HomeMy WebLinkAboutAgenda - 11-08-2012 - 7d ORANGE COUNTY
BOARD OF COMMISSIONERS
ACTION AGENDA ITEM ABSTRACT
Meeting Date: November 8, 2012
Action Agenda
Item No. 7-d
SUBJECT: Historic Rogers Road Neighborhood — Managers' Recommendations & Rogers
Eubanks Neighborhood Association (RENA) Neighborhood Center Business
Plan
DEPARTMENT: County Manager PUBLIC HEARING: (Y/N) No
ATTACHMENT(S): INFORMATION CONTACT:
1. Managers' Recommendations to Frank Clifton, County Manager, 245-
the Historic Rogers Road 2306
Neighborhood Task Force dated Michael Talbert, Assistant County
September 28, 2012 Manager, 245-2308
2. Managers' Recommendations to
the Historic Rogers Road
Neighborhood Task Force dated
October 16, 2012
3. Rogers Eubanks Neighborhood
Association Neighborhood Center
Business Plan
PURPOSE: To review and provide comments, concerns, and suggestions to the Historic
Rogers Road Neighborhood Task Force on the Managers' Recommendations dated October16,
2012 and the RENA Neighborhood Center Business Plan.
BACKGROUND: In 1972 the landfill was opened by the Town of Chapel Hill and in 1999
Orange County assumed ownership and operation of the Orange County Landfill on Eubanks
Road. The Historic Rogers Road Community has lived with the Orange County Landfill for 40
years.
On May 17, 2011 the Board of Commissioners received a plan from Rogers-Eubanks
Neighborhood Association (RENA) recommending actions to mitigate the short and long term
impacts of Orange County's Landfill and Solid Waste operations on the health, safety and
welfare of the Historic Rogers Road — Eubanks Road community.
On January 26, 2012 the Board of Commissioners and the Town Boards discussed the
extension of sewer service and a community center for the Historic Rogers Road Community.
County and Town Attorneys have concluded that utilization of Solid Waste reserves to extend
sewer service to the Historic Rogers Road Community is not consistent with North Carolina
General Statutes and would subject the local governments to legal challenges. Therefore,
funding for either the extension of sewer services and/or a community center will have to come
from the County's and Towns' other general revenue sources.
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On February 21, 2012 the Orange County Board of Commissioners authorized the creation of a
new Historic Rogers Road Neighborhood Task Force to address sewer service and a
community center.
On September 6, 2012 the Board of County Commissioners reviewed the Interim Report from
the Historic Rogers Road Neighborhood Task Force and approved the following motion:
A motion was made by Commissioner Hemminger, seconded by Commissioner
Yuhasz, for intent to:
• move forward with a new "green" community center;
• to ask the Manager to find $380,000 more to move into the fund already
established with $120,000;
• to work with RENA and Habitat for Humanity on the design and implementation
of this community center;
• to ask the towns to contribute computers, supplies, permitting costs, connection
costs and the first 12 months of utilities towards this project;
• to ask the towns to expedite the permitting process; and
• to be able to start immediately to bring this project back to the BOCC October
meeting to finalize going forward.
On September 18, 2012 the Carrboro Board of Aldermen reviewed the Interim Report from the
Historic Rogers Road Neighborhood Task Force and approved the following motion:
MOTION WAS MADE BY ALDERMAN SLADE AND SECONDED BY ALDERMAN
LAVELLE THAT THE TOWN OF CARRBORO HAS THE INTENTION OF CONTRIBUTING
NOT MORE THAN $900,000 FOR THE TOWN'S PORTION OF THE COMMUNITY CENTER
AND COST OF THE SEWER PROJECT. THE TOWN MANAGER SHALL RESEARCH
FUNDING SOURCES. TOWN STAFF SHALL ALSO INVESTIGATE HOW THE TOWN CAN
RECOUP THE SEWER LINE INVESTMENT COSTS FROM DEVELOPERS. THE BOARD
EXPRESSES ITS APPRECIATION TO THE COUNTY FOR THEIR COMMITMENT TO THE
PROJECT AND REQUESTS THAT THE TOWN OF CHAPEL HILL CONSIDER THEIR SHARE
OF THE CONTRIBUTION. VOTE: AFFIRMATIVE SIX, ABSENT ONE(COLEMAN)
On September 28, 2012 the County and Town Managers met and developed the attached
recommendations (Attachment 1).
