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HomeMy WebLinkAboutAgenda - 06-10-2010 - 2ORANGE COUNTY BOARD OF COMMISSIONERS ACTION AGENDA ITEM ABSTRACT Meeting Date: June 10, 2010 Action Agenda Item No._ SUBJECT: Boards and Commissions- Continued Discussion by Board of Commissioners DEPARTMENT: County Commissioners PUBLIC HEARING: (Y /N) No ATTACHMENT(S): YES — Under separate cover INFORMATION CONTACT: Donna S. Baker, ext 2130 PURPOSE: To continue Board discussion in the boards and commissions evaluation process. BACKGROUND: The Board of Commissioners has met in two mini - retreat sessions and two work sessions to review their boards and commissions process and to evaluate the options available for restructuring this process and their boards and commissions. The Board opted to finish reviewing the Manager's recommendations listing before the summer break. Boards discussed On March 4th (follow up information attached) • Advisory Board on Aging ( pages 3 -8) • Affordable Housing Advisory Board (HOME Program Review Committee; Housing Bond Program /Project Review and Selection Committee; Orange County Housing Authority; and Community Home Trust) ( pages 9 -10) • Arts Commission (pages 12 -15) • Chapel Hill /Orange County Visitors Bureau ( pages 16 -18, with addT commentary on page 14 -15) • Efland- Mebane SAP Implementation Focus Group (page 23) • Orange Unified Transportation Board / Transportation Services Board (pages 27 -31, 34) Boards discussed on March 4th (more discussion /follow up needed) • Commission for Women (pages 20 -21) • Economic Development Commission (pages 22 -23 - work session scheduled for August 19th) • Information Technology Advisory Committee (page 26) • Personnel Hearing Board (pages 32 -33) Boards to be discussed: • Animal Services Advisory Board ( page 11) • Commission for the Environment (page 19) • Human Relations Commission (page 24) • Human Services Advisory Commission (page 25) a • Recreation and Parks Advisory Council (page 33) • Sportsplex Community Advisory Committee (page 34) FINANCIAL IMPACT: Management will review the financial impacts of the reorganization of the boards and commissions process when completed, and will offer suggestions /options. RECOMMENDATION(S): The Board will continue their discussion in the boards and commissions evaluation process and provide comments and direction to staff. 1 Internal Advisory Manager's Recommendations Staff Comments BoardslCommissions Advisory Board on Aging Consider whether this Advisory Board should remain as it is ' Comparative Functional-Structural Analysis currently constituted; be modified;or phased out of operation Orange Co Advisory Board on Aging and Friends of the with its role assigned to the non-profit organizations currently in ' Senior existence. ' O.C.Aging Advisory Friends of the It is the Manager's understanding there may be two separately Board on A in Senior Centers incorporated non-profits(one associated with each Senior Creation Chapel Hill Center in the County). As such it'may'be appropriate for Elements Friends-1990 these two organizations to assume an advocacy role now Date September, Central Orange assigned to the Advisory Board on Aging. A review may show 'Established: 1980 Friends-1998 that individuals involved with the county's Advisory Board on 'Legal Yes_No X Aging are also actively involved in the other two organizations. Requirement: Yes_No X State Statute_ A goal of shifting this role as suggested could be to streamline State Statute_ BOCC_ Other X consideration of issues important to senior citizens. Source of Specify:Advisory, Authority: BOCC X supportive of a . Other_ specific center, Specify: non-profit 501(c)3 BOCC options: Advisory,created Dissolve NA by County Merge NA Expand Ordinance NIA Dissolve X Merge X Ex and X Functional Scope-Broad Scope-Narrow �'Elements planning, planning, 1. Mission advocacy and advocacy,funding coordination. —Bylaws state: Ordinance:to "support the "provide a development and comprehensive& full use of senior integrated center." approach to the - delivery of senior services" w Internal Advisory Manager's Recommendations Staff Comments BoardslCommissions 2.Target All oider adults All older adults Service 55+regardless of 55+served at and � Population setting: home, benefited by the LTC facilities, Sr. Sr. Centers Ctrs 3. Duties • Serve as a • Serve in ' liaison between advisory capacity residents and to Dept.on Aging BOCC; on center • Provide programs; advice& • Stimulate public recommendations interest in the to Dept.on Aging centers; and BOCC in • Recruit center policy, budget, volunteers; senrices,and . Advocate for funding; needed • Serve as local programslservices; citizens'group . Raise funds to required to support Senior receive federal Center programs; grants such as . Work to HCCBG, RSVP, supplement the Sr. Centers; efforts of the Dept. • Plan,develop on Aging. and monitor a County Aging Plan required by � State for funding; • Advocate for � Internal Advisory Manager's Recommendations Staff Comments BoardslCommissions needed services regardless of auspices(review outside agencies appiications) Structural Total 13 mbrs/ Sevmour Friends- Elements Serve 2 three-yr Total 20 Directors 1. Membership: terms: 1 Aging Brd rep. & • 12 citizen 1 Rec/Park Brd Sizelcomposition appointments rep. • 7 seniors Central Oranae 60+,8 At- Friends-Total 22 Large, 2 Dirs. Chapel Hill, 1 1 Aging Brd rep.