE WOMEN'S
AGENDA ASSEMBLY PRIORITY ISSUES:
This will be done by planning and implementing a county —wide volunteer /information
fair this spring.
TO ENCOURAGE AND INFORM ORANGE COUNTY ON HOW TO NETWORK
AND ADVOCATE FOR WOMEN'S ISSUES WITH OUR LEGISLATORS:
This will be accomplished by conducting an advocacy training in January, 1999, along
with an Advocacy Day, to be held February 2, 1999, when Women of Orange County
Will
attend the North Carolina Legislature to meet and network with their representatives.
We plan to continue our current activities and will add new ones as needs appear. We
appreciate the opportunity to work with you.
Sincerely yours,
Martha Stodt Oxenfeldt
Chair, Orange County Commission for Women
goal9899
ORANGE COUNTY
NORTH CAROLINA
PRESERVATION - PROGRESS - PEOPLE
Date: 12/10/98
To: Alice Gordon, Chair of the BOCC
Cc: John Link, County Manager
From: Orange County Econorni Development Commission
Jim Gibson, Chair
RE: BOARD OF COMMISSIONERS' GOAL SETTING RETREAT
The Economic Development Commission has identified the following as its top
priorities for 1998-99 fiscal year.
Finalizing and implementing the Orange County Small Business Loan Program;
Further developing the Economic Development Districts and attracting businesses to
them;
Capitalizing on economic opportunities associated with recycling and waste handling
and promoting re-use of materials;
Promoting local agriculture by supporting expansion and improvement of local
farmers' markets;
Enhancing relations with UNC-CH and realizing the development potential of
technology that comes from UNC-CH.
Thank you for the opportunity to provide input to the BOCC.
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DEC 14 lln`-3
ORANGE COUNTY ECONOMIC DEVELOPMENT COMMISSION
POST OFFICE BOX 1177 - HILLSBOROUGH, NORTH CAROLINA 27278
'PT-T(')MP- (919) 737-91 R1 R)" 2325 - FAX (919) 644-3008 - EMAIL: TABERNAT@INTERPATH.COM
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EMERGENCY MANAGEMENT
PO Box 8181
Hillsborough, NC 27278
Emergency Medical Services
Fire Marshal
Hazardous Materials Team
Disaster Response
9 -1 -1 Communications
Dunng Normal Business Hours
919 -968 -2050
919 - 644 -3030
24 Hour WambW Foint.-
919 -933 -2600
919 - 732 -8161
Business Fax Machine:
919- 968 -4066
24 Hour Fax Machine:
919- 967 -9026
DIRECTOR
Nick Waters
ocem @co.orange.nc.us
DEPUTY DIR-ECTOR/FIRE MARSHAL
Mike Tapp
mtapp @co.orange.nc.us
DEPUTY DIREcroR/CommuNICA11oNS
Gwen Snowden
gsnowden @co.orange.nc.us
ADMINISTRATIVE ASSISTANT
Tammy Comar
tcomar @co.orange.nc.us
November 24, 1998
Commissioner Margaret W. Brown, Chair
Orange County Board of Commissioners
PO Box 8181
Hillsborough, NC 27278
Re: Board of Commissioners' Goal Setting Retreat
Dear Ms. Brown,
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The Orange County Emergency Medical Services (EMS), Council reports no new
initiatives for the next fiscal year. Our top priorities will continue to be refining the
ongoing programs currently reflecting commendable emergency medical services to
the citizens of Orange County.
The Initial Response Vehicle (IRV) program as well as the "Welcome to the World"
project have received nationwide recognition and can very well become the standard
for other EMS agencies to follow. Ongoing plans to monitor the well being of our
elderly population and those with disabilities are progressing with positive results.
All but one of our fire departments are on line and functioning well as First
Responders. We are confident that Efland will participate when conditions permit.
The EMS Advisory Council has concerns about the staffing level of the IRV medics
and will be presenting this to you at Budget.
We appreciate both the support and participation of the County Commissioners and
look forward to another year of dedicated service to the citizens of Orange County.
Respectfully submitted,
R. H. Lockwood
Chair
Orange County EMS Advisory Council
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FY 2000 Community Transportation Program (CTP) Grant Application
SECTION 7
Transportation Workplan
July 1,1999- June 30, 2000
PM
SYSTEM GOAL 1: To prepare and complete a new Community Transportation
Service Plan: 2000 -2003
TASK 1: Evaluate the current transportation delivery system and project
transit needs.
RESPONSIBILITY: NCOOT Consultant/OPT Director/ CTSP Steering Committee
TARGET DATE: October 1, 1999
ACTUAL DATE: [ENTER ACTUAL DATE WHEN COMPLETED]
INDICATOR 1: The CTSP Steering Committee meet twice and review report.
INDICATOR 2: The CTSP Steering Committee make recommendations and approve report.
TASK 2:
RESPONSIBILITY:
TARGET DATE:
ACTUAL DATE:
INDICATOR 1:
INDICATOR 2:
TASK 3:
RESPONSIBILITY:
TARGET DATE:
ACTUAL DATE:
INDICATOR 1:
INDICATOR 2:
Evaluate transportation service level and organizational structure.
NCDOT Consultant/OPT Director /CTSP Steering Committee
November 11999
[ENTER ACTUAL DATE WHEN COMPLETED]
The CTSP Steering Committee meet once and review report
The CTSP Steering Committee make recommendations and approve report
Prepare the capital replacement/expansion schedule, budget funding
plan and implementation schedule
NCDOT cansukant/OPT Director /CTSP Steering Committee
December 1, 1999
[ENTER ACTUAL DATE WHEN COMPLETED]
The CTSP Steering Committee meet once and review report
The CTSP Steering Committee make recommendations and approve report
TASK 4: Review and recommend to the BOCC the final draft Community
Transportation Service Pbm: 2000 -2003
RESPONSIBILITY: December 1, 1999
ACTUAL DATE: [ENTER ACTUAL DATE WHEN COMPLETED]
INDICATOR I: The CTSP Steering Committee review and recommend the CTSP to BOCC
INDICATOR 2: The BOCC review and approve the CTSP by January 1, 2000.
SYSTEM GOAL 2: Increase and improve OPT service to citizens of rural Orange County.
TASK 1: and a Town of Hillsborough public OPT route
RESPONSIBILITY: OPT Director/ Operations Supervisor
TARGET DATE: January 1, 2000
ACTUAL DATE: [ENTER ACTUAL DATE WHEN COMPLETED]
INDICATOR 1: Preparation and distribute 500 Hillsborough Route Schedules
INDICATOR 2: Installing a minimum of five additional bus stop signs in Town
APPT YFATUIN Nrnryr vin
Jan 08 20 02:54p
FY 2000 Community Transportation Program (CTP) Grant Application
SECTION 7
TASK 2: Expand the Senior Citizens southern Orange OPT route
RESPONSIBILITY: OPT Director /Operations Supervisor
TARGET DATE: September 1, 1999
ACTUAL DATE: [ENTER ACTUAL DATE WHEN COMPLETED]
INDICATOR 1: Increase of 20% in route participation by Jan., 20M
INDICATOR 2: Increase of 50% in route participation by June, 2000
SYSTEM GOAL 3: Maximize use of available community transportation resources
TASK 1:
Employ a full time mobility manager to arrange individual
employmentlhuman service transportation plans with clients
RESPONSIBILITY.
OPT Operations Supervisor / Mobility Manager
TARGET DATE:
September 1, 1999
ACTUAL DATE:
[ENTER ACTUAL DATE WHEN COMPLETED]
INDICATOR 1:
150 clients assisted by June, 2000
INDICATOR 2:
50 individual transportation plans arranged with clients by June, 2000
TASK 2:
Create a new referral service and tracking system
RESPONSIBILITY:
OPT Operations Supervisor/Mobility Manager
TARGET DATE:
January, 2000
ACTUAL DATE:
[ENTER ACTUAL DATE WHEN COMPLETED]
INDICATOR l:
All staff trained on referral /tracking procedure
INDICATOR 2:
All transportation referrals documented and 25% follow -up by June, 2000
SYSTEM GOAL 4: To improve the OPT's Community visibility as a central
information resource.
TASK 1: To develop for the Orange County's internet web page the
OPT Transportation Program
RESPONSIBILITY: OPT Director / IS Consultant
TARGET DATE: September 1, 1999.
ACTUAL DATE: [ENTER ACTUAL DATE WHEN COMPLETED]
INDICATOR 1: Have the transportation web page on line by October, 1999
INDICATOR 2: [Have 300 client inquries on web page by June, 2000.
TASK 2:
RESPONSIBILITY:
TARGET DATE:
ACTUAL DATE:
INDICATOR 1:
INDICATOR 2:
APPT i ATi'f'll7ri
Hold two public forums in partnership with other transit providers.
OPT Director
June, 20M
[ENTER ACTUAL DATE WHEN COMPLETEDI
Have participation by all public transit providers at
Have a minimum of 30 participants at each forum
wr niniT PrM
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Jan 00 20 02:54p
FY 2000 Community Transportation Program (CTP) Grant Application
SECTION 7
SYSTEM GOAL 5:
To improve the effectiveness/ efficiency of the OPT for handling
non - emergency medical requests.
TASK 1:
Develop an operational protocol between OPT and EMS for
handling the transport and payment of non - emergency medical
requests during business hours and after flours.
RESPONSIBILITY:
OPT Director and EMS Director
TARGET DATE:
October 1, 1999
ACTUAL DATE:
[ENTER ACTUAL DATE WHEN COMPLETED]
INDICATOR 1:
Protocol reviewed and approved by Transportation and EMS
Advisory Boards by Nov., 1999
INDICATOR 2:
Protocol submitted and approved by the BOCC by Dec. 1999
TASK 2: hold meeting with local nursing and rest homes to distribute and
review the approved protocol for non- emergency medical transportation
RESPONSIBILITY: OPT Director and EMS (Director
TARGET DATE: March, 2000
ACTUAL DATE: [ENTER ACTUAL DATE WHEN COMPLETED]
INDICATOR 1: Print 100 copies and make available the approved non- emergency
transportation protocol by Jan., 2UM
INDICATOR 2: Have 50% of facility operators at meeting
aPPI .rr ATtnN wrnnT -Prn
p.4
TO: Board of County Commissioners
FROM: Alice Gordon
DATE: January 11, 1999 (Revised 1/13/1999)
SUBJECT: Boards and Commissions on Which County Commissioners Serve
It would be useful to determine which boards/commissions require a County
Commissioner to serve, which should have a County Commissioner serve as a liaison (with or
without membership) and for which groups it would be sufficient to have a member appointed
by the Board of County Commissioners. The attached list is provided for discussion at the
retreat. The major sections of the list are given below.
Appointments of County Commissioners to the boards/commissions will be considered at
the January 19.th Board of County Commissioners meeting.
MEMBERSHIP REQUIREMENTS FOR COUNTY BOARDS AND COMMISSIONS
NOTE: Unless otherwise indicated, Commissioners appoint members to these groups
1. REQUIRED BY GENERAL STATUTES
A. Groups On Which County Commissioners ARE Requested To Serve
B. Groups On Which County Commissioners are NOT Requested To Serve
2. CREATED BY COUNTY RESOLUTIONS OR OTHER BOARD OF COMMISSIONER AUTHORITY
A. Groups On Which County Commissioners ARE Requested To Serve
B. Groups On Which County Commissioners Are NOT Requested To Serve
3. PERMANENT GROUPS ON WHICH COUNTY COMMISSIONERS ARE REQUESTED TO SERVE
4. SHORT TERM WORK GROUPS AND TASK FORCES ON WHICH COUNTY COMMISSIONERS ARE
REQUESTED TO SERVE
5. BOARDS WHICH REQUEST THE MEMBERSHIP OF THE CHAIR
These are listed elsewhere in this document as well
6. GROUPS NO LONGER MEETING BUT NOT OFFICIALLY DISSOLVED
\\OCEMAEI,\APPS\USERS\USERS\KBAKER\APPTMNT\INDXBCSV.DOC
Last printed 01/13/99 12:31 PM
MEMBERSHIP REQUIREMENTS FOR COUNTY BOARDS AND COMMISSIONS
NOTE: Unless otherwise indicated, Commissioners appoint members to these groups
REQUIRED BY GENERAL STATUTES
A. Groups On Which County Commissioners ARE Requested To Serve
BOARD OF HEALTH: This Board is mandated by the General Statutes 130A-35 which requires that a
member of the Board of County Commissioners serve. VACANT
BOARD OF SOCIAL SERVICES: This Board is mandated by GS 108-2 which does not require that a
County Commissioner serve on this Board. It does stipulate that two members of the board be
appointed by the Board of County Commissioners. A member of the Board of Commissioners does
serve. VACANT
EMERGENCY RESPONSE PLANNING COMMITTEE: Public Law 99.499 created those committees
across the country. Title III of SARA of 1986 (Section 301 and 303) required the creation of a new
state-local structure for handling emergency planning within each state. It was created in North
Carolina by Governor's Executive Order #49. The Public Law stipulates that one of the groups
represented will be local elected officials, including a member of the Board of Commissioners. It does
not stipulate who shall chair the meeting. VACANT
JOINT ORANGE-CHATHAM COMMUNITY ACTION, INC. This group is created by and responsible
to the North Carolina Department of Economic Opportunity. There is representation for elected
officials, including a member of the Board of Commissioners. MOSES CAREY, JR.
ORANGE/CHATHAM CRIMINAL JUSTICE PARTNERSHIP PROGRAM ADVISORY
COMMITTEE: This Committee was created by the General Assembly HB 281. It is charged
with supporting the implementation of the recommendations of the North Carolina Sentencing
and Policy Advisory Commission by providing supplemental community-based corrections
programs which appropriately punish criminal behavior and which provide effective
rehabilitative services. Each Board of County Commissioners appoints one member and they
appoint the remainder of the members. A County Commissioner is required to serve.
MOSES CAREY, JR.
JUVENILE CRIME PREVENTION COUNCIL: This Council will replace the Youth
Services Advisory Commission — As a result of GS 147.33.47. Comprehensive
Juvenile Delinquency and substance Abuse Prevention Plan the Youth Services
Advisory Commission will be ended. A new Council (the Juvenile Crime Prevention
Council) needs to be created by the Board of County Commissioners in order to
qualify for receiving funding for juvenile court services and delinquency prevention
programs. One requirement for the new Council is that a member of the Board of
County Commissioners serve. (One possiblility is that it will be combined with the
Orange/Chatham Criminal Justice Partnership Program Advisory Committee.
VACANT
Recommendation:
County Commissioner Must Or Should Serve
County Commissioner Should Act As A Liaison But Not Necessarily As A Voting Member
HABCSERVEDOC
Last printed 01/13/99 12:31 PM 2
TRIANGLE TRANSIT AUTHORITY BOARD OF TRUSTEES: This Authority was created by General
Statutes. Former County Commissioner Shirley Marshall has served as a representative of the County
Commissioners. It is strongly recommended that a County Commissioner serve on this Board. ALICE
GORDON
REQUIRED BY GENERAL STATUTES
B. Groups On Which County Commissioners are NOT Requested. To Serve
or ABC BOARD: This Board is mandated by General Statutes for those Counties which sell alcohol. The
General Statutes do not require a County Commissioner to be a member. Members are appointed by
the Board of Commissioners. The ABC Board is required to present an annual audit to the
Commissioners.
ADULT HOME COMMUNITY ADVISORY COMMITTEE: This Committee was established by GS 131
D-31. The Board of Commissioners appoint members. The General Statutes do not require that a
County Commissioner serve on this committee.
BOARD OF EQUALIZATION & REVIEW: This Board is mandated by GS 105.322. It does not require a
BOCC member. However, the BOCC may chose to serve as the E&R Board. They may also appoint
an E&R Board. When they appoint the Board they are responsible for selecting the Chair.
JURY COMMISSION: There are three members of this Commission. The Board of County
Commissioners appoint one (1) of the three members. The Board of Commissioners set the amount of
the stipend and it is paid from the General Fund but the G.S. do not require that a County
Commissioner serve.
NURSING HOME COMMUNITY ADVISORY COMMITTEE: This Committee was established by the
Board of Commissioners upon recommendation of the Legislative Research Commission's Committee
on Aging (GS1 30-9.5). They work to maintain the Nursing Home Bill of Rights (Chapter 130, Article
30). The General Statutes do not require that a County Commissioner serve on this committee.
ORANGE WATER AND SEWER AUTHORITY: This Authority is created by GS 1 62A. The Board of
Commissioners appoint two members. Can-boro, Aldermen appoint two members. The Chapel Hill
Town Council appoints the remaining 5 members. The General Statues do not require that a County
Commissioner serve on this board.