Recommendation 1.c. is to investigate a contractual agreement with Habitat for Humanity
to construct a Rogers Road Neighborhood Community Center that would serve the
residents of the Rogers Road Neighborhood. The center would be owned by Habitat and
leased to Rogers Eubanks Neighborhood Association (RENA) for$1 per year.
A contract between the County and Habitat would be approved by the Board before any funds
would be available for the construction of a Rogers Road Neighborhood Community Center.
On October 3, 2012 the Historic Rogers Road Neighborhood Task Force met and discussed the
September 28, 2012 recommendations from the County and Town Managers. The Task Force
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reinforced support for both the Community Center and the expansion of sewer in the Historic
Rogers Road Community by the recommending the following:
1. That the Managers meet and report back to the Task Force at the October 24, 2012
meeting, specifically to study how the local governments can cost-share sewer
improvements and a community center.
2. That the Managers consider the attached "Carrboro" cost sharing option.
3. That the Task Force move forward with the Community Center and continue discussions
as to how sewer is implemented.
On October 10, 2012 staff met with Habitat representatives and discussed the possibility of
partnership to construct a Community Center. Habitat representatives were positive about the
possibilities and will present the proposal to the Habitat Board in the next few months. The
County's intention is to make a one-time capital contribution ($500,000) toward the construction
of a Community Center and negotiate a master lease agreement with Habitat that will authorize
the use of the Community Center for public purposes. A sublease could be negotiated with
RENA to use this facility for its programs. Many details still have to be worked out before a
Community Center could be constructed.
On October 16, 2012 the Board of Commissioners approved a Capital Project for the
construction of a Community Center and advancing the funding for a Community Center of up to
$500,000. An Interlocal Agreement with the Towns to repay the County beginning in Fiscal
Year 2013/14 for their share of the Community Center, at the same cost sharing percentages
outlined in the 1972 Landfill Agreement (43% Orange County, 43% Town of Chapel Hill and
14% Town of Carrboro), will be drafted by the County Attorney.
Based on the Task Force's October 3, 2012 requested action, the County and Town Managers
also met on October 16, 2012 and developed a second set of recommendations for the Task
Force related to the proposed community center and expansion of sewer service (Attachment
2).
On October 24, 2012 the Historic Rogers Road Neighborhood Task Force met and discussed
the October 16, 2012 Managers' Recommendations and the RENA Neighborhood Center
Business Plan (Attachment 3). The Task Force requested that, in preparation for the Task
Force's follow-up discussion on November 14, 2012, each jurisdictions' governing boards and
staff review and provide comments, concerns, and suggestions back to the Task Force on both
the Managers' Recommendations and the RENA Neighborhood Center Business Plan.
The Historic Rogers Road Neighborhood Task Force is scheduled to present its final report to
the Assembly of Governments on December 6, 2012.
FINANCIAL IMPACT: There is no financial impact for the Board to review and provide
comments, concerns, and suggestions for Historic Rogers Road Neighborhood Task Force on
the Managers' Recommendations dated October 16, 2012 and the RENA Neighborhood Center
Business Plan.
RECOMMENDATION(S): The Manager recommends that the Board review and provide
comments, concerns, and suggestions for Historic Rogers Road Neighborhood Task Force on
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the Managers' Recommendations dated October 16, 2012 (Attachment 2) and the RENA
Neighborhood Center Business Plan (Attachment 3).