& Carrboro, 1 1 Rec/Park Brd Hillsborough, rep. with diversity of Both Membership race,gender, Orqanizations geography • Require dues • Nominations • No geography, submitted to race, gender, BOCC for age approval requirements • 1 BOCC re resentative 2. Meeting Monthly,second Both Friends meet schedule/ Tuesday, 3:30 monthly, requirements pm, rotate (day/time)at their between Senior respective Senior Centers Centers only. cn internal Advisory Manager's Recommendations Staff Comments BoardslCommissions 3. Reporting To BOCC and To Dept.on Aging responsibilities Dept.on Aging and specific Senior Center staff with whom it is associated 4. Staffing by: Dept.on Aging Senior Center staff ' Support and Director as supports Friends' Training secretary and efforts. � support,training and orientation 5. Conditions for If BOCC Friends are dissolve or dissolved or independent, merger merged the Aging private non-profit Board&still groups. BOCC wanted to receive could not dissolve, fedlstate funds, merge with Aging new board would Board or expand require seniors to its purpose without perform the their approvaL functions above to remain eli ible. ' Comparative Functional•Structural Analysis Study of Orange County Advisory Board on Aging and the Friends of the Senior Centers rn Internal Advisory Manager's Recommendations Staff Comments BoardslCommissions Advantaaes of Meraer(Efficiency and Effectiveness factors : 1. None--The mission,duties,target populations and membership composition of the Aging Advisory Board and the Friends of the Senior Centers are completely and distinctly different in advocating and supporting an improved quality of life for older residents. Disadvantaaes of Merqer(Efficiency and Effectiveness factors : 1. Each Friends'group has a Senior Center service focus and covers only part of the County's older adults. 2. Since the Friends'groups are private and not publicly appointed boards,the BOCC�has no control over their size, composition or operation. 3. Having the Friends'groups assume the Aging Advisory Board's broad,county-wide focus of senior issues and needs regardless of setting would be difficult, if not impossible,to accomplish with two different Friends'groups. 4.Without the Aging Advisory Board,the two Friends'groups would have to review and approve funding grants that cover the entire county,contrary to their respective missions. 5. Dissolving or merging the Aging Board with another board ', would reduce the County's public commitment to serving older �i adults in a comprehensive and integrated county-wide approach. � Internal Advisory Manager's Recommendations Staff Comments BoardslCommissions Recommendations: The Orange County Advisory Board on Aging with Friends of the Senior Centers representatives met on May 11,2010 and reviewed the function and structure of both groups.They did �nof approve the County Manager's recommendation to dissolve the Aging Advisory Board and mergel transfer its role to the two private non-profit Friends of the Senior Centers organization.Their recommendation reinforces their j belief in a strong public commitment embodied by the existing County Aging Advisory Board that comprehensively addresses the aging issues of Orange County's largest and fastest growing population,projected to doubled in 18 years to over 41,000 residents over 60 years of age. Instead,the Orange County Advisory Board on Aging approved the following recommendation: 1. The BOCC should consider enlarging the Aging Advisory Board to 1�-18 members(from current 12 members)in order to more efficiently and effectively carry out the year-round board's purposes,to encompass new roles/responsibilities and to facilitate the operation of two permanent committees:planninglcoordination and legislative/advocacy. Friends of the Senior Centers representatives would continue to attend the Aging Advisory Board's monthly meetings to report and keep them informed of senior center issues and activities. � Internal Advisory Manager's Recommendations Staff Comments BoardslCommissions -Affordable Housing These five separate Citizen Advisory Boards deal with similar 1.',The HOME Review Committee is an intemal committee Advisory Board related issues. Study and consideration could be given to(1) with one BOCC member that meets quarterly and is required merging, or reassigning related tasks to one group or another; according to our HOME Program Consortium agreement with -HOME Program Review (2)dissolving one or more of these groups,allowing the tasks the towns. This committee has no citizen members and thus Committee performed and responsibilities to be assumed by another; (3) should not be on the list as an advisory board. � creating a non-profit entity or stand alone governmental -Housing Bond agency;contacting with it for the services rendered by one or 2. The Housing Bond Project Review and Selection ProgramlProject Review more of these groups;or finally(4)determine if overlap exists Committee is also an internal committee with one BOCC and Selection Committee and reduce or eliminate it, streamlining processes and member, local staff members,and a couple of inembers from activities. the Affordable Housing Advisory Board. This committee only -Orange County Housing meets when we have bond funds to allocate to outside Authority organizations. We only have residual money now from incomplete projects and the Affordable Housing Advisory -Community Home Trust Board has been discussing a recommendation for the expenditure of those funds. Again,this committee should not be considered an advisory board but rather an internal working board. � 3: The bylaws of the local non-profit organization, Community HOME Trust provide for a seat on its Board of Directors for the three towns and the County. That spot is normally filled by a BOCC member or its designee. Again,this organization should not be considered an advisory board. 