CREATED BY COUNTY RESOLUTIONS OR OTHER BOARD OF COMMISSIONER
AUTHORITY
A. Groups On Which County Commissioners ARE Requested To Serve
*;k ADVISORY BOARD ON AGING: This Board was established by Ordinance on September
2,1980 by the Board of County Commissioners. The Bylaws stipulate that a member of the
Board of County Commissioners will serve on the board. MOSES CAREY, JR.
CHAPEL HILL/ORANGE COUNTY VISITOR'S BUREAU: This Bureau was created as a result
Recommendation:
County Commissioner Must Or Should Serve
County Commissioner Should Act As A Liaison But Not Necessarily As A Voting* Member
HABCSERVEDOC
Last printed 01/13/99 12:31 PM 3
of Senate Bill 622. The By-laws require that two (2) members of the Board of Commissioners
serve. MOSES CAREY, JR., AND STEPHEN HALKIOTIS
COMMISSION FOR THE ENVIRONMENT: Created by vote of the Board_ of County
Commissioners. They are charged with advising the Board of County Commissioners with
regard to environmental policy, with particular emphasis on environmental protection. The,
composition requires the membership of a member of the Board of County Commissioners.
ALICE GORDON
ECONOMIC DEVELOPMENT COMMISSION: This Commission was created by Resolution of
the Board of Commissioners. By-laws were revised to require a member of the BOCC. A
County Commissioner does serve on this Commission. VACANT
OR EMERGENCY MEDICAL SERVICES ADVISORY COUNCIL: This Council provides a forum
for the consideration of all aspects of the delivery of care in order to provide leadership and
guidance in providing quality services to give all possible support to EMS and the rescue
squad. This Council requires that a member of the Board of County Commissioners serve.
VACANT
OR FIRE COMMISSION AND THE ORANGE COUNTY FIRE DISTRICT COMMISSIONS: This
Commission was created by Resolution on March 2, 1964. The Board has three members one
of whom is a member of the Board of Commissioners. One is an active volunteer fire fighter
and one an at-large member. All are appointed by the Board of County Commissioners for one
year terms at the first meeting in December. The Fire Commissioner shall serve as Chair.
STEPHEN HALKIOTIS
HUMAN SERVICES ADVISORY COMMISSION: This Commission was established by the
Board of County Commissioners. There is a position for a member of the Board of County
Commissioners. They assess, evaluate, and improve coordination of human services delivery
and recommend improvements in the family orientation of the county human services delivery
system. VACANT
JOINT SCHOOLS AND LAND USE COUNCILS: This Council was created by the Board of
Commissioners to provide advice concerning growth and land use issues relating to schools.
ALICE GORDON, MARGARET BROWN AND STEPHEN HALKIOTIS
or JUSTICE FACILITIES STUDY GROUP: This Board was established by the Board of
Commissioners by Resolution on August 8, 1994. This Was in response to the State making
funds available for counties to develop community-based correction programs. A Commissioner
is required to serve on this Board. MOSES CAREY, JR. AND STEPHEN HALKIOTIS
ORANGE-PERSON-CHATHAM AREA MENTAL HEALTH, DEVELOPMENTAL DISABILITIES
AND SUBSTANCE ABUSE AUTHORITY: Created by the joint Boards of Commissioners with
approval of the Department of Human Resources and the Commission for Mental Health. Each
County's Board of Commissioners appoint one member of their Board. The other members are
appointed by those three Board members. MOSES CAREY, JR.
Recommendation:
County Commissioner Must Or Should Serve
County Commissioner Should Act As A Liaison But Not Necessarily As A Voting Member
HABCSERVEMOC
Last printed 01/13/99 12:31 PM 4
RECREATION & PARKS ADVISORY COUNCIL: This Board was established by the Board of
Commissioners. The by-laws do not require a County Commissioner to serve, however a
member does serve on this Board. STEPHEN HALKIOTIS
SKILLS DEVELOPMENT CENTER BOARD: This Board was established by the Board of
Commissioners at their October 18, 1994 meeting. No by-laws. The Board intends to identify
the employment skill development needs of county citizens and current or possible future ,
businesses. A County Commissioner does serve on this Board. MARGARET BROWN AND
ALICE GORDON, ALT
WATER RESOURCES STUDY COMMITTEE: This committee was created by the Board of
Commissioners. The Charge recommends that a member of the Board of County
Commissioners serve on this committee. ALICE GORDON
CREATED BY COUNTY RESOLUTIONS OR OTHER BOARD OF COMMISSIONER
AUTHORITY
B. Groups On Which County Commissioners Are NOT Requested To Serve
AGRICULTURAL DISTRICTS ADVISORY BOARD: This Board was established by local
Ordinance pursuant to the authority conferred by the Farmland Preservation Enabling Act, GS
Article 61 of Chapter 106, Section 106-735. The purpose is to encourage the voluntary
preservation and protection of farmland. A County Commissioner does not serve on this Board.
ARTS COMMISSION: Established by Resolution of the Board of Commissioners which
appoints the Arts Commission members. They are charged with making recommendations to
the Commissioners on how to allocate matching NC State Aft Funds. A County Commissioner
does not serve on this Commission.
CABLE TV CITIZENS ADVISORY BOARD: This Board was established by the Board of
Commissioners in 1979 to develop recommendations on criteria to be used in granting a
franchise. This charge was clarified at the October 16, 1990 Board of County Commissioners
meeting. A County Commissioner does not serve on this Board.
CARRBORO PLANNING BOARD AND BOARD OF ADJUSTMENT: CHAPEL HILL PLANNING
BOARD AND BOARD OF ADJUSTMENT: HILLSBOROUGH PLANNING BOARD AND BOARD
OF ADJUSTMENT: ORANGE COUNTY PLANNING BOARD AND BOARD OF ADJUSTMENT:
The GS provide for the establishment of both Planning Boards and Boards of Adjustment. A
County Commissioner does not serve of any of these Boards.
COMMISSION FOR WOMEN: This Commission was established by Board of County
Commissioners on March 25, 1976. The members are appointed by the Board of
Commissioners. They advocate to the Commissioners, educate the community, develop
programs, support the Human Relations Commission and provide information and referral. A
County Commissioner does not serve on this Commission.
COUNTY BLOCK GRANT ADVISORY COMMITTEE: This committee was established in 1992
to respond to the establishment of the Block Grant funding to County Departments serving
Recommendation:
County Commissioner Must Or Should Serve
County Commissioner Should Act As A Liaison But Not Necessarily As A Voting Member
HABCSERVEMOC
Last printed 01/13/99 12:31 PM 5
Older Adults. A County Commissioner does not serve on this Committee. (Handled through
Advisory Board on Aging).
HISTORIC PRESERVATION COMMISSION: This Commission was created by Ordinance. A
County Commissioner does not serve on this Commission.
HUMAN RELATIONS COMMISSION: This Commission was established by the Board of
Commissioners in 1987. They seek to prevent and eliminate bias and discrimination and advise
the Board of County Commissioners with respect to matters relating to the Commissions
purpose. A County Commissioner does not serve on this commission.
HUMAN SERVICES TRANSPORTATION BOARD: This Board was established by the Board of
Commissioners. They are charged with recommending policy to the Commissioners. A County
Commissioner does not serve on this Board.
HYCONEECHEE REGIONAL LIBRARY: This Board was established by the Board of
Commissioners in Caswell, Person and Orange Counties. A County Commissioner is not
required to serve on this board,
INDUSTRIAL DEVELOPMENT REVENUE AUTHORITY BOARD: This Board was created by
Notice of Intent by the Board of Commissioners. A County Commissioner does not serve on
this board. (I.R.A. Authority)
PERSONNEL ADVISORY BOARD: This Board is created by the Orange County Personnel
Ordinance. It's not mandated by the State. A County Commissioner does not serve on this
Board.
SHAPING ORANGE COUNTY'S FUTURE TASK FORCE: This Task Force is charged with
gathering information, identifying common values and objectives, and formulating strategies.
Upon completion of the tasks, recommendations would be presented to local governing boards.
A county Commissioner does not serve on this Task Force.
TRIANGLE J EMERGENCY MEDICAL SERVICES ADVISORY COUNCIL: This Council acts to
advise and aid the Triangle J Council of Governments to address regional EMS issues as
defined by the National Highway Traffic Safety Administration, to foster communication among
regional EMS provides and to serve as a liaison between member counties and the state.. A
County Commissioner does not serve on this Council.
WORKPLACE DEVELOPMENT BOARD (was the Private Industry Council): This Council
operates regionally under the auspices of the Triangle J Council of Governments. A County
Commissioner does not serve on this Council.
YOUTH SERVICES ADVISORY COMMISSION (to become the Juvenile Crime Prevention
Council-see relevant page): This commission was established by the Board of Commissioners
to allocate State CBA funds. A County Commissioner does not serve on this Commission.
Recommendation:
County Commissioner Must Or Should Serve
County Commissioner Should Act As A Liaison But Not Necessarily As A Voting Member
HABCSERVEMOC
Last printed 01/13/99 12:31 PM
PERMANENT GROUPS ON WHICH COUNTY COMMISSIONERS ARE REQUESTED TO
SERVE
or CHAPEL HILL TRANSIT SYSTEM REVIEW: - MOSES CAREY, Jr.
(Commissioners do NOT make this appointment)
CHAPEL HILL/CARRBORO CHAMBER OF COMMERCE: ALICE GORDON,
Chair Requested to Serve
CHATHAM/ORANGE WORK GROUP: ALICE GORDON AND MARGARET BROWN
Commissioners DO make this appointment
COMMUNITIES IN SCHOOLS TASK FORCE: STEPHEN HALKIOTIS
Commissioners do NOT make this appointment
COORDINATION AND CONSULATION COMMITTEE: ALICE GORDON,
Chair requested to serve
DURHAM/CHAPEL HILL/CARRBORO TRANSPORTATION ADVISORY COMMITTEE: ALICE
GORDON AND MOSES CAREY, JR., ALT.
Commissioners DO make this appointment
DURHAM-CHAPEL HILL WORK GROUP: ALICE GORDON
Commissioners DO make this appointment
GREATER TRIANGLE REGIONAL COUNCIL ALICE GORDON,
Chair Requested to Serve
HEALTHY CAROLINIANS COUNCIL OF+40RTW0AfZ0tfNA: MARGARET BROWN
Commissioners do NOT make this appointment
Commissioners DO make this appointment
JOINT MASTER RECREATION AND PARKS PLAN WORK GROUP - Resource
Assessment Subcommittee: MARGARET BROWN
LANDFILL OWNERS GROUP - STEPHEN HALKIOTIS AND ALICE GORDON
Commissioners DO make this appointment
LANDFILL OWNERS GROUP —Alternative Financing Committee - STEPHEN
HALKIOTIS AND ALICE GORDON
LANDFILL OWNERS GROUP Extending Water Lines to Rogers Road Community -
STEPHEN HALKIOTIS AND VACANT
Recommendation:
County Commissioner Must Or Should Serve
County Commissioner Should Act As A Liaison But Not Necessarily As A Voting Member
ROCSERVEDOC
N.
Last printed 01/13/99 12:31 PM
MAYOR'S MONTHLY MEETING ALICE GORDON
. Chair requested to Serve
N 'k
CAC - INSUR9NQE BOARD IF TRUS\T\EES: VACANT
Commis rs do NdT-make this -aRpointmeR7
Or ORANGE COUNTY PARTNERSHIP FOR YOUNG CHILDREN: STEPHEN HALKIOTIS
Commissioners DO make this appointment
PUBLIC/PRIVATE PARTNERSHIP: ALICE GORDON,
Chair Requested to Serve
TRIANGLE J COUNCIL OF GOVERNMENTS: ALICE GORDON, DELEGATE;
VACANT ALTERNATE
Commissioners DO make this appointment
TRIANGLE J JOINT REGIONAL FORUM: VACANT
Commissioners do NOT make this appointment
TRIANGLE TRANSIT AUTHORITY OPERATIONS COMMITTEE: ALICE GORDON
Commissioners do NOT make this appointment
TRIANGLE TRANSIT AUTHORITY -- SPECIAL TAX BOARD: MARGARET BROWN
AND VACANT
Commissioners DO make this appointment
There are also Commissioners serving on NCACC and NACo groups
SHORT TERM WORK GROUPS AND TASK FORCES ON WHICH COUNTY
COMMISSIONERS ARE REQUESTED TO SERVE
O/C HEALTHY GARET
BROWN (Commiss&n o NOT make these a WOLINIANS 2000 I���CE: MOSES CARE
SHAPING ORANGE COUNTY'S FUTURE STEERING COMMITTEE: ALICE GORDON &
VACANT (Commissioners DO make these appointments)
WATER AND SEWER BOUNDARY TASK FORCE: MOSES CAREY, JR., AND ALICE
GORDON (Commissioners DO make this appointment)
There are also Commissioners serving on search committees for County Department
Heads.
Recommendation:
County Commissioner Must Or Should Serve
County Commissioner Should Act As A Liaison But Not Necessarily As A Voting Member
HABCSERVEDOC
r -A
Last printed 01/13/99 12:31 PM
BOARDS WHICH REQUEST THE MEMBERSHIP. OF THE CHAIR - These are listed
elsewhere in this document as well
■ CHAPEL HILL CARRBORO CHAMBER OF COMMERCE (Ex-Officio)
• COORDINATION AND CONSULTATION COMMITTEE
• GREATER TRIANGLE REGIONAL COUNCIL
• MONTHLY MAYORS MEETING
• PUBLIC PRIVATE PARTNERSHIP
GROUPS NO LONGER MEETING BUT NOT OFFICIALLY DISSOLVED
ORANGE COUNTY /HILLSBOROUGH ENO PARK WORK GROUP:
HUMAN SERVICES COORDINATION COUNC16:-This Council wakcreated by Agreement between
Orange Count Chapel Hill, 13\arrboro, United Wa of Greater Orang6\County and The Association of
'Community Age es. A Count ommissioner does of serve on this ClqnCil.
SOLID WASTE COMMITTEE: This group was established b-y-resolution of the Board of County
Commissioners. This resolution does not address whether a County Commissioner must serve, however they
are represented.
TRIANGLE SPORTSPLEX BOARD OF DIRECTORS: The by-laws state that one less than a majority of the
members will be appointed by the Board of Commissioners. A County Commissioner has served on this
Board.
Recommendation:
County Commissioner Must Or Should Serve
County Commissioner Should Act As A Liaison But Not Necessarily As A Voting Member
HABCSIERVEDOC
TO: Board of County Commissioners
FROM: Alice Gordon
DATE: January 11, 1999
SUBJECT: Boards and Commissions on Which County Commissioners Serve
It would be useful to determine which boards/commissions require a County
Commissioner to serve, which should have a County Commissioner serve as a liaison (with or
without membership) and for which groups it would be sufficient to have a member appointed
by the Board of County Commissioners. The attached list is provided for discussion at the
retreat. The major sections of the list are given below.
Appointments of County Commissioners to the boards/commissions will be considered at
the January 19th Board of County Commissioners meeting.
MEMBERSHIP REQUIREMENTS FOR COUNTY BOARDS AND COMMISSIONS
NOTE: Unless Otherwise indicated, Commissioners appoint members to these groups
1. REQUIRED BY GENERAL STATUTES
A. Groups On Which County Commissioners ARE Requested To Serve
B. Groups On Which County Commissioners are NOT Requested To Serve
2. CREATED BY COUNTY RESOLUTIONS OR OTHER BOARD OF COMMISSIONER AUTHORITY
A. - Groups On Which County Commissioners ARE Requested To Serve
B. Groups On Which County Commissioners Are NOT Requested To Serve
3. PERMANENT GROUPS ON WHICH COUNTY COAEVHSSIONERS ARE REQUESTED TO SERVE BUT
CONMUSSIONERS DO NOT APPOINT MEMBERS
4. SHORT TERM WORK GROUPS AND TASK FORCES ON WHICH COUNTY COMMISSIONERS ARE
REQUESTED TO SERVE BUT COUNTY COMMISSIONERS DO NOT APPOINT MEMBERS
5. BOARDS WHICH REQUEST THE MEMBERSHIP OF THE CHAIR -
These are listed elsewhere in this document as well
6. GROUPS NO LONGER MEETING BUT NOT OFFICIALLY DISSOLVED
H:\APPTMNT\indxbcsv.doc
Last printed 01112/99 4:04 PM
MEMBERSHIP REQUIREMENTS FOR COUNTY BOARDS AND COMMISSIONS
NOTE: Unless Otherwise indicated, Commissioners appoint members to these groups
REQUIRED BY GENERAL STATUTES
A. Groups On Which County Commissioners ARE Requested To Serve
or ABC BOARD: This Board is mandated by General Statutes for those Counties which sell alcohol. The
General Statutes do not require a County Commissioner to be-a-nuwAbet. Members are appointed by
the Board of Commissioners. The ABC Board is required to present an annual audit to the
Commissioners.