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Attachment 1
Managers Recommendations to
Historic Rogers Road Neighborhood Task Force
September 28, 2012
On August 22, 2012 the Task Force approved the following recommendation:
The Task Force recommends that the County and Town Managers collectively
discuss and formulate a fair and equitable cost sharing recommendation for the
Task Force to consider. Options 2 & 4 are no longer being considered by the
Task Force, therefore the recommendation should be based on options 1, 3, and
/or 5. The cost sharing recommendation will be reviewed by the Task Force and
could be applied to funding Sewer Infrastructure and a Community Center.
On September 28, 2012 the County and Town Managers met and developed the
following recommendations:
1. That the Task Force supports a new Rogers Road Neighborhood Community
Center to be constructed on the 2 lots in the Phoenix Place subdivision, a site
graciously provided Habitat for Humanity.
a. The Board of County Commissioners may agree to have the County advance
funding for a Community Center of up to $500,000.
b. Funding will begin in Fiscal 2013/14 at the same rate the County and Towns
are now funding to purchase the Greene Tract from the Orange County Solid
Waste Fund. This will commit the County and the Towns to the same costs
sharing percentages as outlined in the 1972 Landfill Agreement ($90,549
Orange County, $90,549 Town of Chapel Hill and $29,524 Town of Carrboro).
c. Investigate a contractual agreement with Habitat for Humanity to construct a
Rogers Road Neighborhood Community Center that would serve the
residents of the Rogers Road Neighborhood. The center would be owned by
Habitat and leased to Rogers Eubanks Neighborhood Association (RENA) for
$1 per year.
d. That the details of development of the Community Center will be referred
back to the Managers for coordination and a report to the Task Force and/or
the governing bodies
2. The County and the Town of Chapel Hill recommend that Orange County will
petition the Town of Chapel Hill to annex all County owned property in the
Rogers Road Neighborhood, including the jointly owned Greene Tract and the 2
lots in the Phoenix Place subdivision, the site graciously provided Habitat for
Humanity as requested by Habitat for Humanity. The Town of Chapel Hill will act
in a timely manner to annex the property petitioned.
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3. That the Managers evaluate the Greene Tract for possible sale and/or
development of the property, possibly including a School Site, and proceeds
could be used for utilities in the Rogers Road Neighborhood. Such development
of workforce housing is consistent with the Chapel Hill 2020 Comprehensive
Plan. While there is no formal agreement on how the Greene Tract will be used,
a concept plan was introduced in 2002. Collectively all governing boards will
have to approve any future plans for the Greene Tract.
4. That the Managers continue to work on a solution to provide Sewer Infrastructure
to the Rogers Road Neighborhood including priority and funding options. At this
time discussions are continuing as to how to advance and fund that effort.
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Attachment 2
Managers Recommendations to
Historic Rogers Road Neighborhood Task Force
October 16, 2012
On October 3, 2012 the Historic Rogers Road Neighborhood Task Force met and
discussed the recommendations from the County and Town Managers. Based on the
draft Meeting Summary the Task Force reinforced support for both the Community
Center and Sewer in the Historic Rogers Road Community, by the recommending the
following:
1. That the Managers meet and report back to the Task Force at the October 24,
2012 meeting, specifically to study how the local governments can cost-share
sewer improvements and a community center.
2. That the Managers consider the "Carrboro" cost sharing option.
3. That the Task Force move forward with the Community Center and continue
discussions as to how sewer is implemented.
On October 16, 2012 the County and Town Managers met and developed the following
recommendations:
1. A new Rogers Road Neighborhood Community Center to be constructed on the 2
lots in the Phoenix Place subdivision, a site graciously provided Habitat for
Humanity. (The Board of County Commissioners approved a capital project of
$500,000 to advance funding for a Rogers Road Community Center on October
16, 2012.)
a. That County staff will work with Habitat to investigate a contractual agreement
with Habitat to construct a Community Center that would serve the residents
of the Rogers Road Neighborhood. The Managers will approve the design of
the facility, initially funded by Orange County, with the intent of a long-term
master lease agreement that would cover operating and maintenance of the
Center, with the detail to be worked out later, including a second lease with
Rogers Eubanks Neighborhood Association (RENA) for $1 per year, to
operate some community based programs.
b. Authorize the Managers to negotiate an Interlocal cost sharing agreement for
the Community Center that will commit the County and the Towns to the
same costs sharing percentages as outlined in the 1972 Landfill Agreement
43% for Orange County, 43% for The Town of Chapel Hill and 14% for The
Town of Carrboro. Funding to reimburse the County will begin in Fiscal
2013/14.