4. After much discussion and preparation,the Orange County Housing Authority was established in June 2009 as the "managing"entity of the Orange County Housing Authority. ', Pnor to this time,the BOCC acted in that capacity. The elimination of this board would require the BOCC to resume the responsibility of acting as the board to the housing authority. c� Internal Advisory Manager's Recommendations Staff Comments BoardslCommissions 5: Staff has been in conversation with the Affordabie Housing . Advisory Board about the BOCC interest in reducing the number I of advisory committees and we are now discussing a possible �, consolidation of this committee with the Orange County Housing Authority. However,this may be a challenge since state statue restrict the number of people on a housing authority board. Staff will be talking more about this staff wiil keep Manager updated (4/10) � 0 Animal Services Advisory Consider whether existing non-profits focused on animal care Board and welfare can provide expertise and input supplanting a formalized Advisory Board. It may be that relationships between the county and various non- profit animal welfare groups already exist to the extent that the Animal Services Advisory Board duplicates in action and membership intended efforts. Manager has not explored these ' elements to have a firm opinion at this time. � ', � � Arts Commission Spin this organization off as an independent non-profit. It is it is proposed that The Orange County Arts Commission unusual that a county have a formal'Arts Commission' and staff move under the Chapel HiIl/Orange County Visitor's Bureau as a government function. for several strategic reasons including: Support for the Arts is of real benefit from a cultural and The arts commission can and should be funded by occupancy economic development perspective. This organization may be tax dollars since so much of Orange County's sell to tourists is better served outside the realm of the county's organizational arts-related, i.e., pe�forming,visual and literary arts as well as structure as an independent entity. musical and culinary arts. The county should continue financial support but no longer staff a Under the visitors bureau, and by using occupancy tax funds position. collected by the county,the arts commission will largely continue to operate in its current capacity, including having the arts commission executive director moving to the visitors bureau;the county continue its role as the pass-through agency for state arts commission grants; and the county allocating funds to the a�ts commission as part of its commitment to area arts and artists. However, like most county departments, programming for the arts, and the visitor's bureau,will be reduced by 15%to meet the budget gap.Aside from this reduction, programming will stay the same. With the arts commission positioned under the visitor's bureau,the following benefits will be reaped: The arts commission will have a permanent presence in the County's Bentley Building,which is on Franklin Street, strategically located near many of the grant recipients. The arts commission will have greater access to the visitor's bureau marketing expertise, including technology,social marketing,journalistic and graphics specialists. The arts commission will retain its adviso board—local arts � N professionals who award grants twice a year—and will now have the flexibility of ineeting at the visitors bureau conference facilities after-hours. The physical space of the visitor's bureau lends itself well to an arts commission. In addition to available office space,the facility is filled with materials from local artists, including sculptures, books, pottery, pastel art and textile design—all from local artists. These works of art are hugely popular with visitors. The visitor's bureau has worked hand-in-hand with local arts initiatives. They have created ads, brochures and news articles about Orange County artists. They have commissioned local authors to write stories about Orange County. The visitor's bureau helped to provide early marketing assistance to FRANK,the arts collective on Franklin Street that met at the visitor's bureau 12-months prior to its opening. • The Visitors Bureau takes an active role in area heritage projects under consideration, literary festivals,and performing arts promotions. The Bureau takes travel agents,travei writers and meeting planners to the Orange County Historical Museum, Burwell School, Chapel Hill Museum,Ackland and other arts' resources in the area in order to sell them on btinging business to