BOARD OF HEALTH: This Board is mandated by the General Statutes 130A-35 which requires that a
member of the Board of County Commissioners serve. VACANT
BOARD OF SOCIAL SERVICES: - This Board is mandated by GS 108-2 which does not r i e that a
County Commissioner serve on this Board. It does stipulate that two members of the board be
appointed by the Board of County Commissioners. A member of the Board of,Commissioner—a-does-
serve. VACANT
EMERGENCY RESPONSE PLANNING COMMITTEE: Public Law 99.499 created these committees
across the country. Title III of SARA of 1986 (Section 301 and 303) required the creation of a new
state-local structure for handling emergency planning within each state. It was created in North
Carolina by Governor's Executive Order #49. The Public Law stipulates that one of the
represented will be local elected officials, inclu rneaec of the Board of Commissioners. It does
not stipulate who shall chair the meeting. VACANT
JOINT ORANGE-CHATHAM COMMUNITY ACTION, INC. This group is created by and responsible
to the North Carolina Department of Economic Opportunity. There is representation for elected
officials, including a member of the Board of Commissioners. MOSES CAREY, JR.
ORANGE/CHATHAM CRIMINAL JUSTICE PARTNERSHIP PROGRAM ADVISORY
COMMITTEE: This Committee was created by the General Assembly HB 281. It is charged
with supporting the implementation of the recommendations of the North Carolina Sentencing
and Policy Advisory Commission by providing supplemental community-based corrections
programs which appropriately punish criminal behavior and which provide effective
rehabilitative services. Each Board of County Co s, one member and they
appoint the remainder of the members. A County Commissioner is required to serve.
MOSES CAREY, JR.
JUVENILE CRIME PREVENTION COUNCIL: This Council will replace the Youth
Services Advisory Commission — As a result of GS 147.33.47. Comprehensive
Juvenile Delinquency and substance Abuse Prevention Plan the Youth Services
Advisory Commission will be ended. A new Council (the Juvenile Crime Prevention
Council) needs to be created by the Board of County Commissioners in order to
qualify for receiving funding for juvenile court services and delinquency prevention
programs. One requirement for the new Council is that a member of the Board of
County Commissioner Must Or Should Serve
County Commissioner Should Act As A Liaison But Not Necessarily As A Voting Member
\XOCEMAIL\APPS\USERS\USERS\KBAKER\BCSERVE.DOC
Last printed 01/12/99 4:04 PM 2
Q2unty Commj—s_sione&%_-zerve. (One possiblility is that it will be combined with the
Orange/Chatham Criminal Justice Partnership Program Advisory Committee.
VACANT
TRIANGLE TRANSIT AUTHORITY BOARD OF TRUSTEES: This Authority was created by General
Statutes. Former County Commissioner Shirley Marshall has served as a representative of the County
Commissioners. It is S ALICE
GORDON
REQUIRED BY GENERAL STATUTES
B. Groups On Which County Commissioners are NOT Requested To Serve
ADULT HOME COMMUNITY ADVISORY COMMITTEE: This Committee was established by GS 131
D-31. The Board of Commissioners appoint members. The General Statutes do not require that a
County Commissioner serve on this committee.
BOARD OF EQUALIZATION & REVIEW: This Board is mandated by GS 105.322. It does not require a
BOCC member. However, the BOCC may chose to serve as the E&R Board. They may a so appoint
an E&R Board. When they appoint the'Board they are responsible for selecting the Chair.
JURY COMMISSION: There are three members of this Commission. The Board of County
Commissioners appoint one (1) of the three members. The Board of Commissioners set the amount of
the stipend and it is paid from the General Fund but the G.S. do not require that a un t
Commissioner serve.
NURSING HOME COMMUNITY ADVISORY COMMITTEE: This Committee was established by the
Board of Commissioners upon recommendation of the Legislative Research Commission's Committee
on Aging (GS1 30-9.5). They work to maintain the Nursing Home Bill of Rights (Chapter 130, Article
30). The General Statutes Commissioner serve on this committee.
ORANGE WATER AND SEWER AUTHORITY: This Authority is created by GS1 62A. The Board of
Commissioners appoint two members. Carrboro Aldermen appoint two members. The Chapel. Hill
Town Council appoints the remaining 5 members. The General Statues dqo! not require that a County
Commissioner serve on this board.
CREATED BY COUNTY RESOLUTIONS OR OTHER BOARD OF COMMISSIONER
AUTHORITY
A. Groups On Which County Commissioners ARE Requested To Serve
ADVISORY BOARD ON AGING: ' This Board was established by Ordinance on September
2,1980 by the Board of County Commissioners. The Bylaws stipulate that a member of the
Board of County Commissioners will serve on the board. MOSES CAREY, JR.
CHAPEL HILL /ORANGE COUNTY VISITOR'S BUREAU: - This Bureau was created as a result
of Senate Bill 622. The By-laws require that two (2) members of the Board of Commissioners
serve. MOSES CAREY, JR., AND STEPHEN HALKIOTIS
County Commissioner Must Or Should Serve
County Commissioner Should Act As A Liaison But Not Necessarily As A Voting Member
\ \OCEMAI L\APPS \USERS \USERS \KBAKER \BCSERVE. DOC
Last printed 01/12/99 4:04 PM
COMMISSION FOR THE ENVIRONMENT: Created by vote of the Board of County
Commissioners. They are charged with advising the Board of County Commissioners with
regard to environmental policy, with particular emphasis on environmental protection. The
composition requires the membership of a member of the Board of County Commissioners.
ALICE GORDON
ECONOMIC DEVELOPMENT COMMISSION: This Commission was created by Resolution of
the Board of Commissioners. By-laws were revised to require a member of the BOCC. A
County Commissioner does serve on this Commission. VACANT
OR EMERGENCY MEDICAL SERVICES ADVISORY COUNCIL: This Council provides a forum
for the consideration of all aspects of the delivery of care in order to provide leadership and
guidance in providing quality services to give all possible support to EMS and the rescue
squad. This Council requires that a member of the Board of County Commissioners serve.
VACANT
OR FIRE COMMISSION AND THE ORANGE COUNTY FIRE DISTRICT COMMISSIONS: This
Commission was created by Resolution on March 2, 1964. The Board has three members one
of whom is a member of the Board of Commissioners. One is an active volunteer fire fighter
and one an at-large member. All are appointed by the Board of County Commissioners for one
year terms at the first meeting in December. The Fire Commissioner shall serve as Chair.
STEPHEN HALKIOTIS
HUMAN SERVICES ADVISORY COMMISSION: This Commission was established by the
Board of County Commissioners. There is a position for a member of the Board of County
Commissioners. They assess, evaluate, and improve coordination of human services delivery
and recommend improvements in the family orientation of the county human services delivery
system. VACANT
JOINT SCHOOLS AND LAND USE COUNCILS: This Council was created by the Board of
Commissioners to provide advice concerning growth and land use issues relating to schools.
ALICE GORDON, MARGARET BROWN AND STEPHEN HALKIOTIS
JUSTICE FACILITIES STUDY GROUP: This Board was established by the Board of
Commissioners by Resolution on August 8, 1994. This was in response to the State making
funds available for counties to develop community-based correction programs. A Commissioner
is required to serve on this Board. MOSES CAREY, JR. AND STEPHEN HALKIOTIS
AND SUBSTANCE ABUSE AUTHORITY: Created by the joint Boards of Commissioners with
approval. of the Department of Human Resources and the Commission for Mental Health. Each
County's Board of Commissioners appoint one member of their Board. The other members are
appointed by those three Board members. MOSES CAREY, JR.
RECREATION & PARKS ADVISORY COUNCIL: This Board was established by the Board of
Commissioners. The by-laws do not require a County Commissioner to serve, however a
member does serve on this Board. STEPHEN HALKIOTIS
County Commissioner Must Or Should Serve
County Commissioner Should Act As A Liaison But Not Necessarily As A Voting Member
\\OCEMAIL\APPS\USERS\USERS\KBAKER\BCSERVE. DOC
3
Last printed 01/12/99 4:04 PM
SKILLS DEVELOPMENT CENTER BOARD: This Board was established by the Board of
Commissioners at their October 18, 1994 meeting. No by-laws. The Board intends to identify
the employment skill development needs of county citizens and current or possible future
businesses. A County Commissioner does serve on this Board. MARGARET BROWN AND
ALICE GORDON, ALT
WATER RESOURCES STUDY COMMITTEE: This committee was created by the Board of
Commissioners. The Charge recommends that a member of the Board of County
Commissioners serve on this committee. ALICE GORDON
CREATED BY COUNTY RESOLUTIONS OR OTHER BOARD OF COMMISSIONER
AUTHORITY
B. Groups On Which County Commissioners Are NOT Requested To Serve
AGRICULTURAL DISTRICTS ADVISORY BOARD: This Board was established by local
Ordinance pursuant to the authority conferred by the Farmland Preservation Enabling Act, GS
Article 61 of Chapter 106, Section 106-735. The purpose is to encourage the voluntary
preservation and protection of farmland. A County Commissioner does not serve on this Board.
ARTS COMMISSION: Established by Resolution of the Board of Commissioners which
appoints the Arts Commission members. They are charged with making recommendations to
the Commissioners on how to allocate matching NC State Art Funds. A County Commissioner
does not serve on this Commission.
CABLE TV CITIZENS ADVISORY BOARD: This Board was established by the Board of
Commissioners in 1979 to develop recommendations on criteria to be used in granting a
franchise. This charge was clarified at the October 16, 1990 Board of County Commissioners
meeting. A County Commissioner does not serve on this Board.
�1111!!! il I ilri;: fir,
2, MIT: 11111p�gi'
110
Lei 2FTAI " labl-I I 1h 1:4 011 No] u. A IL
The OS provide for the establishment of both Planning Boards and Boards of Adjustment. A
County Commissioner does not serve of any of these Boards.
COMMISSION FOR WOMEN: This Commission was established by Board of County.
Commissioners on March 25, 1976. The members are appointed by the Board of
Commissioners. They advocate to the Commissioners, educate the community, develop
programs, support the Human Relations Commission and provide information and referral. A
County Commissioner does not serve on this Commission.
COUNTY BLOCK GRANT ADVISORY COMMITTEE: This committee was established in 1992
to respond to the establishment of the Block Grant funding to County Departments serving
Older Adults. A County Commissioner does not serve on this Committee. (Handled through
Advisory Board on Aging).
County Commissioner Must Or Should Serve
County Commissioner Should Act As A Liaison But Not Necessarily As A Voting Member
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HISTORIC PRESERVATION COMMISSION: This Commission was created by Ordinance. A
County Commissioner does not serve on this Commission.
HUMAN RELATIONS COMMISSION: This Commission was established by the Board of
Commissioners in 1987. They seek to prevent and eliminate bias and discrimination and advise
the Board of County Commissioners with respect to matters relating to the Commissions
purpose. A County Commissioner does not serve on this commission.
HUMAN SERVICES TRANSPORTATION BOARD: This Board was established by the Board of
Commissioners. They are charged with recommending policy to the Commissioners. A County
Commissioner does not serve on this Board.
HYCONEECHEE REGIONAL LIBRARY: This Board was established by the Board of
Commissioners in Caswell, Person and Orange Counties. A County Commissioner is not
required to serve on this board,
INDUSTRIAL DEVELOPMENT REVENUE AUTHORITY BOARD: This Board was created by
Notice of Intent by the Board of Commissioners. A County Commissioner does not serve on
this board. (I.R.A. Authority)
PERSONNEL ADVISORY BOARD: This Board is created by the Orange County Personnel
Ordinance. It's not mandated by the State. A County Commissioner does not serve on this
Board.
SHAPING ORANGE COUNTY'S FUTURE TASK FORCE: This Task Force is charged with
gathering information, identifying common values and objectives, and formulating strategies.
Upon completion of the tasks, recommendations would be presented to local governing boards.
A county Commissioner does not serve on this Task Force.
TRIANGLE J EMERGENCY MEDICAL SERVICES ADVISORY COUNCIL: This Council acts to
advise and aid the Triangle J Council of Governments to address regional EMS issues as
defined by the National Highway Traffic Safety Administration, to foster communication among
regional EMS provides and to serve as a liaison between member counties and the state.. A
County Commissioner does not serve on this Council.
WORKPLACE DEVELOPMENT BOARD (was the Private Industry Council): This Council
operates regionally under the auspices of the Triangle J Council of Governments. A County
Commissioner does not serve on'this Council.
YOUTH SERVICES ADVISORY COMMISSION (to become the Juvenile Crime Prevention
Council-see relevant page): This commission was established by the Board of Commissioners
to allocate State CBA funds. A County Commissioner does not serve on this Commission.
CHAPEL HILL TRANSIT SYSTEM REVIEW: - MOSES CAREY, Jr. q
County Commissioner Must Or Should Serve
County Commissioner Should Act As A Liaison But Not Necessarily As A Voting Member
\ \OCEMAI L\ APPS \USERS \USERS \KBAKER \BCS ERVE. DOC
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CHAPEL HILL /CARRBORO CHAMBER OF COMMERCE: ALICE GORDON,
Chair Requested to Serve
** COMMUNITIES IN SCHOOLS TASK FORCE: STEPHEN HALKIOTIS
COORDINATION AND CONSULATION COMMITTEE: ALICE GORDON,
Chair requested to serve
DURHAM /CHAPEL HILL /CARRBORO TRANSPORTATION ADVISORY COMMITTEE: ALICE
GORDON AND MOSES CAREY, JR., ALT.
*
OR DURHAM- CHAPEL HILL WORK GROUP: ALICE GORDON
**
* GREATER TRIANGLE REGIONAL COUNCIL ALICE GORDON,
Chair Requested to Serve
HEALTHY CAROLINIANS COUNCIL OF NORTH CAROLINA: MARGARET BROWN
* JOINT MASTER RECREATION AND PARKS PLAN WORK GROUP - Resource
Assessment Subcommittee: MARGARET BROWN
LANDFILL OWNERS GROUP - STEPHEN HALKIOTIS AND ALICE GORDON
* LANDFILL OWNERS GROUP -- Alternative Financing Committee - STEPHEN
HALKIOTIS AND ALICE GORDON
* LANDFILL OWNERS GROUP Extending Water Lines to Rogers Road Community -
STEPHEN HALKIOTIS AND VACANT
MAYOR'S MONTHLY MEETING ALICE GORDON
Chair requested to Serve
NCACC - INSURANCE BOARD OF TRUSTEES: VACANT,
** ORANGE COUNTY PARTNERSHIP FOR YOUNG CHILDREN: STEPHEN HALKIOTIS
PUBLIC /PRIVATE PARTNERSHIP: ALICE GORDON,
Chair Requested to Serve
TRIANGLE J COUNCIL OF GOVERNMENTS: ALICE GORDON, DELEGATE;
County Commissioner Must Or Should Serve
County Commissioner Should Act As A Liaison But Not Necessarily As A Voting Member
\ \OCEMAI LAPPS \USERS \USERS\KBAKER \BCSERVE. DOC
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VACANT ALTERNATE
TRIANGLE J JOINT REGIONAL FORUM: VACANT
* TRIANGLE TRANSIT AUTHORITY OPERATIONS COMMITTEE: ALICE GORDON
* TRIANGLE TRANSIT AUTHORITY -- SPECIAL TAX BOARD: MARGARET BROWN
AND VACANT
There are also Commissioners serving on NCACC and NACo groups
SHORT TERM WORK GROUPS AND TASK FORCES ON WHICH COUNTY
COMMISSIONERS ARE REQUESTED TO SERVE BUT COUNTY COMMISSIONERS DO
NOT APPOINT MEMBERS
* O/C HEALTHY CAROLINIANS 2000 TASK FORCE: MOSES CAREY, JR AND MARGARET
BROWN (Commissioners DO NOT make these appointments)
* SHAPING ORANGE COUNTY'S FUTURE STEERING COMMITTEE: ALICE GORDON &
VACANT (Commissioners DO make these appointments)
* WATER AND SEWER BOUNDARY TASK FORCE: MOSES CAREY, JR., AND ALICE
GORDON (Commissioners DO make these appointments)
There are also Commissioners serving on search committees for County Department
Heads.