8
c. That the details of the construction of a Community Center will be referred
back to the Managers for coordination and a report to the Task Force and/or
the governing bodies.
2. That the Managers continue to work on a solution to provide Sewer Infrastructure
to the Rogers Road Neighborhood including priority and funding options. At this
time discussions are continuing as to how to advance and fund that effort.
a. That the County and the Town of Chapel Hill recommend that Orange County
will petition the Town of Chapel Hill to annex all County owned property (that
is located in Chapel Hill's ETJ) in the Rogers Road Neighborhood, including
the jointly owned Greene Tract, This action would alleviate legal concerns
from the Town of Chapel Hill attorney.
b. The Managers recommend that Habitat petition the Town of Chapel Hill to
annex the 2 lots in the Phoenix Place subdivision, provided by Habitat for the
construction of a Rogers Road Neighborhood Community Center.
c. That the 104 acre jointly owned Greene Tract be considered for development,
that would include a future school site (10 to 12 acres), and the remainder of
the site be considered for workforce/affordable housing. With all proceeds
from the sale or lease of the land for development, including funding from the
County for a future school site, to be used to fund sewer in the Rogers Road
Neighborhood. Such development of workforce housing is consistent with the
Chapel Hill 2020 Comprehensive Plan. While there is no formal agreement on
how the Greene Tract will be used, a concept plan was introduced in 2002.
Collectively all governing boards will have to approve any future plans for the
Greene Tract.
3. That the Task Force investigate the creation of County Sewer District for all
property owners in the Rogers Road Neighborhood and adjoining neighborhoods
that are not currently served by a municipal sewer system and would benefit from
the installation of sewer infrastructure to serve the Rogers Road Neighborhood.
a. Territory lying within the corporate limits of a city or town may not be included
in the district unless the governing body of the city or town agrees by
resolution to such inclusion.
b. The County would propose to contract with OWASA for the actual operation
of the sewer system, which would provide an opportunity for a different rate
structure for this district.
c. A County Sewer District could make special assessments against benefited
property within the district to cover the costs of constructing, extending or
improving sewage disposal system. The basis of any special assessment
would be determined at a later date after investigating development potential
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and the number of possible dwelling units (the Managers are instructing the
planning staff to begin this evaluation). A special assessment would share
the costs of the sewer system with current benefited property (homeowners)
and undeveloped land for future development.
d. Consideration could be made to offset the cost of connecting sewer system
for some group of residents to be defined. One example could be the owners
of owner-occupied housing units in place at the time the landfill was originally
sited (1972). There were estimated 40 +/- housing units in place at that time.
Other definitions of those who would receive an offset can be developed.
e. To investigate the use of approximately $900,000 of Orange County Solid
Waste Rogers Road Reserves for sewer improvements.
f. The County Sewer District will be eliminated when the debt is retired and the
system would be given to OWASA.
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Attachment 3
RENA Neighborhood Center
(";-',:rvith without Displacement: Everyone IN in;=_7,
Prepared October 2012
Contact information
David Caldwell
davcald778@aol.com
http://www.rena-center.comirenacc/
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hood F
Table of Contents
ExecutiveSummary...> 1
Visis n.................................<...........,..,...........,...<..........................................................,...,
WhoWe Are 2
Objectives............................. ............................_ 3
FinancialSu mary 4
RENACommunity Center................................................>....,,.............................,.............., 6
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Overview............................. ....................................................................................... 6
ManagementTeam..................>........................,........................................, 7
What We Will Offer
•
8
Services8
Alternative Sources for Services...... ...... ..................—.Error! Bookmark not defined.