Orange County. The united visitors bureau and arts commission will focus on combining arts and crafts, music and other diverse cultural activities and blending these with history based activities in , Orange County in order to position Orange County as a hot- ' bed of creativity. The historic background of Orange County,the natural setting of the area's uni ue lace in histo and its investment in the � w cultural environment of art and craft are important resources of Orange County, NC. Combing the Visitors Bureau with the Orange County Arts Commission positions these cultural resources and this special landscape within North Carolina. It is my hope that the combined effort of these two agencies will help.advance Orange County's economic agenda through development of a future music,food, art festival that appeal to tourists and residents and turns the spotlight on local art. Further, it is my hope that through the energies of the tourism I' and arts commission director,the agency can help transform empty storefronts into showcases for the arts,culture, and perhaps even business incubation. The budget impact on the visitor's bureau is that$100,000 of their budget will be diverted to arts. The impact on this is a reduction in sales force and possible reduction in a Washington DC sales effort that focuses on bringing association meetings to Chapel Hill. Visitors Bureau Objectives • Increase the amount of spending in Orange County by ' visitors each year. . Provide information to Orange County visitors six days a week at the Visitors Center. • Increase number of conference and meeting bookings initiated by the Bureau. • Increase the number of sales leads distributed to hotels and meeting facilities. , • Increase attraction,welcome center and tour visitations. • Provide promotional assistance to local organizations. • Increase the number of visitor-related media stories ublished about Oran e Count . � � • ' Expand the Bureau's web site, social marketing sites and electronic initiatives • Expand the media plan for targeted advertisements year- ' round. Orange CountyArts Commission Objectives • Support artists by funding projects pivotal to the advancement of their careers as artists and Orange County as an arts destination. • Host artists'salons,consisting of workshops with ', subjects such as how to increase oniine presence through digital arts. •' Support of an Arts Incubation program which strives to create successfuf local nonprofit arts organizations by offering up to 3-years of financial support. • Participation and coordination of a Congressional High School Arts Competition, a national competition, sponsored by members of the US Congress in their ' districts. • Co-sponsorship of the Piedmont l.aureate program which promotes awareness for excellence in the literary arts. • Public Arts program facilitation • Arts Directory production _ • Newsletter production • OCAC grants coordination � �, Chapel HiIllOrange Spin this organization off as provided under NC General Statutes Discussion from March 4�h work session County Visitors Bureau into a separately functioning incorporated entity. Commissioner Jacobs said that the County Commissioners should pose to the bureau the question of whether it is not There are two separate local hotel/motel taxes(Town and time for the Visitors Bureau to conside�being an autonomous County)authorized and currently collected in Orange County. entity and the pros and cons of that. The County levy is used wholly for the operation and support of promoting Tourism in Orange County. The Town of Chapel Hill Frank Clifton said that he made this recommendation uses a separate levy for other purposes. because there are two separate hotellmotel taxes authorized and collected in Orange County. One goes to promote Reorganize the current Tourism Board and spin it off within the hotel/motel tourism and the other one goes to support parameters of the law. It would no longer function as a county recreational services. He suggested partnering with the other department nor would its staff be county employees. This can be entity that has a hotellmotel tax(Chapel Hill)and equally an effective approach to promoting tourism and gain more private sharing the costs of promotion. sector involvement and support. Commissioner Nelson said that this issue of Chapel Hill keeping part of these taxes for other purposes is pretty significant. He suggested sending a letter to the Town Council asking them to designate 100%of those funds for tourism. Commissioner Jacobs said that the Visitor's Bureau is one of the most successful economic engines that the County has and it is a very engaged group. � 'A motion was made by Commissioner Nelson,seconded by Commissioner Pelissier to ask the Chair to send a letter to the Chapel Hill Town Council regarding the hotellmotel tax allocation. VOTE: UNANIMOUS This letter has been sent. 