BOARDS WHICH REQUEST THE MEMBERSHIP OF THE CHAIR - These are listed
elsewhere in this document as well
• CHAPEL HILL CARRBORO CHAMBER OF COMMERCE (Ex- Officio)
• COORDINATION AND CONSULTATION COMMITTEE
• GREATER TRIANGLE REGIONAL COUNCIL
• MONTHLY MAYORS MEETING
• PUBLIC PRIVATE PARTNERSHIP
GROUPS NO LONGER MEETING BUT NOT OFFICIALLY DISSOLVED
CANE CREEK WATERSHED ADVISORY COMMITTEE: No longer meeting
COLLABORATIVE PLANNING COMMITTEE FOR SENIOR CENTER:. MARGARET BROWN
" County Commissioner Must Or Should Serve
k County Commissioner Should Act As A Liaison But Not Necessarily As A Voting Member
\ \OCEMAI UAPPS \USERS \USERS \KBAKER \BCSERVE. DOC
7
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ORANGE COUNTY /HILLSBOROUGH ENO PARK WORK GROUP: No longer meeting
HUMAN SERVICES COORDINATION COUNCIL: This Council was created by Agreement between
Orange County, Chapel Hill, Carrboro, United Way of Greater Orange County and The Association of
Community Agencies. A County Commissioner does not serve on this Council. No longer meeting
SOLID WASTE COMMITTEE: This group was established by resolution of the Board of County
Commissioners. This resolution does not address whether a County Commissioner must serve, however they
are represented. No longer meeting.
TRIANGLE SPORTSPLEX BOARD OF DIRECTORS: The by-laws state that one less than a majority of the
members will be appointed by the Board of Commissioners. A County Commissioner has served on this
Board. No longer meeting.
County Commissioner Must Or Should Serve
kCounty Commissioner Should Act As A Liaison But Not Necessarily As A Voting Member
\\OCEMAIL\APPS\USERS\USERS\KBAKER\BCSERVE.DOC
GOALS FROM THE VARIOUS COUNTY BOARDS /COMMISSIONS
Adult Home Care Advisory Board (5 minutes -Cherie Rosemond)
2. Agricultural Districts Advisory Board (5 minutes - Trudy Matheny)
3. Board of Health
4. Cable TV Citizens Advisory Committee
5. DSS Board
U,B' Efland Volunteer Fire Department (5 minutes - Peter Hallenbeck)
t,,7. Historic Preservation Commission (5 minutes - Tom Allison)
I/8. Human Relations Commission (5 minutes - Eileen Kugler)
. Orange County Advisory Board on Aging (5 minutes - Florence
Soltys)
10. Orange County Arts Commission
11. Orange County Commission for Women
12. Orange County Economic Development Commission
13. Orange County Emergency Medical Services Council
14. Orange County Planning Board
15. Orange County Transportation Advisory Board
JAN -04 -1999 13:57 DIV PHYSICAL THERAPY 9199663678 P.02i02
1999 GOALS
1. Increase committee membership by two people in order to complete all
mandated visits to DD A, Family are and Rest Homes,
2. Advocate for improvements in residents quality of life by coordinating
committee initiatives with the efforts of the regional ombudsmen and
Department of Social Services.
3. Advise commissioners and legislators of•
r
the need for an improved ratio of caregivers to residents
* the need for greater numbers of volunteers in homes
♦
the. need for greater opportunities for residents to participate in
meaningful activities
trends in healthcare delivery that affect the operation of adult care
homes
Submitted 1/4/99 by Cherie Rosemond, chair
t
f • , ,;
Dr. Alice Gordon, Chair
Board of County Commissioners
PO Box 8181
Hillsborough, NC 27278
RE: PRESENTATION AT THE JANUARY 16,1999 BOCC GOALS RETREAT BY THE
AGRICULTURAL DISTRICTS ADVISORY BOARD
Dear Dr. Gordon:
On behalf the Orange County Agricultural Districts Advisory Board, I want to thank the Board of County
Commissioners for its continuing support of farmland preservation. During the past year, considerable progress has
been made in several areas. Significant accomplishments include:
i approval of $1.85 million in the Capital Investment Plan for the purchase of conservation easements, including
agricultural conservation easements,
® completion of a an agricultural survey, Keeping Farmers Farming, that examined'the attitudes and perceptions of
the agriculture community toward land -use regulations and preservation programs;
creation of an Environment and Resource Conservation Department, which will give focus and strength to the
County's commitment to preserving its resources; and
• approval of $1,500 to conduct additional `Family Land Planning' seminars.
The Agricultural Districts Advisory Board looks forward to working with the new Environment and Resource
Conservation Department in the coming year as we strive to create a farmland preservation program based on
voluntary measures and incentives for landowners. To this end, the Agricultural Districts Advisory Board is pleased
to present our top priority goal for the Fiscal Year 1999 -2000 for consideration by the Board of County
Commissioners:
Orange County's Voluntary Agricultural District (VAD) Program is described in the Voluntary Farmland `
Preservation Program Ordinance. Established by authority of the North Carolina Farmland Preservation Enabling
Act of 1986, the Orange County VAD Program can be an effective, low -cost farmland preservation strategy. The
following changes are recommended to the VAD Program:
(over)
c% Orange County Planning & Inspections Department
306FRevere Road
Hillsborough, NC 27278
Hillsborough • 732 -8181 Chapel Hill • 967 -9251 Durham • 688 -7331 Mebane • 227 -2031
Presentation At The January 16, 1999 BOCC Goals Retreat By The Agricultural Districts Advisory Board
December 18, 1998
Page Two
1) Farms enrolled in Voluntary. Agricultural Districts may be exempted from property taxes on
farm buildings, machinery and equipment. This exemption would remain in effect as long as the
farm remains in a VAD status.
2) Farms enrolled in Voluntary Agricultural Districts may defer 50% of their property taxes. This
would be a 50% reduction in the taxes already assessed at agricultural or forest use -value (primary
residence & houselot excluded). This deferral would remain in effect as long as the farm remains in
VAD status (enrollment for a renewable, 10 -year term). Farms that withdraw from VAD status before
the end of the 10 -year term would be required to repay the amount equal to the 50% deferral from the
previous three years plus the current year.
3) Farms in Voluntary Agricultural Districts that put land in a conservation easement may be
exempted from property taxes on that land. Conservation easements must meet criteria for
acceptance under the LESA (Land Evaluation and Site' Assessment) system developed by the NRCS.
This would apply only to perpetual easements donated to the county, a land conservancy, or other
non -profit organization as a charitable contribution. Easements that have been purchased from
landowners through a local, state, or federally funded PDR program would not be eligible for this tax
abatement.
4) Enrollment in a Voluntary Agricultural District is a requirement for eligibility to sell
agricultural conservation easements. Should Orange County establish a program for the purchase of
agricultural conservation easements, only farmland owners who are enrolled in VADs would be
eligible to apply. Selection of farms will be determined by a ranking system using LESA. VADs
would also be eligible to apply for purchase of farmland easements from the NC Farmland
Preservation Trust Fund and the Federal Farmland Protection Program.
Creating real financial incentives for VAD participation would benefit Orange County in several ways. Foremost,
only full -time farmers who are committed to agriculture for the long term would benefit from these incentives.
From a planning and land use perspective, the creation of new VADs would identify `core areas' where agriculture
is strongest, and help stabilize land uses adjacent to protected farms. VADs could help build support for future
County farmland preservation programs. For the community at large, the environmental and aesthetic benefits of
preserving farmland and open space will continue to be realized. Significant acres of farmland will be preserved
through private landowner initiative at low cost to the County.
Because this proposal to change the Voluntary Agricultural Districts Program also recommends changes in taxation
policy, it would require the enactment of enabling legislation by the NC General Assembly. We ask that you give
your strongest endorsement to these proposals to our legislative delegation for consideration in the next session of
the Legislature.
Sincerely,
"Twdy *RAU/
Trudy Matheny, Plf D
Chair
r
TM/db
Orange County Health Department
b Rosemary L. Summers, MPH, DrPH o o 3
,r
Timothy J. Ives, Chair Health Director Brenda Crowder•Gaines, Vice Chair o°
Orange County Board of Health Orange County Board of Health m'
n ea` Management Division "'""`"°""°^i60iNieNi
Richard E. Whiffed Human Services Center Joyce Lee, Administrative Officer Southern Human Service Center
300 W. Tryon Street, P.O. Box 8181 2501 Homestead Road
Hillsborough, N.C. 27278 Chapel Hill, N.C. 27516
Telephone: (919) 732.8181 Fax: (919) 644.3007 Telephone: (919) 968.2022 Fax: (919) 968.2013
TO: Margaret Brown
Chair, BOCC
FROM: Timothy J. Ives
Chair, Broad of Health
DATE: November 23, 1998
Attached please find the goals the Board of Health adopted for your consideration at the
Commissioner's Goal Setting Retreat on December 5t'.
If you have any questions please call Rosemary Summers at ext. 2412.
Cc: Rosemary Summers, Health Director
John Link, County Manager
Albert Kittrell, Assistant County Manager
Chapel Hill Durham Mebane
(919) 9684501 (919) 688.7333 (336) 227.2031
NEW 11/98
WASTEWATER TREATMENT MANAGEMENT PROGRAM (ON-SITE)
GOAL: TO DEVELOP A PROGRAM THAT ASSISTS HOMEOWNERS IN
MAXIMIZING THE LIFE OF ON-SITE CONVENTIONAL WASTEWATER
TREATMENT SYSTEMS, THEREBY PROTECTING AND PROMOTING THE
HEALTH OF THE PUBLIC, PROTECTING THE ENVIRONMENT AND
PRESERVING NATURAL RESOURCES.
STATUS REPORT
The Wastewater Treatment Management Program (WTMP) was appproved
by the Board of Commissioners in 1994 as a program of education,
design review, construction inspections, operational inspections,
compliance inspections, and enforcement for alternative
wastewater treatment systems in Orange County. Staff for the
program was first hired in May 1995 and has implemented the
program as designed. There are approximately. 617 alternative
systems and 2,000 pump conventional systems currently permitted
in Orange County. There are another 75 systems that are
permitted by the state. These alternative systems make up a small
percentage of the on-site wastewater treatment systems prevalent
in the county. Conventional systems (septic tanks) are present
in approximately 20,000 households in the county, with about 500
new systems being permitted each year. There has been increasing
concern in the public arena over the potential failure of
conventional septic systems. While in some areas this is a
serious problem due to unsuitable soils, in many cases, failing
systems can be attributed to improper use or maintenance of the
system itself. The OCHD Environmental H ' ealth staff developed a
draft proposal to expand the current WTMP to include conventional
septic. systems. Staff proposed developing a three pronged
approach of education, inspection, and homeowner incentives with
the outcome being extending the life of current septic systems.
The Board of Health formed an ad hoc committee with broad
representation to develop a proposal for expanding the program
and selected options from the proposal at its last meeting. if
the BOCC adopts this goal the draft proposal will be developed
into specific tasks with completion dates.
WTMP X'
LOLOARD OF HEALTH DECISION SUMMARY
November • • •
BACKGROUND —
Earlier this year, the Orange County Board of Health sanctioned the formation of an ad -hoc
committee to explore the expansion of the Wastewater Treatment Management Program. The
Board directed the committee to look at 3 components for the expansion; education, homeowner
incentives and periodic re- inspections. The full committee met twice and there was one meeting
of a workgroup. The report from the committee detailing options for the 3 components along
with a full education plan was presented to the Board of Health on November 19, 1998. After
deliberation, the Board decided which options it wanted to be presented to the Board of County
Commissioners at their December retreat.
WHY IS THIS EXPANSION NEEDED —
1. To protect and promote public health and preserve natural resources by:
• Protecting watersheds and all other surface waters.
• Protecting groundwater.
• Lessening the chance of disease transmission from failing septic systems.
2. To lessen the financial impact of repairing individual septic systems by:
• Extending the average septic system life countywide.
• Preserve all available repair strategies on individual sites.
3. Public sewer extensions into certain areas of the County will not be a viable option in most
instances in the future. Septic systems must then be viewed as a perpetual utility, not a
stopgap until sewer arrives.
BOARD OF HEALTH DECISIONS FOR —
1. Entry into the Program: The BOH chose option 3 (Water Quality Critical Areas) as the
preferred starting point. The following reasons were cited:
• This approach best effects the actions necessary. to meet the goals of protection and
promotion of public health for all citizens of the County and to preserve the natural
resources by tackling older neighborhoods with higher rates of failures and also by
starting with the water quality critical areas of the designated watersheds and expanding
the coverage outward from the impoundments. Both rural and town dwellers benefit
immediately from this approach and may realize cost savings over the 1ong haul from
increased average septic system life or relatively lower water treatment costs.
'�. • The latest draft of the Water and Sewer Boundary Task Force agreement allows for sewer
extension only in dire circumstances in many areas of the County. This approach may be
the best method for discovery of situations that are degrading but are still fixable so that
public sewer extensions are not indicated. It also sets the stage for those systems going
in, either new or replacement, to realize a maximum life span and provides better
assurance that all repair strategies are kept intact.
• New and repaired system owner, while not set for re- inspection before 5 -10 years from
the date of installation approval, would still get tailored educational materials at the time
they begin to use their system.
2. Education Plan - The BOH supported the full education plan as presented with elements
intended for general and target specific audiences. Emphasis was placed on the need for this
comprehensive plan.
3. Re- inspection frequency — The BOH agreed with the committee that the 5 year frequency
with the homeowner incentive to extend it to 10 years with proper maintenance was the
preferred option.
4. Funding - The BOH chose the hybrid approach of partially paying for the expansion with
general funds and making up the rest of the costs with annual operations permit fees for
submission to the BOCC. The BOH did not stipulate in this choice what the percentage
breakdown should be but felt that this would be the most equitable method of distributing the
costs of the program to all those who will benefit from its implementation.
PERSONNEL CONSIDERATIONS -
To implement the program as approved by the BOH, the following personnel would be required
at its inception:
• One FTE educational specialist, grade 66
• One FTE Environmental Health Specialist, grade 68
• One -half FTE GIS /database specialist, grade ??
CAPITAL CONSIDERATIONS
To implement the program as' approved by the BOH, the following capital items would be
required at its inception:
• One.vehicle - $15,000
• Three computers - $6,000
• Three sets of office equipment - $3,600
• Additional space - $25- 30,000 — This figure is very rough until some rental
comparisons are made and utility costs are assessed for particular sites.
ADDITIONAL COSTS (Start-up or increased line item costs)
• Mileage cost - $5,000
• Training materials - $15,000
• Phone - $1200
• Travel and Training - $500
ti.
• Equipment - $1,000
I Blom VA N
19 1J1U1*p"fA"V
�,
WTMP EXPANSION COMMITTEE MEETINGS
September 30, 1998
October 21, 1998
November 3, 1998
"In our zeal to promote onsite and cluster systems as a more cost - effective
method of wastewater management in small communities, we have
focused too much on technologies. Our interest in technologies is
performance and cost, while the potential user's interest is in service. To
gain the attention ofpotential users, we have often denigrated. central
sewerage in favor of decentralized treatment systems. This is a mistaken
approach because onsite and cluster systems are not perceived by the
public as providing equal service.... What is good about central
sewerage — central management —is what is bad about onsite systems... .
When we are able to show that onsite systems can be designed and
operated over extended planning periods to meet water quality and public
health objectives, onsite technologies will gain stature equal to
conventional sewerage. This will be achieved only through centralized
management. While decentralization of treatment is the outcome,
centralization of management must be the approach."
Richard J. Otis, P.E.
V P., Ayres Associates, Madison , WI
1998 ASAE Onsite Conference
SUIViI'VIARY
On September 30, 1998, the ad -hoc WIMP Expansion Committee met at the
Southern Human Services Building in its first session to forge details for the
proposal. In attendance were Brenda Crowder - Gaines and Rick Marinshaw of the
Orange County Board of Health, Margaret Brown of the Orange County Board of
Commissioners, Pat Davis and Barry Jacobs of the OWASA Board, John Link and
Paul Thames of the Orange County Manager's office, Gene Bell of the Orange
County Planning Department, Ed Kerwin of the OWASA staff, and Rosie
Summers, Ron Holdway, Tom Konsler and Cornelia Ramsey of the Orange
County Health Department. A work group also met on October 21 to further
discuss details of the expansion. A final meeting of the frill committee met on
November 3 and finalized some of the details for the proposal.