TheRogers/Eubanks Neighborhood........................—...—............. ..... 9
•
Neighborhood Needs 9
NeighborhoodAssets....................................................—................................................11
Strategyand implementation.................................................................................................12
lan......................................................................................................................................12
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CONi iDEN''MAL ?)O NOT DISSEMINATE. This business plan contains confidential, trade-secret
info ration and is shared only with the understanding that you will not share its contents or ideas with
:'i _ I IS E'r1_ the pia t<_itb.7r".
12
RE NA x N i:ih its, ho n Center
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StrategicAlliances 13
Financial .................................................................................................................d..,......, 14
RevenueForecast ......>..............>,.............................>.,.,........,............,...,........,,..,......., 14
Personnel 16
Budget 17
Profitand Loss Statement 19
•
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information and is shared only with the understanding that you will not share its contents or ideas with
third parties without the express written consent of the plan author.
•
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RENA
Executive Summary
Vision
Executive Summary:
The new Rogers/Eubanks Neighborhood Association (RENA) community center
building should be a symbol of the birth of a new relationship between the
Rogers/Eubanks neighborhood and the rest of the area. It is the first instantiation of the
development of our neighborhood into what we believe will make it the heart--- the
hub --- of a mixed-use, walkable, friendly and healthy residential area that stretches
from Homestead to Eubanks. While the center is the result of a redress of wrongs it is
more importantly the beginning of a model of economic development that should
.become widely copied: growing and improving without displacement.
The center itself will continue to build the community's capacity through health,
education and engagement programs. In addition, we envision that it will be used to
launch community partnership businesses in the style of Mondragon. These businesses
will eventually coalesce into the attractive mixed-use hub we believe will improve the
entire area.
We have included several possible financial ways forward. The goal of all of them is
economic growth without displacement. They are all financial plans designed to
enhance the entire area and all of its people.
•
ir
CON F DFN I L - DO NOT DiSSEMftU Ti . This business plan contains confidential, trade-secret
information and is shared only with the Understanding that you wid 'at share its contents or ideas with
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RENA c: i E< (pd Center.
Who We Are
In 2007, this socially cohesive and culturally rich community founded a 501(c)(3) tax-
exempt organization -- the Rogers Eubanks Neighborhood Association (RENA) -- to
formalize a long term ad hoc community alliance and movement. As a community
organizing group, RENA needed a place to gather for sharing community resources
and development programs. Minister Robert Campbell, RENA Director David
Caldwell, and RENA Board Member Barbara Hopkins have formed working
relationships with the Orange County Board of Commissioners, the Town of Chapel
Hill and the Town of Carrboro as well as members of the wider Orange County, North
Carolina community. RENA has been a part of collaborative work groups such as the
Landowners Group, Unity in the Community Group, Neighborhood Group, Chapel
Hill Small Area Plan Task Force and Enhancement Task Force.
The RENA Community Center opened its doors in the summer of 2010 and closed then
temporarily in August, 2012. The new center, when it opens, will continue to serve the
community's needs through its Neighborhood, Opportunity and Wealth (NOW)
programming.
Neighborhood Programming:
* Community garden
* Celebrating our cultures and history
Opportunity Programming:
* Education: Back to School Bash, Tutoring, Adult Education, ESL
* Health: Wellness Cooperative, Alliance with Piedmont Health
Wealth Programming:
* Incubating small cooperative businesses: daycare, catering
* Developing Large Cooperatives: Green Enterprises
"My hope for this community is that it will be transformed into a major part of the development
of Chapel Hill. People have referred to us as being outcasts; as being a neighborhood that
nobody wants. They have referred to us as being a poor underprivileged neighborhood. And we
say, "See what we see. Look through our eyes and see what we see."
2
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information and is shared only with the understanding that you will not share its contents or ideas with
_ _c! -nr- .; '� i Jt_,I the express written consent of the plan author.