'Commissioner Hemminger asked about Carrboro and Commissioner Nelson said that it has enabling legislation for a hotellmotel tax. She su ested talkin to the Ma ors about � rn this. Commissioner Jacobs said to send a letter within the context of'this discussion. Chair Foushee suggested waiting until Carrboro has a hotel before approaching the Mayor about the allocation of taxes. Frank Clifton explained how the taxes are collected for hotels and motels. Commissioner Gordon said that the letter should be phrased within the context of the Chapel HiIl/Orange County Visitor's Bureau discussion and the pros and cons of this allocation procedure. Frank Clifton said that Orange County is using all of the ' Visitor Bureau's tax to promote Chapel HiIllOrange County/CarrborolHillsborough tourism. The Town of Chapei Hill is collecting roughly the same amount as Orange County and is providing significantly less to p�omotion. If it is a governmental function,then Orange County should take advantage of that and maybe use some of it for other functions such as recreational facilities. Chair Foushee said that she would craft a letter for review by the Board of County Commissioners members. It can be amended if it does not capture what should be said. Basically,the County puts forward about$900,000 as opposed to$250,000 that Chapel Hill contributes of the same tax collection. This is the issue. Commissioner Nelson said that Chapel Hill is aware of this because the Visitors Bureau talks about it every budget year. A motion was made by Commissioner Jacobs, seconded by Commissioner Hemminger,to solicit from the Visitors Bureau a res onse to the Coun 's inclination to s in off as an � J independent entity and to tell the pros and cons. VOTE: UNANIMOUS � � Commission for the Consider expanding the role of this Advisory Board in areas of Environment related impact or associated concern as the need or issues arise. The Climate Change Committee(Air Quality Advisory Committee)is an example of an issue that could be a sub- committee of the Commission for the Environment that focused on a set of issues in detaiL ' The staff for the Commission for the Environment has been involved in pursuit of land banking and park site locations. Reorganization proposals for the 2010-11 budget will focus upon establishing a direct relationship between Parks and Recreation functions and the Environment and Resou�ces Consenration Department. ' It may be appropriate to study the role of the Commission for the Environment,considering a more inclusive title change for this Advisory Board. , � cn Commission for Women Sunset this Advisory Board as an active function. Qiscussion from March 4�work session: Commissioner Gordon said that she is not ready to disband Its primary responsibilities can be assigned to a re-configured the Commission for Women as Iong as women make Human Rights and Relations function. (Re-organization related something like 70%of what men make and have other to Human Rights and Relations noted next.) disadvantages. She wants to continue this as a function. There can be better ways of doing things, but she does not I, Activities with supporting county involvement promoting women's want to disband it. , initiatives can be established via the local non-profit"The ' Women's Center"by a formalized partnership for better Commissioner Hemminger asked if it could be folded into the coordination of effort. Human Rights and Relations function. Commissioner Nelson said that he has been liaison to both of these groups and they like that idea better than going with a non-profit. He thinks that it could be a good fit. Commissioner Pelissier said that the County Commissioners should explore from both boards and see how they could merge and complement each other. Frank Clifton said that when boards are merging then people should forget the titles and pay more attention to the people that are appointed. The big issue is not focusing on one segment of society and looking at a broader segment of society. Commissioner Pelissier said that she is concerned about advisory boards that render services and that this sets a precedent. She was speaking about"Girl Talk." Commissioner Nelson said that the Commission for Women should hear this question. He said that the whole vision is to get something started and then to spin it off. They are doing a couple of pilot programs in some schools. He said that the kids love it and the response from parents is good. The hope is for the schools to take it over. There has not been much activity lately in the Commission for Women, but now they are turning it around. N O Commissioner Gordon said that, if there were a merger,then the title should change to symbolize that it is a new group and that the Commission for Women was not sunset. Cpmmissioner Hemminger asked that the current members of the Commission for Women would be allowed to fulfill their terms on the new commission. The Board agreed to explore a possible merger of fhis with HRC after hearing fhe pros and cons of it, I � N �.a Economic Development It is suggested that the Orange County EDC and related There will be a BOCC work session on Augusf 19�h to argue Commission functions within the Towns study formation of a comprehensive Economic Development. county-wide organization. Discussion from March 4th work session I am not fully aware of how the Towns of Chapel Hill and ' Economic Development Commission: Carrboro presently function or how the County's Advisory Board Frank Clifton said that there are several functions like this in interfaces with its counterparts for the Towns. If gaps exist then the County that talk but do not collaborate, facilitating economic development discussions