Page 1 of 12
This group was formed under a directive from the Orange County Board of Health
to provide input to the three main components of the expansion to include gravity
flow septic systems in the WTMP framework. The components are education,
homeowner incentives and re- inspections. Outlines of the history of the current
WTMP initiatives and the expansion were presented to the committee for
consideration and guidance. Rosie Summers and Ron Holdway facilitated the
discussions.
The impetus to explore the expansion came from a joint meeting of the Board of
Commissioners and the OWASA Board and an ensuing meeting of the Board of
Health. All three boards recognize that existing failures rates (8 -10 %) are not
likely to improve without action and that centralized wastewater disposal will not
be a repair option in many areas of the county in the foreseeable future. Failures
are caused by a variety of factors, most notably poor soils conditions, wetter
seasons and individual household water habits. To prevent premature failures,
long term management must be implemented to extend the usable lives of systems
and preserve repair strategies. Since there are no programs in place in North
Carolina which include management for all on -site systems, staff looked at
examples from several other localities nationwide with a full management
approach in place or under consideration. These localities included Georgetown
Divide in California, Ten Towns jurisdiction in New Jersey, Cuyahoga County in
Ohio and Jamestown, Rhode Island. EPA recommendations were also reviewed
for reference and applicability as well as information from state level agencies in
North Carolina, Michigan, and Hawaii.
After discussion by the committee, the proposal will be presented to the Board of
Health for action pursuant to NCGS § 130A -39. If approved, the proposal will then
go to the BOCC for funding consideration. Staff would like for the BOCC to have
the proposal for this consideration at their December retreat. In the meantime,
staff will explore the possibility of preparing maps of recent septic system repairs
both by township and in the OWASA service area.
EDUCATION
Current Efforts:
The educational efforts in use in the WTMP area today are by individual contact,
printed material given at the time of occupancy of new homes, other brochures for
existing homes, and the Internet site. Mass mailings are also used, but are not
►, routine. The emphases of the educational efforts are to promote and protect public
health, preserve water resources, and extend the average life of septic systems in
Orange County. One of the main facts that must be continually emphasized in this
effort is that the systems must be viewed by all parties — homeowners, government
and private sector contractors —as a perpetual utility which must function for the
life of the house, not just as a stopgap until public sewer arrives.
Page 2 of 12
Individual contact with the system owner is the most effective means of education,
but it is also the most labor intensive and sometimes difficult to coordinate. It is
the surest way to familiarize homeowners with the location and functional aspects
of their septic system to where they become more competent in its continued
optimal operational performance. In many instances, this type of interaction
reduces both the perception of intrusion and the feelings of animosity while
providing something more than a technical report in the mail to learn from.
The dissemination of printed material, both for new septic systems and existing
situations, is in place, but several aspects of its use need retooling. A primary
problem is that, in many situations, the ultimate owners of the property are not
known when the Certificate of Occupancy is issued for the home and therefore
they do not get the initial packet of information for their septic system. This same
problem also holds true when a property is sold or otherwise transferred from one
party to another. Part of the solution to this dilemma will be targeting special
groups for education as mentioned below in the future efforts section. Another
way to approach this problem is the periodic use of mass mailings stressing the
benefits of understanding and properly maintaining septic systems. The mailings
can be individually sent or incorporated into the tax bill mailings.
Regardless of the future of the WTIVIP expansion, reviews and reworks of both the
printed materials and the Internet site are underway and should be complete by the
end of the year.
Future Efforts"
General — It is the opinion of the committee that several options should be explored
to better "market" the educational materials. These included:
• Videos on septic systems, especially maintenance
• Education level oriented materials
• Promoting a "conservation lifestyle"
• Yellow Pages ads for repair advice and contact numbers
• Promotion of septic systems as a safe and ecologically sound method
of wastewater disposal
• Promotion of onsite wastewater technologies as an integral part of the
county's infrastructure
Better Reports — Future post - inspection reports should be geared toward enhancing
long -term performance of the system and education of the owner, not just
providing advice for discovered non-compliance and failures. This effort will be
made regardless of the W'I'MP expansion.
Target Grouts — Several specialized groups targeted for specific educational
efforts will help eliminate some of the current problems and prevent future
problems in the expansion. Because of the health department unique role in the
Page 3 of 12
%s.
^L.
involvement in all aspects of wastewater systems, it will become the local
educational resource for technicians, homeowners, pumpers and other groups with
connections to permitting and management issues.
1. Lending Institutions, Developers, Builders, Realtors and Attorneys: These
groups are targeted for education because they are crucial in passing on
information about septic systems during property transactions, home sales,
closings or even listings of property. The first step of the education could be
accomplished by the Environmental Health staff asking for an appearance
before executive committees or full session meetings of local affiliate groups
on a periodic basis. Update meetings and regular mailings of specific printed
literature will be needed to keep all members. current. The committee wanted
somehow to include Realtors and lending institutions in the chain of disclosure
of system type and management requirements, but there was no firm agreement
on how this could be accomplished. In the work group session, a focus group
with representatives from this array of professions was suggested by Margaret
Brown to elicit ideas on educational efforts.
2. Homeowners Associations: All of these associations would be targeted for
education and all will be encouraged to view ongoing septic system
maintenance as a community effort and a community benefit. The group also
wanted to explore whether, in new developments, requirements for system
operation can be incorporated into subdivision covenants. A listing may be
available from the "Community Watch" program.
3. Septic System Installers: These contractors are now subjected to a simple
registration process before they can install septic systems in Orange County.
There is no current requirement for licensure or certification either here or
elsewhere in North Carolina. If the expansion goes forward, routine continuing
educational sessions sponsored by the Health Department could be considered
either as a condition of the registration process or to be put on a "preferred list"
of contractors and his information would be provided to permit applicants.
Some method of sanction and removal of renegade or incompetent contractors
must also be implemented so that frequent violators of installation standards
can be effectively managed.
4. Septic System Pumpers: When a citizen calls a septic pumper today for routine
maintenance of a system, the pumper, in most cases, empties the tank without
regard for the actual of the biosolids. In some instances, the removal of
biosolids before they reach a detrimental depth is unnecessary and may
adversely affect the biology of the tank. The pumpers would be encouraged
through education to check the biosolids and empty them only when necessary.
An upside of this process is that the pumper could charge a lesser fee when the
tank is not cleaned because they save the costs of disposal at the accepting
wastewater treatment plant plus the travel there to dump the load. The
homeowner saves by paying a lesser amount for the pumper's service and the
expected increase of the volume of septage needing disposal is minimized.
The startup and equipment costs for the pumpers to implement this practice are
minimal. The group went further to say that more information is needed from
each pumper on the origins of the septage and on those systems which are
Page 4 of 12
frequently pumped. Staff could prepare and provide to the pumpers a simple,
self carbon, standardized report form to use and submit as they check and
empty septic tanks. This information might give clues to where the septic
system "trouble spots" are in the county. Pumpers are the logical choice to
provide this information as part of the dump report to the accepting utility. As
the information from these reports is compiled, homeowners with frequent
pumps would be sent educational mailers on how to deal with problem
systems.
5. Wastewater System Operators and Management Entities: These groups are
mentioned because of their wide range of activities and impacts in multiple
areas. All area municipal wastewater treatment plants will be encouraged to
accept septage, principally because, if the expansion is implemented, the
volume of this material will increase manifold. There may also be some grant
monies available for construction upgrades for municipal plants in the near
future which might be available for a septage receiving station. Other
operators and management entities are included for periodic education because
of the ever changing technologies in the wastewater disposal field. A preferred
list of these firms could also be produced in conjunction with a quality
assurance program crafted by staff.
Types of Incentives:
Many incentives were discussed and the following were put forth as options for
consideration. These incentive examples generally assume that fees will be the
sole or partial base of funding the expansion.
Extension of the Re- inspection Frequency — Homeowners who check and pump
their systems according to recommended guidelines would be eligible for an
extension of the minimum review period for inspection by the Health Department.
For example, if the review frequency is set at 5 years, any septic system checked
and pumped as necessary would not be inspected by the Health Department for 10
years provided the owner supplies proper documentation to our office. The
extension would be granted only once during each re- inspection cycle, meaning the
Health Department would inspect the system at least every 10 years. Similarly,
owners who opt to become certified in system operation, manage their systems and
report findings to the Health Department could be granted extensions, but not
exclusions. This certification generally requires attendance to a school for 4 days
and passing a exam on the presented material. Checking the system would involve
measuring the solids depths in the septic tank and pumping if necessary, assessing
► the condition of the filter and cleaning or replacing as needed and reporting this
information either directly or indirectly to the Health Department.
Community Benefits — Another type of benefit discussed was reduction of septage
dumping costs for citizens located in designated watersheds. This benefit is a
consideration because the individual watersheds will be further protected with the
Page 5 of 12
implementation of the WTMP expansion. The granting of this benefit would be
strictly at the discretion of the owner of the particular impoundment, either
OWASA, the Town of Hillsborough or the City of Durham. Each governing board
would be approached and asked about its willingness to entertain such a move
before any details are worked out. It is probably not feasible to consider this
approach in the case of Jordan Lake because of the multi jurisdictional watersheds
and water allocations.
Volunteers for Entry into the Proms — It was suggested that one incentive to
draw existing systems into the program could be the waiving of fees for the first
consultation and inspection for volunteering owners.
Sliding Fee Scale — This incentive was mentioned not only in the context of having
differing fees for various size /types of systems, but also when the ability to pay is a
factor. At this time, Environmental Health does have varying fee charges in
permitting of systems based on the design wastewater flow of the structure and this
procedure can easily be extended to re, inspections. Generally, all. systems sized at
600 gallons per day and under are assessed like fees and those above that figure are
based on the total gallonage.
The issue of developing sliding fee scales based on ability to pay presents a
different challenge however, as there is no staff ability in place for qualifying
applicants. Even if some method of initial qualification evolves, the ability and
mechanics for re- certification for each round of inspections is onerous and
problematic.
1
Entry into the Program —
There seemed to be consensus on new and repaired systems being automatically
entered into the program and that taking on all systems in the county immediately
or in a short period of time is not practical. Volunteers will always be accepted as
staffing allows, even without the expansion being approved. Requiring entrance
for properties having just been transferred was also discussed, but there was no
agreement on this option because the housing turnover rate for rural Orange county
was not known by any member of the committee and therefore the impact of this
requirement is not known. Staff will try to extract some figures from the overall
county turnover rate and then estimate the yearly number of homes this
requirement would affect. The mechanics for this requirement are still discussed
v, below.
New Systems — In the current WTNVIP rules, all newly installed alternative and
pump systems are automatically entered into the re- inspections cycle as part of the
permitting process. The main classes of systems which now require entry are low
pressure pipe systems (LPPs), pump conventional systems and large residential
Page 6 of 12
and non - residential systems. The frequency of the re- inspection cycle can vary
from every six months to once per five years.
This proposal would add all new gravity flow systems and the review frequency
time would start at the time the operation permit (final approval) is issued for the
system. In the past few years, the average number of new gravity flow systems has
been approximately 500 per year.
Repaired Systems — As with the new systems, all repaired systems can be included
in the programs during the permitting and implementation of the repair strategy. In
the past few years, the average number of repaired systems has been approximately
90 per year.
Volunteers - As stated above, there will be nothing to prohibit volunteers from
entering into the program, and, in practice, it will be encouraged. There will need
to be some type of perpetual legal authorization given by the owner for the right of
entry to avoid misunderstandings during the re- inspections in the future. A yearly
"cap" on volunteers may be needed so that resources can be adequately
maintained.
Post Sale — The cause for the requirement of an inspection at or after title transfer
for homes with septic systems is touted by EPA in their on -site wastewater
recommendations for State and local governments' consideration. According to
EPA, many states are considering this mandate and all states or localities should
"develop a program for regular inspection" of on-site systems. It must be decided
whether the post sale inspection, if adopted, should happen immediately or within
a given time window after the transfer (e.g.; six months) or if the home should
enter into the program and have its first inspection at the first review frequency. If
an inspection is to be required immediately, the cost could be integrated into the
closing fee. The work group also suggested that the type and age of the systems
might determine whether the inspection is immediate or delayed. The advantage
of making the requirement at transfer or post sale is that the Health Department
will not be a party to the transaction negotiations between the buyer and seller and
consequently not be subjected to the artificial pressures of closings and other
financial transactions. There are now adequate private sector- inspectors available
for the pre -sale functionality assessments and systems needing repairs should be
flagged during that process.
tions — At the last meeting, the committee decided the following three options
should be considered for implementation. New and repaired systems (option 1)
should be a part of either of the other two options, if selected.
1. Only New and Repaired Systems — This option offers the easiest transition
into management of gravity flow systems and is similar to the way alternative
systems are entered into management now. But it does not address the issue
of immediate watershed protection nor is there any consideration for
Page 7 of 12
targeting neighborhoods with older systems or those with poor soils. All of
the funding options would be feasible for this option.
2. Systems at the Time of Sale of the Home — This option was explored by the
group with the funding method being the assessment of an inspection fee at
closing and afterwards, the funding for future inspections could come from
the variety listed below. With the housing turnover in the State estimated at
just over seven years, and the County's likely higher, most homes should be
included by the end of the second turnover period or approximately 15 years.
At the end of this 15 year period, all non - participating homes would be
entered into the program.
3. Systems Radiating from the Designated Watersheds — In this option, the
systems in the water quality critical areas of all designated watersheds would
fall under inspection in the first 5 years. In the next 5 years, the systems in
the rest of the designated watersheds would be brought in and in the next 5
years, the rest of the systems in the County would be inspected. This
approach is most effective for watershed quality management. Subdivisions
with older homes and poorer soils could also be defined and prioritized for
inclusion, also. The group discussed that this method might be best funded
with an annual operations permit fee charged to all those affected
households. Eventually, all homes in the County with on-site systems would
be assessed this annual fee.
Frequency—
Perhaps the most difficult aspect of this proposal to define is how often the gravity
flow systems should be inspected. There are varying opinions on the
recommended frequency of pumping, usually based on tank size and population
served; but most sources recommend checking an average septic tank every 3 -5
years and pumping if necessary. Additionally, a new State General Statute,
effective 1 -1 -99, requires that each new or repaired septic system installed in North
Carolina be equipped with an effluent filter on the outlet end of the septic tank.
These filters are to `Be designed and constructed so as not to require maintenance
more frequently than once in any three -year period under normally anticipated
use." (House Bill 1462). These conditions lend considerable argument to
establishing the re- inspections frequency at three years.
The committee debated extensively whether to set the review frequency at 3 years
or 5 years during the meeting. It was finally decided that 5 years would be the
more reasonable approach if the standards for effluent filters met certain design
and maintenance standards beyond the minimum required in the State rules. The
agreement on the best way to approach the visit was to set the re- inspection
frequency at 5 years with a notice going to each homeowner in the initial
maintenance packet and also in the second year of operation. These documents
would state the necessity of checking/pumping the septic tank and the allowance of
a 5 year extension if the tank is checked. If the homeowner provides evidence of
Page 8 of 12
checking/pumping before the fifth year of operation, the inspection would be
postponed until the end of the tenth year and a new cycle starts from that
inspection. The extension would be granted only once during each inspection
cycle, so the longest period of time a system would go without departmental
inspection is 10 years. It may also be prudent to not grant exemptions to systems
over a certain age (e.g., 15 -20 years) because aging systems present more problems
and are more susceptible to failure. If no response is received by the Health
Department, the fifth year visit from the health department would proceed on
schedule.
Once the expansion began, a sampling of systems could be inspected in 2 -3 years
to determine if the filters will be problematic before the fifth year inspections are
due. If the sampling indicates high numbers of problems with the filters, then the
review frequency could be revised as appropriate by the Board of Health.
It is important to keep in consideration that this expansion will require a
commitment to significant resources, especially personnel, in the coming years, if
re- inspections are part of the framework. There will also be some start up
personnel costs involved which may not be subsidized if fees are the payment
basis. Some models detailing resource needs will be put together by staff for
review on the entry mechanism is established..
Other Issues
Water and Sewer Boundary Task Force Document — This agreement will allow
water and sewer extensions to many areas of the county only to alleviate declared
adverse public health conditions. In some areas, extensions may not be a
possibility under any circumstances. Therefore on -site sewage systems must be
considered the primary and perpetual method of wastewater treatment and disposal
in any unsewered area. With the finalization of this document supposedly
imminent, it is imperative that all aspects of on -site sewage disposal, from
permitting to installation to long -term management, be given proper consideration
to assure system life is maximized, repair areas maintained and users educated as
to their responsibilities in helping achieve these goals.