15
RT.:71V, E?'s,'..h borhOcei r. ner
Objectives
1.1 Objectives
There are three distinct programming objectives:
Neighborhood: Foster engagement
Opportunity: Improve access to education and wellness care
Wealth: Jobs are not sufficient to create wealth: cooperative businesses can.
1.2 Mission:
Community: Increase trust and mutual respect
Organization: Build collaborations to improve potential
Recycle: Make sure neither people nor things are wasted
•
Evolve: Develop connections to keep our community moving in place.
1.3 Keys to Success
Insure programming continuity
Establish successful ventures
Develop robust networks within and outside the neighborhood to assist with
challenges
Protect and revisit our history
3
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information and is shared onty with the understanding that you will not share its contents or ideas with
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`.., 'A r, _ ntr.e
Financial Summary
Financial Highlights
The expenses listed here represent what it will take to fund the running of a
neighborhood association. It compares favorably with other centers locally and around
the country in terms of operating costs. The center can continue to run nearly
completely on donated time and effort, but many significant opportunities will be
missed. If the neighborhood is to become a thriving part of Chapel Hill, it must develop
the economic means to grow in place. A fully funded RENA Center can make that
happen.
Although the first year of operation will be significantly helped by the mitigation fund
we are anticipating additional funds from room rentals (including a daycare), some
from a few small community partnership ventures we plan to launch. We are also
going to begin offering memberships. The first year's budget does not depend upon
•
membership as a significant source of revenue.
The second and third years of operations will depend upon two large sources of
revenue: a development grant to build the capacity of the center to incubate
community partnership businesses (including the training needed), and an extremely
robust membership that relies heavily on virtual memberships. Although that is
somewhat risky, obtaining the funding noted would require 250 members at a dollar a
day for the second year and more people in the third. In addition, however, the
revenue is not the foundation of the operating budget. Modest increases in the revenue
from the community cooperatives, room rentals, and grants other than the incubator
grant should allow us to match our expenses. We have diversified our possible revenue
sources to limit our vulnerability. In addition, we anticipate that we will use profits to
fund community partnership initiatives and to expand the services we provide to the
neighborhood.
1
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information and is shared only with the understanding that you will not share its contents or ideas with
third !parties ies V,;ithout the express written consent of the plan author,
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Neicf;-:!--;,Prt-iDc-i:-.:
Financial Highlights by Year
$400000 .
$300 000
tItitt$
K.-:314
$200,000 i.4-., 1:01:14,-,i - ja - - Sales
'Y Expenses
Net Profit
Net Loss
:,,,',,-‘,.•,,,t,t-.„_; kg,„14,-'4,7; ,.:z,..'--Li
$1 0000 0
r,, t
$0 - 1
2 3
Years
1 5 1
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information and is shared only with the understanding that you wilt not share its contents or ideas with
third parties vvith,-_-;uir the express written COTISPiLt of th e. p[7.)1-1 al.rti-lor.
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•-,1r:,i:*T21- 2)orhocc.1 Ceriter
RENA Community Center
Overview
In 2007, this socially cohesive and culturally rich community founded a 501(c)(3) tax-
exempt organization — the Rogers Eubanks Neighborhood Association (RENA) -to
formalize a long term ad hoc community alliance and movement. As a community-
organizing group, RENA needed a place to gather to provide a location for sharing of
community resources and development programs. Minister Robert Campbell, RENA
Director David Caldwell, and RENA Board Member Barbara Hopkins have formed
working relationships with the Orange County Board of Commissioners (BOCC), the
Town of Chapel Hill, and the Town of Carrboro as well as members of the wider
Orange County, North Carolina community. RENA has been a part of collaborative
work groups such as the Landowners Group, Neighborhood Group, Chapel Hill Small
Area Plan Task Force, and Enhancement Task Force.
RENA Community Center opened its doors in the summer of 2010 and closed them
temporarily in August of 2012. The new center seeks to continue to serve the
community's needs through its Neighborhood, Opportunity and Wealth (NOW)
programming.