among these groups would be important. Commissioner Yuhasz said that he is concerned that without a strong County presence,there will not be economic Closer relationships and a comprehensive approach to citizen development in the County. He would hope that the Orange ', advisory board participation between the Towns and County County Economic Development Commission wou�d not be ' could provide more collaboration. Economic development within subsumed by Chapel Hill or Carrboro. the Towns is economic development within Orange County. ' Frank Clifton said that there needs to be a stronger The County should continue enhancing the three separate partnership with the other entities. economic development districts it has created. Relationships °. with Mebane, Durham and Hillsborough remain important to Commissioner Jacobs said that this is another one of those success in those three districts. An Advisory Board with buy-in areas where the County is self-defeating. There are four among the Towns could have a positive impact county-wide. economic development groups in Orange County. He said that the first step is to bring all the parties together to discuss Clients(customers seeking site or facility location assistance) why it is not a functional system because he does not know if should be a high priority for cooperation among the Towns and Orange County's EDC even knows what its role is. He County. suggested bnnging in UNC also. Chair Foushee said that basically this is about further study as to how to make what Orange County has more viable and to bring together all parties together to establish the roles. She said that an annual work plan could address a lot of these issues. She said that Durham Tech is a great resource. Frank Clifton said that they have had these discussions and people recognize that Orange County has weaknesses. Commissioner Yuhasz asked who would start this process and Commissioner Jacobs said that it could be brought up at an Assembl of Govemments meetin . Also,the Mana ers N N could be directed to discuss it. Another option would be to suggest a steering committee to develop a plan. The Orange County Economic Development Director would make that suggestion. Efland-Mebane SAP Sunset this Advisory Board as now configured. It can be Implementation Focus reconstituted if need arises in the future. Group N W I Human Relations Reconfigure this Advisory Board within oversight by the County's �� � Commission Community Development Department. ' Organizationally, it is my intention that the Human Rights and Relations function will be supervised by the County's Community Development Director. A reconfigured Advisory Board encompassing the initiatives of both the Women's Commission and the Human Rights and Retations functions can be established as needed based after further study. (There may be ' an independent non-profit organization existing within Orange County that offers an opportunity for partnership ensuring a more independent approach to this function. If so,the county can establish a contract relationship with funding support.) _ N -P Human Services Advisory Sunset this group's existing structure and create a joint work Commission group under the oversight of the Board of Public Health and Social Services Board. This group is currently responsible for soliciting, receiving and reviewing the requests of'outside'agencies and non-profits for county funding assistance; ultimately making a recommendation to the County Commissioners at each budget cycle. ' The distribution of county funding to external agencies and groups ultimately is a responsibility of the County Commission ' subject to annual budget decisions. The current group has made effort to thoroughly evaluate the requests it receives and thoughtfully make recommendations. However, lack of , interconnect with existing county programs managed by the Departments of Health, Social Services and Aging may exist within current parameters of how this process is handled. A more defined process with input via the two or three county departments dealing directly with'safety-net'services could be employed. Budget constraints will continue to impact available ' funding. A formalized method of monitoring and evaluating how county ' funding is used by external agencies can be constructed to reduce opportunities for misuse. N C)'1 Information Technology Sunset this Advisory Board as a direct invoivement in county Discussion from March 4th work session: Advisory Committee administrative matters. Commissioner Yuhasz said that he had the ITAC discuss the It may have a role as a sub-committee within the County's possibility of the sunset of this committee and the focus has Economic Development Commission focused on enhancing been to a large degree on technical things. He thinks that privately owned infrastructure as it applies to the generai public there should be a broader viewpoint on what information and business sector need and uses. technology is and what it can bring to the County. He thinks that the committee recognizes that it needs to provide advice along those lines. There is a need for information technology advice. He said that the members do not really know their charge or the history of the committee. Commissioner Gordon said that the County created this