Accordingly, the "toolkit" which matches repair /response options for failing
systems to all designated areas of the county must be put into place concurrently
with the WSBTF document and understood by all governmental/utility agencies
with jurisdictional authority in those areas.
Space for Housing Personnel — If approved and implemented, this expansion will
require additional personnel. Presently, the space to house additional employees in
the Environmental Health office is severely limited. Additional office space will
be needed for this expansion.
Page 9 of 12
FINANCIAL CONSIDERATIONS
Costs
When the existing WTMP proposal was presented in the late 1980's, David M.
Griffith and Associates conducted the study to establish the fee level and other
related financial considerations. The fees approved for the implementation of the
program were approximately one -half of the DMG recommendation and one FTE
was funded to start the work. At present, the direct fees account for approximately
one fourth of the FTE salary costs and the percentage of fee reimbursement
gradually increases each year. Because the DMG methodology was based
primarily on direct costs, staff doesn't believe it to be the best way to approach the
estimation of costs for the expansion.
The Institute of Government is conducting a study of the costs for environmental
health services in several counties across North Carolina which is based on a more
comprehensive cost allocation model. The first draft of this study is due out soon
and should offer a more accurate way to look at the actual costs of providing
education and inspections. When finalized and if fees are part of the funding
mechanism, staff will prepare a fee schedule for the committee's review based on
the IOG methodology and findings. CIP needs' such as computers, technical
equipment and vehicles will also be figured into the fee base.
The direct costs for each inspector will be salary and fringes, vehicle, computer
equipment, field equipment, and office furniture.
Funding —
There are several options for paying for this program expansion. It is staff's
recommendation that the option selected also be used to fund the existing WTMP
activities.
General Fund — The general fund is the first option for covering the expenses of
this program. The principal argument against using the general fund is that
municipal citizens would be paying for inspection of county resident's septic
systems. However, it must be considered that the watersheds for the three main
impoundments (and a proposed fourth) serving the Towns of Carrboro, Chapel Hill
and Hillsborough are mostly comprised of county lands served by on -site septic
systems. This expansion will be a benefit in the protection of those reservoirs.
The general fund approach would also eliminate take the "ability to pay" and non-
,, payment issues and be much easier to administer from the Health Department's
perspective.
Special Fund — Although a special fund, even an enterprise fund, could be
considered, there was not much support for its use with the committee. This
method would allow for the charging of a monthly fee to each enrolled owner for
Page 10 of 12
the management oversight of their system. One of the localities studied in
California use this method and the monthly fee was $12.50 in 1992.
Service District — The county engineer proposed a "sewer tax district" for
consideration. Although there are limitations for its use, it would help address the
inequities and ability to pay issues. This tax district would be developed as a
service district as prescribed in GS 153A -300 and applies only to certain parts of
the County. If the district extends into municipalities, it must be approved by those
affected towns or cities. The formation of these districts is a BOCC responsibility
and there is a limit on the amount of tax that can be levied in their use.
Fees — WTMP was originally approved to be a fee - sponsored program with the
first years augmented by the general fund until the numbers of inspections reached
a sustaining level. If the expansion is to be financed by fees, an accurate cost
allocation model, developed with help from the Institute of Government study,
should be used. Advantages to using fees are: they can be structured differentially
so that larger or more complex systems pay more; they are easily adjusted to meet
operational expenses; and have little or no impact on the County's tax rate.
Disadvantages to using fees are the cost and methods of their collection, delinquent
and non - payment remedies, and that benefits are realized by citizens who don't
participate in the fee payment. .
There were two basic models of fees discussed by the group. The first was a "per
inspection fee which is billed after the inspection service is rendered. The second
was an annual "operations permit" fee which would be part of the annual tax bill
and spreads the cost of the re- inspection over the length of the 5 years review
frequency.
Hybri d — During the first meeting, the committee seemed to support a combination
of fees and general fund monies to finance the program. The advantage to this
approach is that all citizens, as beneficiaries, help support the costs of the work but
the individual system owner bears the majority of the costs. The disadvantages of
fee administration, payment collections and non-payment/delinquencies remain
with this system. It must be also be assured that the proportions and mechanisms
of funding are well understood by everyone involved and that the commitment to
using general fund monies for this purpose is strong.
At the final meeting, however, the group was leaning more towards the annual
"operations permit" fee with the caveat of providing some relief or options to those
with limited ability to pay.
Fee Collection Methods
Current Method - Fees are now assessed, billed and collected through the
Environmental Health office. There are some type inspections which are not being
Page 11 of 12
billed on advice from the county attorney. No remedies for delinquencies and non-
payments are being used, also based on the attorney's advice.
Manager's Method — The manager has suggested the use of the annual tax mailings
as a vehicle for billing and collecting the fees. According to him, this is similar to
billings from other county agencies on the tax bill. While all the remedies for
collection of delinquent taxes would not apply if the fees go unpaid in this setup,
the collection rate would probably be much higher than it now is and current
remedies for non - payment would not be lost. This method would be applied to
both the "per inspection" and the annual "operations permit" options.
Financial Security
The final aspect of the expansion proposal discussed by the committee was the
financial security for repair of septic systems when they fail. The types of security
requirements discussed were bonding, revolving funds, escrow accounts, up front
replacement money, initial dual drainfield installation, and a low interest/no
interest capital reserve fund coming from fee augmentation.
The committee reached no agreement on whether a security plan was necessary for
all systems, which method would be better or how any plan would be
implemented. There was general agreement that larger and higher risk systems
should be under some sort of security plan for eventual repairs and that lower
income citizens should have access to grants or low interest loans for system
replacement. The county attorney.will also provide guidance on this matter before
the plans are finalized
Page 12 of 12
Revised 11/13/98
PUBLIC HEALTH EMEGENCY PREPAREDNESS PLAN
GOAL: DEVELOP A CRISIS PREPAREDNESS PLAN FOR A
VARIETY OF PUBLIC HEALTH EMERGENCIES
OBJECTIVE: To develop a written plan approved by the Board of Health for
responding to a variety of public health emergencies, such as
disease outbreaks, environmental hazards and natural disasters.
�a
T
PLAN OF ACTION - EMERGENCY RESPONSE PLAN
ADOPTED MILESTONES
REVISED MILESTONES
Tasks
Completion Date
Tasks
Completion Date
OBJECTIVE: To develop a written plan approved by the Board of Health for responding to a variety of public health emergencies, such as
disease outbreaks, environmental hazards and natural disasters.
Form OCHD core staff response team that will be
July 1998
responsible for developing the plan.
Develop a list of typical response scenarios and
March 1999
develop specific plans for each type, e.g. foodborne
outbreaks, waterborne outbreaks, communicable
disease, STD outbreak, natural disasters, lead
contamination in buildings, etc.
Develop a general response plan that includes
March 1999
increasing levels of involvement from related county
agencies, depending on each. situation. Include EMS,
DSS, OWASA, and others in reviewing the plan.
Develop a general media plan for response and
March 1999
specific "soundbites" for each scenario.
Develop education plan for county agencies and
April 1999
private providers on OCHD response plans.
Develop outreach and educational plan for
April 1999
preventing outbreak situations.
Present entire plan to BOH for adoption.
May 1999
Plan and coordinate a mock response drill with all
September 1999
related agencies.
Develop ongoing systems for revision of plans and
October 1999
communication with relevant parties, including alerts
on potential outbreaks.
T
ANTICIPATED RESOURCES REQUIRED: In addition to time from current OCHD staff in planning, it is anticipated that a fully developed
crisis response team will need two additional part-time staff members. One staff member would be responsible for investigating potential outbreak
situations and for providing contact tracing and other field investigative work. The second staff member would be responsible for producing
educational materials, planning and conducting educational sessions, and for developing the communications tools and messages for the media and
for the public.
Adopted 12/10/94
Revised 11/13/98
We are requesting re-adoption of this goal as it has undergone significant changes.
HEALTHY CAROLINIANS OF ORANGE COUNTY
(formerly) HUMAN SERVICES CONSUMER INVOLVEMENT
GOAL: DEVELOP A CONSUMER INVOLVEMENT MECHANISM FOR HUMAN
SERVICES PROGRAM PLANNING AND DEVELOP A COORDINATED AGENCY
APPROACH TO MEETING HUMAN SERVICE NEEDS
OBJECTIVE: To develop a community-based, collaborative method of identifying leading
health problems, developing strategies and mobilizing resources to reduce the
problems and ensuring appropriate evaluation and systems of evaluation of health
outcomes throughout the county.
7�-Mffi
0�
;STATUS REPORT
N
_232
H55-43
e4or session arc
9P th
Following 64tt
_-T
Orange _0
klorcezmet in April, 199T chose three'of the ttie. OV91w
.,top .,priority ., ,.Nifi'K;idehMLd"it the -task -force meeting W-,L No* &. b
er", Ado".
91,'..'group -_N1
established
_,.9,yP_9Pm g, It
d to a these priorities. The priority areas were:L,...tt.`.t!
7
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t needs of children
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t blishe �_measurablq bb*fi*e "'
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became in F
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998KeS -continue w9r � _ - regularly".
and or
mi lated rrestructuring .2T 4,
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-
it
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The
woX &
evolvecTmto Committees `6f2the _ oun T7
gnanCy-w or
ctr
agreed t
with lhe& s�o hl&e'
g Arid 1hChde"the
_comprehensive
wit.- issues strategies fvith f
Seeds ':'of
Children '"Committee cons>sts -O I our
'sub
s
1 &T nco
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Oran a Abuse, and;
C 0 t-k e s6 _4
Preventive .Services;
h't-,,tTlk second reve
Committee. It has three aiicii�l".,�-Abuse '�'.;C*cliading.
r
ee� 49. .-gr(I ---
tobacco l f or-Adults 'i fid:AcCiss to Preventive NO 'Services.
Staff L submitted h f the Council. :The C'
prepared and"'i b " ii certification _ document to the state or
',its: annul
ti
t,
ans-Task Force -certified Orange County. as a Healthy Carolinians Council at
ig ut October -199. Many grant,opportunities. from, the state are beginning to
y Caroluuans Task force as- a sagn ^of successful collaboration and community,.
It 11A
abstinence iting.- healthy ppoft�:. school - educatioh fiog'rams.-. Promoting e.,
supporting
S: foi---." y
3
D Jare'cohsidered' u
1) have`high blood
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r
PLAN OF ACTION - HEALTHY CAROLINIANS OF ORANGE COUNTY
ADOPTED AMESTONES
REVISED MILESTONES
Completion
Completion Date
Tasks
Date
Tasks
1. ad hoc steering committee t0 formulate focus of
January 13 , 1995
it
JyL
it t,1s ' i (Convene
1).!
?
initial task force meeting.
. }t,,:f (Ii, ! Z „ ,,;(I
:iii(+ F.( 7 , •
1. L. j.t : t
The steenm g'coz mxttee studied.ltenave approaches and''��'„
Sepk 20,1998
decided convene a smaller? eons grq tg to
xt
approach.! steeringioomutt�e l� arned that the
exois� 01e4#h Ilepanneztt caxlt`;
provide t o �►'lll b� sough fpm' VNC �IOspi�ls, TiN�' ?I``a7t
,� he
School of Pub y tcK, a+;± a-
ia�t4t
ac y4 t.. �.± 4' �Y;,F��+t +�'.+4t!jf'ji`rFe,:i3.
2. Send letter of appointment to designated organizations
January 27,1995
Coin p 1
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individuals.
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and
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Convene{ cQze group of �Qm?141tJ's taleudorse the ( �,E(
E Augt{st,28,1995 1
A tlly '( �rP. applOAC.J� (iii r:si,ttirt r J #(a,
1
-C� I
i
A initial task force meeting, officers select 2 or 3
3. t $! 7
October 19 1995
!
Completed `! +'1 ki „' ?t# ,� t` ; r,t'` t k $7! #' +' ((. ?I k. ;`I ;,' ;,.�'i;;s( ?kE; €s ss1' (? ? t 1t {ti,t ti f„ ', , .
:- ;.a:';. 1; ; !, ,( „- • i, .s: - r,.{aJ , (1 ,,,, . {t ; ;fs,?; ..} I wi!. y .1 . },. t, sfra,. d( -: •,tt? ; s., ,..
°;; ' 'tc, E (11 's
(JctQper ....
, ,, ;t .:.....
''.1 7
oritiesorganizeintosubcommitteeandsetthetimetable.
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p
, =F�(ti•2I13IiJ(:f.M.
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4. Sub - committee study problems and formulate action
May 1995
UNC'Schop7 #of'ublie Health to colEiduct,4iatanalysis,tzli;;;' '�
`august 30,1996
Sur.,veyreserch aid focus'groups;
r F{ {
plans.
5. Task force adopts recommended action plans and sets
June 1995
( { , i i t t tIi ! i ! l# } 3( t�tt,{
Task Force meets fiA evte ”, .. r t
s t f,
{{[
i !,
Qctober 1996
? ,
"next steps agenda ".
3 S , I l + iii# l;F' ?( Yi?((t(;(?s ilir i `sl,�r a�.(5((( ?Ij
?i'•j;s�
Task Force �y�+,(�bl�nps `�,'1`,('r({{ i F '7> sF' k `s
:'November^,
neeis to 1
5 #ft ,. !ti 2)S .# :!... � ?(1y .�.f,
�. t..
August 1995
G. Reports submitted t0 the Board of Health and the Board of
Commissioners. Commissioners.
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fj i, i i ii ? ?( �`' i ( 41 ! r -` i fJ t - ! # , tf !::F, , I
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+...,.fff? El...,�,:a..t,
7. Working Groups formed to implement recommendations.
September 1995
, t .......
Task Foroe'selects 2 or 3 pority issues aid establishes + j , Kitt#
1 � (,, ti
kttl$ r, ,1 j
11
WQr t,. s ,i7 t i it n tr t
group ri r .tL . i t ,tt • S..In .,
t i
Worlang G oups'ormulate measurable oblecfives'
November, 1997.
Task Force reports- ob�ectiues to Board of Ilealt ax�c1 Board of
December, 1997
Commoner ! +f{ F r `f 7; t Lt , i , tfy,f
'�'... f °.!,:11:. ...a!i..: , °` ti {• 7: ,. �- 1 , rt }q..r, ,..
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8. Working Groups develop implementation
October 1998
i.,' 1 {1 ! , FI't. i ! iFt, 1J S t i - #7 , 1
Worktng{Groups develop sErategies + 7 , �, f10 ' i; f' I f�t;a! (f '
] i i i.�.. .•
IVlareh, 1898
plans
?P,..
i,.:
New Workng Groups`dekg: action ", ;,
Oetober, 1998
plans >,.!'rt.`.s; i
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t } i
t J i }, #� #S i' 1€
;'F lSi j ii €r jf�ntl4�f t :f iNh i(� (it
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FLAN OF ACTION - HEALTHY CAROLINIANS OF ORANGE COUNTY
ADOPTED MILESTONES
REVISED MILESTONES
Completion
Completion Date
Tasks
Date
Tasks))
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Orange County Health Department
The Board of Health at its November meeting discussed the need for a three to five year
strategic plan. While not yet ready to submit such a goal, the Board wished to inform the
Commissioners that such a goal will be forthcoming.
Items likely to be included in such a strategic plan would include:
o Increased focus on mandated services and core functions
® Increased focus on Orange County specific priorities: cardiovascular health,
cancer prevention, preventive, services for children, substance abuse
prevention
® Increased dental health services in both locations
® Increased voluntary programs in food service consultation and inspections
® New focus on air quality monitoring and assessment, especially indoor air
qty
® New focus on developing adequate surveillance systems and database
resources for all areas: environmental health, communicable diseases,
immunization tracking etc.
i
GEORGE W. MILLER, JR.
JAMES H. JOHNSON, M
B. M. SESSOMS
MICHAEL W. PATRICK
KEVIN W. BUTTERFIELD
ROBERT E. LEVIN
JOHN R. KINCAID
THOMAS H. MOORE
GEORGE W. MILLER, III
• BOARD CERTIFIED ESTATE PLANNING
AND PROBATE LAW SPECIALIST
HAYWOOD, FENNY & MILLER, L.L.P
ATTORNEYS AND COUNSELORS AT LAW
5102 CHAPEL HILL BOULEVARD
POST OFFICE BOX 2975
DURHAM, NORTH CAROLINA 27715 -2975
TELEPHONE (919) 403-0000
TELECOPIER (919) 403 -0001
Alice Gordon
Chair
Orange County Board of Commissioners
Hillsborough, NC 27278
January 5, 1999
Re: Cable TV Citizens Advisory Committee
Dear Ms. Gordon:
EGBERT L. HAYWOOD (1911 -1985)
EMERY B. DENNY, JR. (1924 -1982)
The prior chair asked that the chairs of all the citizens advisory panels provide to the Board
their goals for the coming year. At a meeting this past fall, the CATV Committee met and
discussed its goals. The two goals we set for 1999 are to complete the re- franchising with Time
Warner and to complete the steps necessary to advise the county and the Commissioners on
equipping meeting rooms for cable casting the Commissioner's meetings.