Neighborhood Programming:
Community Garden
Celebrating Our Cultures
Celebrating Our History
Opportunity Programming:
Education: Back to School Bash, Tutoring, Adult Education, ESL
Health: Wellness Cooperative, Alliance with Piedmont Health
• •
CONFIDENTIAL - DO NOT DISSEMINATE. This business plan contains confidential, tra.cle-secret
information and is shared only with the understanding that you will not share its contents or ideas with
third parties without t h e express written consent of the ptan author,
•
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Wealth Programming:
Incubating Small Cooperatives: Daycare, Catering
Developing Large Cooperatives: Green Enterprises
"My hope for this community is that it will be transformed into a major part of the development
of Chapel Hill. People have referred to us as being outcast, they have referred to us as being a
neighborhood that nobody wants. They have referred to us as being a poor underprivileged
neighborhood. And we say, 'See what we see. Look through our eyes and see what we see.'"
Management
The lead management team consists of David Caldwell and Robert Campbell. For over
a decade these men have organized, developed, found funding or donated resources for
and run all the programs in RENA's NOW programming except the cooperative
incubator. Their experience with RENA itself and their own professional experience
prepares them to direct the incubator program as well. The management team will be
• assisted by a variety of professional volunteers from around the community during the
first five years of the center's operations.
•
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information and is shared only with the understanding that you will not share its contents or ideas with
third par-Lies 'D_houi_ the express 1 _ Oa ri Jr.
•
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RENA Neg,hborhood Cantu
What We Will Offer
Services
NOW Programming provides the residents of the RENA neighborhood with
opportunities that are either not available at all or not realistically available. Children
in the neighborhood do not have many transportation options to get them to and from
tutoring, mentoring or even wellness activities that are provided in other
neighborhoods. Our seniors are similarly limited. Many of our neighbors work several
jobs to make ends meet so activities that could help them must be close if they are going
to be used. RENA will not only provide the usual complement of community center
activities, but it will also provide the training, the basic services and eventually possibly
even the capital to help launch community partnership businesses in the style of
Mondragon. We envision a center that will enable the neighborhood to grow
economically while allowing the residents currently living here to stay and grow as
well.
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third parties without the express written consent of the Han author,
21
a._
The Rogers/Eubanks Neighborhood
Neighborhood Needs
Education:
Minority students in the Rogers/Eubanks traditional neighborhood are not performing
as well as their peers in this area although they are performing better than minorities in
the state as a whole. Given the resources available in this area, that result should not be
surprising. Academic achievement for African-American students is severely lagging
behind school and district averages. Similarly, the Latino/a population and other
minority groups of Rogers-Eubanks are recording low academic scores.
School Black Latino School • Black Latino District Black Latino State
School School total District District total State State total
Chapel ,66.0% -74:0% 79-..,7%
Hill Hi wome:44 tiovrat4 Zi'..440 ,
School. 402*Ogg'0001 tlitN014•141 it4 i.
Smith 58.3% 65.9% 87.5% 58.8% 65.2% 85.6% 48.5% 54.4% 67.0%
Middle
School
Morris :2=70.5%_ i;:f85-:6% 48.5% 54.4% 67.0%
Grove :
-1•144
Although there is access to job training, there is little access to the kinds of training that
would allow an individual to accumulate wealth. Improving the job prospects of an
individual who has a high school degree, or even one who has had some college, is
unlikely to get them out of poverty. Reducing poverty requires increasing wealth, not
just income. The income improvement that would result in wealth accumulation is
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information and is shared only with the understanding that you will not share its contents or ideas with
third parties without the express written consent of the plan author.
22
liable to be out of the reach of people currently living in the traditional Rogers/Eubanks
neighborhood.
Income:
According to the 2010 census, there are 44 families living in Census Block 112021 that
earn less than $25,000 per year. Per capita, Hispanics in that census block earn 35% of
white per capita income and African-Americans earn 67%.