committee to help provide expertise in information technology because, back when the committee was created a number of years ago,the County had not yet hired staff with all the necessary expertise. Commissioner Jacobs said that he strongly agrees with Commissioner Yuhasz and that this committee should focus on emerging technologies. He also thinks that there should be some association with the Economic Development function -either a subcommittee or joint meetings periodically with the EDC. Commissioner Yuhasz said that this committee is interested in continuing, but it needs more focus. Commissioner Gordon spoke in support of the emerging technologies focus. Commissioner Pelissier said that the question is where this group belongs since the IT Director is focused on internal technology functions. She suggested that it might belong more under Economic Develo ment. N � Orange County Housing See comments underAffordable Housing Advisory Board Authori Orange Unified It is suggested that effort be pursued to merge the purpose of ' FROM JERRY PASSMORE/DEPT ON AGING Transportation Board 1 these two Advisory Boards—OUTBoard and Transportation Transportation Services Services Board-into one advisory board. The mission of the Comparative Functional-Structural Analysis Board broader of the two reflects the interest of the other. Orange Co Transportation Services Board and the Orange Unified Transportation Board Merger Study ' TSB OUTBoard Creation 'Elements March, 1992 'Date Yes No X Yes No X Established: State Statute State Statute Legal BOCC X BOCC X 'Requirement: Specify: Specify:Advisory Source of Advisory, but Authority: DOT requires TAB for transit operations BOCC options: Dissolve X Dissolve X Merge Merge X Expand X Expand X X Functional Scope-Transit Scope-Broad Elements Operations& Transit Planning- 1. Mission planning no transit system 1.Advisory to operations Orange Public 1.Advisory to Transit BOCC on all major operations and transit issues BOCC to regardless of promote modes transportation services N �J 2.Target Service 1. Special 1.All residents and Population Needs Pop., but non-residents expanded to all transit movement general public residents 3. Duties Serve as a Serve as liaison liaison between between residents residents to to BOCC, BOCC, recommend overall recommend transit pianning, policy on pnoritize comprehensive, roadways, review cost effective the transit transit for human component in service Comprehensive agencies, assist Plan, recommend public/voluntary statelfed.Transit agencies, legislation, developlupdate innovative a Community techniques to Transit improve improvement e�ciencylcapacity Plan(CTIP)for of existing and required future fed./state transportation fundin s stems Structural Total 17 mbrs- Total 16 mbrs- Elements serve 2-three yr serve 2-three yr 1. Membership: terms terms 10 agency 7 Township 'Size/composition appts-DSS, representatives EMS, EDC Special reps-EDC, Aging, Health, Planning, Orange Planning, R&P, Public Transit OE, OPC Mental (OPT), Health, Environment, N � Hillsborough Bicycle Transit 5-At-large Advocate, citizens-priority Pedestrian areas, ' 2-One BOCC, one Co. Mgr Office Plus Org. Reps (non voting)- DTCC, ESC, CHTransit,TTA 2. Meeting Bi-monthly, Day Monthly, Evening, schedule/ time, 1-2:30 pm 7-9 p.m.,third ' re uirements Wed. 3.Reporting To OPT,division To BOCC, responsibilities of Dept.on Planning Dept, Aging To BOCC 4. Staffing by: Dept.on Aging Planning Dept- Support Director as Sec. Transportation Training and for support Planner and training functions 5. Conditions for According to No Conditions for Merger NCDOT, TAB merger merged to a new board should ' include tlifect participation or representatives in the following ' areas: minority, low income, disabled,elderly, transit user,and em lo er N CD . _ I , Comparative Functional-Structural Analysis Merger Study of O.C.Transportation Services Board&Orange Unified Transportation Board Advantaqes of Merger(Efficiencv and Effectiveness factors : 1.' Orange County Transportation Services Board (TSB) scope could be included under the OUT Board's broad scope creating a improved decisions in looking at public transit route operations with other modes such as highwaylthoroughfare development, park ride planning, bicycle and pedestrian alternatives. 2. Centralizes staff support to new merged boards, Transportation Planner and OPT Manager would jointly prepare the monthly agenda or the board. Disadvantaaes of Merqer(Efficiencv and Effectiveness factors : 1. Potential loss of a focus on daily bus operational issues. 