I am aware from the November meeting that the Commissioners have expressed various
concerns about the cable casting proposals and that this matter will be on your agenda for the
retreat to be held in January. I would be more than happy to attend the retreat to discuss matters
further with the Commissioners.
Finally, the Committee would welcome your input at the retreat or in any other forum on
these two issues. At the present time I believe the committee's work on the cable casting issue is at
a standstill until the Commissioners are able to give us greater guidance about goals to pursue in
this area.
I look forward to seeing you in the near future.
Sincerely yours,
Cl�ael W. Patrick
Chair, Orange County Cable
Television Citizens Advisory Committee
MWP:rmj
cc: Committee Members, CATV Committee
Albert KittrelI
i Orange County Board of Social Services
l P. O. Box 8181
Hillsborough, North Carolina 27278
Rosetta Moore, Chairperson
Telephone: 9191732 -2402
►�1 �-��Itr 010-1
TO: Ms. Margaret Brown, Orange County Board of Commissioners Chair
FROM: Rosetta Moore, DSS Board Chair
RE: DSS Board Goals
DATE: November 25, 1998
The Orange County Department of Social Services Board submits the following goals for
consideration at the Commissioners retreat on Saturday, December 5, 1998. We believe
that adoption of these goals by the Commissioners will strengthen the course of direction
that we are setting for the Social Services Department as we approach the 21t Century.
m nt
e De art
e
has done an excellent job implementing the first phase of the Work First Plan. The
second phase involves more hard to serve recipients who have multiple, chronic
problems that must be addressed such as substance abuse, literacy issues, and very
minimal employment skills. They will require various intensive services for
themselves and their children.
::r: ;::::::::::£ .... .... ... .. .. ...
2. ;;'' :e.:i;t#btit Children and disabled adults
continue to be at serious risk of abuse and neglect in our County. The Department's
resources are stretched in an attempt to serve this increasing population. Our goal is
to reduce the risk of harm for children and disabled adults who are referred to the
Department for a protection plan. One of the critical areas that must be addressed is
the "after hours " system of responding to emergencies that occur between 5:00 P. M.
and 8:00 A. M. Over the past few years, we have seen a significant increase in these
emergency requests. The current response system is inadequate and is in need of
corrective action. We urge you to highlight this area in your goals for the next few
years.
3. Finally, we support the request of The Community Child Protection Team to establish
a group home for Orange County children who need therapeutic care and for teens
who need to learn independent living skills. Currently these children who are in The
County's custody must be placed in other counties. They are not delinquent children,
but children who do not have parents or relatives to care for them.
We look forward to working you on these and other goals to benefit the citizens of our
County. Please contact us for additional information. Our director, Marti Pryor -Cook
and her staff are available to assist you, as well. Thank you.
EFLAND VOLUNTEER FIRE DEPARTMENT
Dec 17, 1998
To: Orange Co. Board of Commissioners
From: Efland Volunteer Fire Department
Re: 1999 Goal Setting Retreat Statement
The department has a number of objectives for 1999. We are in the
process of renovating and repairing the station. Gutters, eves, and other exterior
surfaces are being repaired and painted. The inside of the station has been
painted. The kitchen has new cabinets where insect damage * has occurred. The
stove is being upgraded to gas so that all the appliances and HVAC are gas
operated. This will allow us,* at some future date, the option of installing a
transfer switch so that it is easier to run the entire station from a small generator.
We are continuing with our program of purchasing two firefighter's worth of
equipment each year (approximate cost $ 8,000) so that our personal protective
gear is in good working condition and our firefighters are safe.
Our commitment to training continues. We have three participants in the
Junior Fire Fighter program. We continue to schedule classes throughout the
year to assist firefighters in obtaining their Level I and 11 certification. We are
particularly proud that at Hand, as with other departments, more and more of our
firefighters find full time positions in the paid municipal departments. The
volunteer rural departments are becoming a primary source of qualified, trained
firefighters.for the municipal departments. Despite this growing role in the county,
there is a disturbing trend towards limiting access to resources that are best
shared by the county departments.
Our efforts to obtain a better ISO grade (insurance rating) continue. This
has proven to be a very long, detailed task for which there is little assistance from
county resources. We still are committed to the effort, since it provides us with
the only way to decrease the burden on our taxpayers while increasing the value
of their fire protection- a rare event in governmental services.
There are some areas of concern we have that are appropriate to voice at
long term goal planing retreats. Their solution also requires the sort of broad
overview that is most appropriate at the county commissioner level. We present
them here in a non-critical "heads up" fashion. Overall, we have a. good working
relationship with the various county agencies we work with and feel that the few
pro . blems we are about to state are more a result of a lack of overall
understanding than a problem with a given agency.
Ten years ago, we purchased our firs ' t out engine/pumper and it cost about
$ 128,000. To purchase a similarly equipped unit today would cost around $
290,000. Seven years ago, we purchased a tanker for about $ 90,000. To
replace that today would cost about $ 180,000. This shows above normal
inflationary increase for a 10 -year period at 5% annual inflation, however the
average inflation rate during this period was below 5%. So, with both pieces of
equipment we see a cost increase that is higher than simple inflation. We have
notices this with other equipment we must purchase. So the first point I would
like to call to the commissioners attention is that fire departments attempting to
maintain (not even improve) their resources are seeing cost rise faster than the
cost of inflation and the property assessments that generate their operating
revenue.
In the case of Efland, if the goal is to have at least an engine, tanker, and
brush truck that are newer than 20 years old we will need to spend in the next 10
years about $550,000. This is almost 7 years of our budget at the current levels.
In an age where many items get cheaper, the cost of firefighting is increasing
even when inflation is factored in. We don't have a specific action to recommend,
but feel that the Commissioners should be aware of this incipient problem.
The only action Efland can take to reduce the impact of the spiraling cost
of firefighting is to obtain a better ISO/Insurance rating. This lowers the cost of
homeowner insurance for citizens in our district. We have been working on this
for about three years. Other departments are also facing these same rising cost,
and could help offset the impact by working on a better rating. Obtaining a better
rating involves a mix of having the correct equipment, the documentation to show
a departments state of readiness, and a variety of information about other
departments and the county. Obtaining a better insurance rating means that the
quality of service delivered goes up while the cost of homeowner insurance for
the taxpayer goes down. While a better rating can not completely compensate
for the increasing cost of fire protection, it demonstrates a philosophy of quality
and efficiency many would claim are missing from governmental agencies today.
When the position of county Fire Marshal was established, the
departments were told that one of the duties of the position was to assist fire
departments in obtaining a better insurance rating. We value the assistance of
the Fire Marshal. He is always of assistance on the fireground and puts in long
hours far beyond what most people in his position would tolerate. We do not
have a suggestion as to how Orange County Emergency Management can better
help all departments to obtain a better rating as promised. Since we do not
having a detailed knowledge of how Emergency management is run it would be
out of place for us to suggest any options. We would. appreciate the
commissioners working with Emergency Management to develop a plan and
allocate the resources to tackle this job. This solves a real problem, puts value
and efficiency into all of the county's emergency services,- and avoids waste and
duplication of effort.
Part of the documentation required to obtain a better insurance rating is to
provide accurate maps of one's fire district, showing water points and hydrants.
The Land Records office does not have the resources to gather and enter this
7
information. Emergency Management will soon be integrating the Geographical
Information System into its E911 system. Having information available about
water sources, special hazards, and utility coverage areas gives Emergency
Management and the fire departments the ability to act quickly and with greater
efficiency to more situations. The system could pinpoint the closest water source.
It could speed up the time to dispatching utility workers to a scene. It allows
precise directions to be given to responding parties.
Another advantage to the GIS/E911 integration is the ability for the Land
Records office to print current maps of the district out for the fire departments.
Emergency Management has defined a grid system. Once the process is
completed, firefighters dispatched to a scene will have grid books that have up to
the date maps including any new subdivisions. Once the dispatcher calls out the
grid, the firefighters can look at the map in the grid book and see where the
location is, and also see other resources (such as water) and where they are in
relation to the scene.
One of our firefighters personally purchased the software program (about $
1200) to gather the information about our district. This is information that requires
close personal knowledge about an area that only firefighters have. The time and
effort to gather this information is volunteered by the team we have working on
the insurance upgrade. The Land Records office has been most enthusiastic
about placing the data into the GIS database. They are willing to print the maps,
but correctly acknowledge that to do so for the entire county on biannual basis
does require some time. We asked Emergency Management if they could'
purchase one copy of this program that could be used by volunteers who would
gather this critical information. The cost of the program ($ 1200) plus the cost of
a second program that can measure distances on a map need for insurance
rating purposes (an additional $ 1200) was apparently enough that no action was
taken, so one of our firefighters purchased the program.
We would ask that the commissioners realize both the value of this
information and the value of the volunteered time to obtain it. It would be nice if
there was coordinated effort between the Fire Departments, Emergency
Management, and the Land Records of to work on this problem and allocate
the resources to solve it. It must be cheaper for the county if the labor is
volunteer and one of the above agencies incur the one time expense of the
software then it is to hire the people, who would not have the unique local
knowledge, to gather the data. Again we see a'great value for the county
financially and a great benefit to the citizens operationally.
Our department, like many rural departments, is seeing more and more of
its members placed in full time positions with municipal departments in Chapel Hill
and Carrboro. Training for many of the departments used the Chapel Hill
facilities. We also used an area Chapel Hill has for the annual testing of our
pumpers. Chapel Hill is requesting that we pay for the use of these facilities. It
would be nice if the commissioners could facilitate a solution for these common
resources. This could be done by working with Chapel Hill, or by having Orange
County Emergency Management work towards a county testing and training
facility. Currently, there is little support for these sorts of thing and so individual
departments undertake some efforts. A countywide coordination here would be
more efficient and benefit all parties concerned. Since the volunteer departments
are training the brightest and the best who then serve in Chapel Hill, there must
be some common ground for finding a solution to this problem.
There is one more problem which like the cost of fire apparatus is looming
on the horizon. As the county grows, we will see more and more departments
adding paid personnel. There are many reasons for this. With more growth
comes more fire and EMS calls. As the Triangle and Triad area create more job
opportunities, less volunteers are working in the district in which they live which
affects daytime response. In an even more intangible sense, as the pace of the
world picks up and a sense of community wanes, there seem to be less people
willing to volunteer. It requires a lot of time. In the past few years, we've seen
firefighters miss Christmas morning with their families. We've seen them miss
holiday meals, Saturday nights, and many good nights of sleep. The problems in
the preceding paragraphs add to the frustration and a general malaise brought
about as we wonder if all this work is even appreciated. So, for a variety of
reasons departments are starting to add paid personnel. At first this occurs
during the day and then it slowly moves to nights and weekends. Knowing there
is a paid person who will get to the scene first affects some of the volunteer's
decision as to if they should respond right away, or wait and see what the
emergency is. As such, the paid road is easier to go down than it is to come
back.
For a small department like Efland, adding two paid people during the day
would require a 50% increase in our budget just for the salaries and benifits.
When you add in the increased cost of facilities improvements and compliance
with OSHA and state regulations, it could almost double our cost. Of course
there is benefit to the public in doing this in that the response time to many
emergencies improves. But in rural settings, this benefit is not as great as in
urban settings.
We would like to make two points on this issue. First, we would like the
commissioners to be aware that as time goes on, over the next few decades,
there will be great increases in the cost of emergency services. These cost
increases will not track the county's relentless growth linearly, but will tend to be
step like in appearance. This, combined with the cost issues of fire fighting
apparatus, will make for more volatility in fire department budget request than
have historically been the norm.
Our second point is that the value of the volunteers is very real. While one
can come up with a paper value based on number of firefighter hours per year
and a cost, there is another very real cost of going to paid personnel which at a
minimum almost doubles the cost of a small department. It is our hope that all
the paid personnel in the county keep the value of the volunteers in mind. We
hope the commissioners will encourage the departments to work with us and
involve us in decisions. And we hope that the cost of many decisions will take
into account the value of the volunteer work and benefit to the citizens, and not
be made solely on cost alone. While there have been many kind words spoken
about volunteers, in the fast moving world of fire services with it's emphasis on
getting the job done it should not come as a surprise that actions speak louder
than words.
Thank you for your time. We appreciate the ."action" of including us in your
goal setting process.
Respectfully Submitted
Peter D. Hallenbeck
Assistant Chief I Secretary
Efland Volunteer Fire Department
Peter D. Hallenbeck
Ce 0 3500 Jordan Oaks Drive
Efland, NC 27243-9713
Music & Film Systems Tel +1 919 732 6551
Fox +1 919 732 6623
Peter.Hallenbeck@Cello-US.Corn
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December 7, 1998 - -
Orange County Commissioners
PO Box 8181
200 S. Cameron St.
Hillsborough, NC 27278
Commissioners:
The Historic Preservation Commission has asked me to attend your January 16
retreat and present our primary goal for the coming yeaq the continued funding for
the Local Landmark Designation Program. With the formation of the new county
department focusing on preservation and conservation of local resources, we
welcome the opportunity to designate and keep Orange County historic sites and
farmsteads protected and recognized.
Sincerely;
A/A
Tom .Allison
Chair, Historic Preservation Commission
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HUMAN RELATIONS COMMISSION
ORANGE COUNTY
NORTH CAROLINA
MEMO
TO: Moses Carey, Jr., Chair
Orange County Board of Commissioners
FROM: Quinton Baker, Chair
Orange County Human Relations Commission
DATE: November 27, 1996
RE: Commission Priorities for FY 1997 -1998
The Human Relations Commission has discussed its top priorities for the next fiscal year.
Commission members believe that the framework for these. priorities is the creation of the kind of
community that can be a model for human relations in the 21st century. Orange County, like the
rest of the nation, is facing daunting new challenges, including the rapid growth of new
populations. Communities face the issues of healthy inclusion of these new residents when for the
most part they have not yet addressed the inequalities that exist among those residents who
already live there. We want to help build a model that is proactive in diffusing potential tensions,
that promotes and builds community, that taps the skills and abilities of all residents, and that will
provide equal opportunity and equal access to all. We hope that the County Commissioners will
adopt the making of this kind of community as one of their own goals.
Within this larger framework, the Commission has two top priorities:
f.. _ To continue to develop implementation of and outreach strategies for the Civil Rights
Ordinance. With the employment provision of the Ordinance taking effect in January 1996, and
the development of work- sharing agreements with the Equal Employment Opportunity
Commission and the Department of Housing and Urban Development in recent months, there
have been forty -five discrimination complaints to date. The Commission will also continue
regular workshops. and provision of technical assistance to businesses.
2. To build and foster a relationship with the community that focuses on education and the
".� prevention of bias and discriminatory acts, and on the promotion of healthy inclusion of all
residents into the fabric of our community.
We are ready and willing to discuss this goal and any other human relations issues at your
upcoming retreat if the Board wishes. Thank you for this opportunity to share our priorities with
the County Commissioners.
cc: Human Relations Commission members
*RANGE COUNTY ADVISORY BOARD ON AGING
Goals For FY1999-2000
Listed below are Advisory Board on Aging recommended goals for the
Board of County Commissioners.
Goal #1: To update for adoption by the Board of Commissioners the
County Senior Centers Development Plan of 1996 through the
I
establishment of a broad based Senior Center Vision
Committee of senior adults, professionals and organizational
representative.
Goal #2: To prepare for adoption by the Board of Commissioners a
County Aging Strategic Service Plan for 2000-2004.
Goal #3: To establish in cooperation with DSS and others an Adult Day
Care Center in Central Orange. I
Goal #4:. To study the feasibility- of developing a single portal of entry for
accessing and administering county in-home care services for seniors.