2. Potential loss of focus on special populations'transit issues and needs. Recommendations: To overcome disadvantages of inerging the TSB under the OUT Board,special population members or representatives should be appointed in order to comply with CTIP updates and continue to be eligible for CTP grants. w 0 RECOMMENDATIONS FROM OUTBOARD At its meeting on May 19,2010,the Orange Unified Transportation Board voted to recommend Orange County not merge the Transportation Services Board with the Orange Unified Transportation Board at this time,stating that there is consensus the two boards serve two different functions and there is no specific plan regarding how to merge the two boards. The board also noted that there would be no cost savings in merging the two boards. The only dissenting vote was based on not recommending one of the scenarios proposed by staff, as the OUTBoard member thought the board could support two of the three recommendations and the current position just means that the board will have to reconsider this again after receiving additional guidance from the BOCC. The three scenarios proposed by staff were: 1. A board of staff members from agencies representing the populations North Carolina requires to be represented on transit advisory boards and a citizens transportation advisory board (the OUTBoard).The staff board would report directly to the BOCC, and keep the OUTBoard apprised of Orange Public Transit business. 2. A board of staff members from agencies(Department of Social Services, Department of Health, Mental Health, and the Department of Aging)that represent , populations North Carolina requires to be represented � on transit advisory boards and a citizens transportation ', advisory board(the OUTBoard).The staff board would ' recommend business of Orange Public Transportation to the OUTBoard,which would then make a recommendation to the BOCC. 3. Some hybrid of the two boards,with the Transportation Services Board as a subgroup of the OUTBoard. w � Personnel Hearing Board Sunset this Advisory Board for the present. Discussion from March 4�h work session— Commissioner Gorclon asked what this does and Frank If a reconfiguration of the personnel regulations achieves Clifton said that it reviews personnel decisions that the 'substantiai'equivalency with NC rules applied to county Manager makes and then advise the Manager. employees falling within the State Personnel Guidelines, a restructured Personnel Board of Appeals could be considered. Human Resources Director Michael McGinnis said that this board has met once in the last ten years. It is in the As now constituted,this Advisory Board has a limited role applied Personnel Ordinance and it is the last step in a grievance to a limited number of eligible county employees. I am not process. certain how many times the current board actually has met or under what circumstances. But it is not applicable to personnel Chair Foushee said that she would feel uncomfortable if there actions involving those employees falling under the State was not a Personnel Hearing Board. Personnel Act(Health and Social Services)or those employees ' � under the direction of the County's elected officials(Sheriff and Commissioner Yuhasz asked if it could be appointed as � Register of Deeds),thus its realm is limited in scope. needed and Frank Clifton said that there is a timing issue. Commissioner Jacobs agreed with Chair Foushee. Frank Clifton said that emp�oyees still have a process through the courts. Chair Foushee said that this is not about the Manager,but about due process. Commissioner Hemminger said that the County Commissioners could be the Personnel Hearing Board. Commissioner Nelson said that it would not be appropriate for the County Commissioners to be the Personnel Hearing Board. Frank Clifton agreed. Commissioner Pelissier said that she does not see how this board can help someone in a grievance process since it is only an advisory board. Frank Clifton said that there is due rocess for rievances. w N Commissioner Jacobs suggested asking the board if it still needs to exist and the pros and cons. Recreation and Parks After further study this group could be reconfigured. Advisory Council When needed separate committees created in the past to ' atldress specific park projects couid have been formulated as individual task force groups under the general oversight of a ' reconfigured Parks and Recreation Advisory CounciL ' Organizational restructuring will be proposed in FY 2010-11 that ' moves Parks and Recreation sta�ng functions into a reporting relationship to the County's Environmentai Resources and Conservation Director. Study of the County's role with in recreational programming activities is warranted. Partnerships with non-profit community ' based groups offer opportunity for enhanced coordination of recreational activities beyond paid county staffing limits. I I I w w Sportsplex Community Sunset this Advisory Committee and assign its role to a Advisory Committee reconfigured Parks and Recreation Advisory CounciL ' The County owns this facility and contracts for its operations. The formal reporting relationship between the company providing ' operational oversight should be with county professional staff not ' an Advisory Committee. Recent county audit findings indicate more management oversight of purchasing and operational ' expenses is needed. The contractual�elationship is between the county and the company not with the Advisory Committee. A reconfigured Parks and Recreation Advisory Council could create a facilities task force or sub-committee to work on issues i related to the Sportsplex and other facility management groups ' ', (non-profits, not-for-profits and others). I � Transportation Services It is suggested that effort be pu�sued to merge the purpose of SEE ABOVE Board(see above• these two Advisory Boards—OUTBoard and Transpo�tation OUTBOARD) Services Board-into one advisory board. The mission of the broader of the two reflects the interest of the other. w .p