Approved on November 19, 1998
by the Orange Co. Advisory Board on Aging
Florence Soltys, Chair
FNABgoals%doc
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Rti1 110 East King Street * Post Ofce Box 1177 *Hillsborough, North Carolina 27278
AN ,,T '"a romotlrti: the Arts of Orange County"
;7fEs6oroueh "
319- 732.8181 Ext2335
Chapel Hui
919. 967.9251 Ext2335
Durham
919. 688-7331 Ext2335
Email
jwhiWoco.omnge.no.us
91_0. 64
Fax
4.3008
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Orange County Commission for Women
Box 8181 • 110 North Churton Street • Hillsborough, NC 27278
November 24, 1998
Dear Orange County Commissioners:
You may recall that we sent a letter to you in September stating that we would seek a
meeting with you this fall regarding the concerns of the Orange County Commission for
Women. Subsequently we have formed the impression that you are aware of our
purposes and activities and are supportive of our efforts to serve the community. As a
result, we no longer feel the need to take up your time for a special meeting with us. We
would like, however, to have a dialogue with the county manager about the staffing needs
of the Commission for Women for. 1999-2000.
Our goals for the coming year are based upon the outcomes of the Orange County
Women's Agenda Assembly which convened on October 1,. 1998, and upon our own
observations and activities. The goals for 1999-2000 are as follows:
TO PROMOTE FURTHER MEASURES TO COMBAT VIOLENCE AGAINST
WOMEN IN ORANGE County:
The commission's Family Law Committee has already been addressing the issue of
domestic violence through educational workshops such as the-semi-annual family law
series. Also, plans are underway to present a professionally conducted Safe Skills
workshop in order to provide self defense skills for women in the county.
TO SUPPORT THE EFFORTS OF THE DEPARTMENT OF SOCIAL SERVICES TO
MEET THE NEEDS OF WOMEN AND CHILDREN IN ORANGE COUNTY:
The Committee for Women and Children has developed projects in conjunction with
Social Services leadership to supply volunteers for several aspects of Social Services.
Implementation of our plans begins in December, 1998.
TO SUPPORT VOLUNTEER EFFORTS BY BRINGING TOGETHER PROSPECTIVE
VOLUNTEERS WITH AGENCIES WHOSE GOALS PERTAIN TO THE WOMEN'S
AGENDA ASSEMBLY PRIORITY ISSUES:
This will be done by planning and implementing a county- wide volunteer/information
fair this spring.
TO ENCOURAGE AND INFORM ORANGE COUNTY ON HOW TO NETWORK
AND ADVOCATE FOR WOMEN'S ISSUES WITH OUR LEGISLATORS:
This will be accomplished by conducting an advocacy training in January, 1999, along
with an Advocacy Day, to be held February 2, 1999, when Women of Orange County
Will
attend the North Carolina Legislature to meet and network with their representatives.
We plan to continue our current activities and will add new ones as needs appear. We
appreciate the opportunity to work with you.
Sincerely- yours,
Martha Stodt Oxenfeldt
Chair, Orange County Commission for Women
goal.9899
ORANGE COUNTY
NORTH CAROLINA
PRESERVATION - PROGRESS - PEOPLE
Date: 12/10/98
To: Alice Gordon, Chair of the BOCC
Cc: John Link, County Manager
From: Orange County Economir, Development Commission
Jim Gibson, Chair
RE: BOARD OF COMMISSIONERS' GOAL SETTING RETREAT
The Economic Development Commission has identified the following as its top
priorities for 1998-99 fiscal year..
Finalizing and implementing the Orange County Small Business Loan Program;
Further developing the Economic Development Districts and attracting businesses to
them;
Capitalizing on economic opportunities associated with recycling and waste handling
and promoting re-use of materials;
Promoting local agriculture by supporting expansion and improvement of local
farmers' markets;
Enhancing relations with UNC-CH and realizing the development potential of
technology that comes from UNC-CH.
Thank you for the opportunity to provide input to the BOCC.
MC
DEC 1 4
ORANGE COUNTY ECONOMIC DEVELOPMENT COMMISSION
POST OFFICE BOX 1177 - HILLSBOROUGH, NORTH CAROLINA 27278
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ORANGE COUNTY
EMERGENCY MANAGEMENT
PO Box 8181
Hillsborough, NC 27278
Emergency Medical Services
Fire Marshal
Hazardous Materials Team
Disaster Response
9 -1 -1 Communications
Duz*WNormal Business Hours
919 - 968 -2050
919 - 644 -3030
24 Hour WamLV Point.
919 -933 -2600
919- 732 -8161
Business Fax Machine'
919 -968 -4066
24 HourlaxMachine:
919- 967 -9026
DIRECTOR
Nick Waters
ocem @co.orange.nc.us
DEPUTY DIRECTOR/FIRE MARSHAL
Mike Tapp
mtapp @co.orange.nc.us
DEPUTY DMECfOR/COMMUNICATIONS
Gwen Snowden
gsnowden @co.orange.nc.us
ADMINISTRATIVE ASSISTANT
Tammy Comar
i tcomar @co.orange.nc.us
}
November 24, 1998
Commissioner Margaret W. Brown, Chair
Orange County Board of Commissioners
PO Box 8181
Hillsborough, NC 27278
Re: Board of Commissioners' Goal Setting Retreat
Dear Ms. Brown,
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The Orange County Emergency Medical Services (EMS), Council reports no new
initiatives for the next fiscal year. Our top priorities will continue to be refining the
ongoing programs currently reflecting commendable emergency medical services to
the citizens of Orange County.
The Initial Response Vehicle (IRV) program as well as the "Welcome to the World"
project have received nationwide recognition and can very well become the standard
for other EMS agencies to follow. Ongoing plans to monitor the well being of our
elderly population and those with disabilities are progressing with positive results.
All but one of our fire departments are on line and functioning well as First
Responders. We are confident that Efland will participate when conditions permit.
The EMS Advisory Council has concerns about the staffing level of the IRV medics
and will be presenting this to you at Budget.
We appreciate both the support and participation of the County Commissioners and
look forward to another year of dedicated service to the citizens of Orange County.
Respectfully submitted,
R. H. Lockwood
Chair
Orange County EMS Advisory Council
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Jan 08 20 02:53p
FY 2000 Community Transportation Program (CTP) Grant Application
SECTION 7
Transportation Workplan
July 1,1999- June 30, 2000
SYSTEM GOAL 1: To prepare and complete a new Community Transportation
Service Plan: 2000 -2003
M
TASK 1: Evaluate the current transportation delivery system and project
transit needs.
RESPONSIBILITY: NCDOT Consultant/OPT Director/ CTSP Steering Committee
TARGET DATE: October 1, 1999
ACTUAL DATE: (ENTER ACTUAL DATE WHEN COMPLETED]
INDICATOR 1: The CTSP Steering Committee meet twice and review report.
INDICATOR 2: The CTSP Steering Committee make recommendations and approve report.
TASK 2:
Evaluate transportation service level and organizational structure.
RESPONSIBILITY:
NCDOT ConsultantlO+PT Director /CTSP Steering Committee
TARGET DATE:
November 11999
ACTUAL DATE.
[ENTER ACTUAL DATE WHEN COMPLETED]
INDICATOR 1:
The CTSP Steering Committee meet once and review report
INDICATOR 2:
The CTSP Steering Committee make recommendations and approve report
TASK 3:
Prepare the capital replacement/expansion schedule, budget funding
1
plan and implementation schedule
RESPONSIBILITY:
NCDOT consultant /OPT Director /CTSP Steering Committee
TARGET DATE:
December 1, 1999
ACTUAL DATE:
[ENTER ACTUAL DATE WHEN COMPLETED]
INDICATOR l:
The CTSP Steering Committee meet once and review report
INDICATOR 2:
The CTSP Steering Committee make recommendations and approve report
TASK 4: Review and recommend to the BOCC the final draft Community
Transportation Service Plan: 2000 -2003
RESPONSIBILITY: - December 1, 1999
ACTUAL DATE: [ENTER ACTUAL DATE WHEN COMPLETED]
INDICATOR 1: The CTSP Steering Committee review and recommend the CTSP to BOCC
INDICATOR 2. The BOCC review and approve the CTSP by January 1, 2000.
SYSTEM GOAL 2: Increase and improve OPT service to citizens of rural Orange County.
TASK l:
Expand a Town of Hillsborough public OPT route
RESPONSIBILITY:
OPT Director/ Operations Supervisor
TARGET DATE:
January 1, 2000
ACTUAL DATE:
[ENTER ACTUAL DATE WHEN COMPLETED]
INDICATOR 1:
Preparation and distribute 500. Hillsborough Route Schedules
INDICATOR 2:
Installing a minimum of five additional bus stop signs in Town
APPT Tf ATTM wrrww_ vm
Jan 00 20 02:54p
FY 2000 Community Transportation Program (CTP) Grant Application
SECTION 7
TASK 2: Expand the Senior Citizens southern Orange OPT route
RESPONSIBILITY: OPT Director /Operations Supervisor
TARGET DATE: September 19, 1999
ACTUAL DATE: [ENTER ACTUAL DATE WHEN COMPLETED]
INDICATOR 1. Increase of 20% in route participation by Jan., 20M
INDICATOR 2: Increase of 50% in route participation by June, 2000
SYSTEM GOAL 3: Maximize use of available community transportation resources
TASK 1:
RESPONSIBILITY:
TARGET DATE:
ACTUAL DATE:
INDICATOR 1:
INDICATOR 2:
TASK 2:
RESPONSIBILITY:
TARGET DATE:
ACTUAL DATE:
INDICATOR 1:
INDICATOR 2:
Employ a full time mobility manager to arrange individual
employment/human service transportation plans with clients
OPT Operations Supervisor / Mobility Manager
September 1, 1999
[ENTER ACTUAL DATE WHEN COMPLETED]
150 clients assisted by June, 2000
50 individual transportation plans arranged with clients by June, 2000
Create a new referral service and tracking system
OPT Operations Supervisor/Mobility Manager
January, 2000
[ENTER ACTUAL DATE WHEN COMPLETED]
All staff trained on referral /tracking procedure
All transportation referrals documented and 25% follow -up by June, 2000
SYSTEM GOAL 4: To improve the OPT's Community visibility as a central
information resource.
TASK 1: To develop for the Orange County's internet web page the
OPT Transportation Program
RESPONSIBILITY: OPT Director / IS Consultant
TARGET DATE: September 1, 1999.
ACTUAL DATE: [ENTER ACTUAL DATE WHEN COMPLETED]
INDICATOR 1: Have the transportation web page on line by October, 1999
INDICATOR 2: [Have 300 client inquries on web page by June, 2000.
TASK 2: Hold two public forums in partnership with other transit providers.
RESPONSIBILITY: OPT Director
TARGET DATE: June, 20M
ACTUAL DATE: [ENTER ACTUAL DATE WHEN COMPLETED]
INDICATOR 1: Have participation by all public transit providers at
INDICATOR 2: Have a minimum of 30 participants at each forum
APPi 3f ATInN wrnryT pTn
M
Jan 08 20 02:54p
FY 2000 Community Transportation Program (CTp) Grant Application
SECTION 7
SYSTEM GOAL 5: To improve the effectiveness/ efficiency of the OPT for handling
non- emergency medical requests.
TASK 1:
]Develop an operational protocol between OPT and ]EMS for
handling the transport and payment of non - emergency medical
requests during business hours and after hours.
RESPONSIBILITY:
OPT Director and EMS Director
TARGET DATE:
October 1, 1999
ACTUAL DATE:
[ENTER ACTUAL DATE WHEN COMPLE TED]
INDICATOR 1:
Protocol reviewed and approved by Transportation and EMS
Advisory Boards by Nov., 1999
INDICATOR 2:
Protocol submitted and approved by the BOCC by Dec. 1999
TASK 2:
hold meeting with local nursing and rest homes to distribute and
review the approved protocol for non - emergency medical transportation
RESPONSIBILITY:
OPT Director and EMS Director
TARGET DATE:
March, 2000
ACTUAL DATE:
[ENTER ACTUAL ]DATE WHEN COMPLETED]
INDICATOR 1:
Print 100 copies and make available the approved non - emergency
transportation protocol by Jan., 20M
INDICATOR 2:
Have 50% of facility operators at meeting
APPT .Tf AT0W mrnnT_p Tn
p.4
DATE: January 13, 1999
SUBJECT: Human Relation Commission Goal
FROM: Kathy Baker, Deputy Clerk to the Board of Commissioners
TO: I Board of Commissioners
The attached letter from Eileen Kugler, Chair of the Human Relation
Commission, is a replacement page for the 1999 Boards and Commissions
Goals which were delivered to you yesterday in your packet.
untp o�
5 ° ®e
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17 ra 52
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e
NUMAWRELATIONS COMMISS10i
ORANGE COUNTY
NORTH i O
►ecember 18, 1998
►r. Alice M. Gordon, Chain
►range County COMMISsionerS
.0. Box 8181
00 S. Cameron Street
Gllsborough, NC 27278
r Dr. Gordon:
letter is in response to the Commissioners' request of October 1, 1998 for the top priorities of the
tge County Human Relations Commission for FY 99 -2000. Our top two priorities are as follows:
To continue to focus on the enforcement of the Orange County Civil Rights Ordinance and to increase
the responsiveness of the Department of Human Rights and Relations to the increasing number of
co xplaints;
To further develop the Human Relations Commission's education and advocacy roles with particular
emphasis on Hispanic /Latino issues and raising community awareness about the Ordinance.
The memo from Ms. Margaret Brown also asked for suggestions on how these goals might be
accomplished. Central to the achievement of these priorities is adequate sWftg. This need was
identified prior to the departure of the previous permanent director and continues to be a pressing need,
The Human Relations Commission respectfully requests that the County Commissioners consider
increasing the staff of the Department of Hunan Rights and Relations in the next budget cycle. More
detailed information regarding staTng needs and new positions will be submitted with the Department's
FY 99 -2000 budget request.
Thank you for the opportunity to provide you with this information. We look forward to continuing to
work with you on improving human relations in Orange County thereby enhancing the quality of life for
all our citizens,
Very truly yours,
� K,
Eileen C. bugler, Chair
Orange County Human Relations Commission
110 SOUTH CHURTON STREET, HILLSBOROUGH, FORTH CAROLINA 27278
cw V. nAn CAA '4nAQ
Town of Chapel Hill Fax :919- 967 =8406 Jan 13 '99 12 :31 P.03E04
A RESOLUTION REQUESTING PUBLIC COMMENT AND OPPOSING ANY
TROPOSED EXPANSION OF HIGH LEVEL RADIOACTIVE WASTE STORAGE
FACILITIES E • O POWER
(99-1-II/R-6)
WHEREAS, the Co- uicil understands that Carolina Power & Light has plans for the expansion of
the high level radioactive waste storage facilities at the Shearon Harris Nuclear Power Plant in
Wake County; and
WHEREAS, the Council understands that there are risks inherent with the doubling of the
storage capacity of the temporary storage pools for the high level radioactive waste for the
purpose of long term storage of high :level radioactive waste, not only from the Shearon Hams
plant, but also from two other nuclear. power plants from elsewhere in North and South Carolina.;
and
WHEREAS, the Council has concerns about the plans to expand the waste storage capacity at the
Shearon Harris facility and the lack of public input into the approval process for those; and
WHEREAS, the Council believes that communities should consider alternative forms of energy
production that are safer for the environment;
NOW, THEREFORE, BE IT RESOLVED by the Council of the Town of Chapel Hill that the
Council requests that the North Carolina Department of Environment and Natural Resources and
the Nuclear Regulatory Commission conduct public hearings in which Carolina Power & Light
and appropriate regulatory staff
1) explain the plans to expand the- storage facilities for high level radioactive waste at the
Shearon Harris Nuclear Power Plant;
2) outline the risks, or lack thereof, and explain the risk assessment methodology employed to
develop risk projections related to the use of facilities designed for short term storage of high
level radioactive wastes for long term storage;
3) outline the risks, or lack thereof, and explain -the risk assessment methodology employed to
develop risk projections associated with the transportation and handling of materials from
other distant nuclear power generating facilities;
4) accept and consider public comments relative to support for or opposition to operating or
examining such a facility in this area;
5) explain why transporting spent fuel rods - is * safer than a semi permanent storage (that is,
"swimming pool" storage) onto their site of use, as transporting them increases risks;
6) explain why transporting spent fuel rods from two regions of relatively low population
density (South Carolina and Brunswick County, NC) to an area of much higher population
density (Wake County) minimizes the overall risk to people; and
7) requests that the Chapel Hill Town Council be included in discussions with Carolina Power
and Light and the - Orange County Commissioners, and that these questions be answered in a
public forum.'
Town of Chapel Hill Fax:919- 967 -8406 Jan 13 '99 12:31 P.04/04
BE IT FURTHER RESOLVED that the Council opposes any proposed expansion of high level
radioactive waste storage facilities at CP &L's Shearon Harris Nuclear Power Plant.
This the 11 th day of January, 1999.