Food Access:
A household living in this community is only able to contribute, on average, $4,490
towards healthy food options. This is less than the Orange County and United States
averages, which are 56,832 and $6,786, respectively.
Residents living within the Rogers Road area also lack many local venues from which to
purchase healthy foodstuffs. The Rogers Road community only has 1-2 grocery stores
within the entire census block (and the block contains more than the traditional
Rogers/Eubanks area). There are no stores within walking distance. Many residents in
Rogers Road lack the means of transportation to access these grocery stores, and
therefore, are unable to access healthy foods.
s fi -,
5
Grocery stores t#"B.i.USes)
}. (NAIGS44511,2091 by Census
r Tract
eC B
1. �r r >°2-2
# 2 3
3-37
,
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10
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information and is shared only with the understanding that you wilt not share its contents or ideas with
third parties without the express written consent of the par
23
Neighborhood Assets
The Rogers/Eubanks area has two principal assets: its location and its
people. Although its location at the moment is a serious problem because the landfill is
still operating, as the landfill closes and the environmental impacts of the landfill
diminish through direct action and time passed, the location of the neighborhood will
become an asset. Its proximity to the center of Chapel Hill and Carrboro is clearly an
asset and its proximity to the proposed North Campus development will make the area
even more valuable. The usual way for this kind of development to go would be that
developers would offer current neighbors an amount of money for their homes that
would exceed the price they could expect to get now. Given the financial circumstances
many neighbors are facing, they would likely accept the offer. Although the offer
would allow them to buy another home, it would not be enough to allow them to buy in
a neighborhood that improved their standard of living since they would either have to
move far from town or move to a worse dwelling nearer to town. The move would also
destroy the other asset the Rogers/Eubanks neighborhood has: the ability of its people
to cooperate for mutual gain.
The Rogers/Eubanks neighborhood has been able to provide credible service to its
people with basically little outside help. They have community gardens, tutoring
programs, programs to get school supplies to its children, neighborhood festivals and
outings. The Habitat communities have become full partners in this effort, joining in
the Unity in the Community committees and activities. This ability to cooperate is the
raw material that will allow the vision of a future where residents remain in the
neighborhood while the neighborhood grows because of them and with
them. Displacement is neither a desirable nor a necessary ingredient for economic
growth.
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information and is shared only with the understanding that you will not share its contents or ideas with
third cartie,s the express written consent of the pan author.
24
Strategy and implementation
Plan
Overview
The Rogers/Eubanks neighborhood center will be the nucleus around which a hub will
develop for an area stretching from Homestead to Eubanks. The center's activities will
help the area become walkable and city-like in the diversity of the kinds of places
residents can access on foot. The existence of the community partnership incubator and
the services the center will provide along with judicious and inclusive planning will
insure that this area becomes the model for growth without displacement nationwide.
Positioning
Our community center is the locus of growth through cooperation for the neighborhood
now and into the future. It is a place for us to come together to decide how to obtain the
resources we need for our own growth, our children's growth and the neighborhood's
growth. Sustainability in economic growth has got to mean that we do not waste
people: it is not enough that we do not despoil the physical environment.
Distribution
The center fostered the development of a committee, the Unity in the Community
committee, that is continuing the discussions, planning and community events during
the absence of the physical center.. Even in the absence of a physical place, we have
been able to keep up the cooperative spirit we developed during the time we had a
physical center. The existence of the center allowed this kind of cooperative spirit to
grow sufficiently strong to live during a hiatus. A physical center is necessary for the
spirit of cooperation to thrive and the services planned will insure that cooperation
becomes the engine of economic growth.
•
12
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third parties without the express written consent of the plan author.
PENA CF,nt-E,r 25
.. _
incubation
I addition to continuing the services already provided, during the first year of the new
center, we will develop the capacity to focus the cooperative spirit on the development
of community partnership enterprises. The first of these, a catering operation, should
begin to help support the center even in this initial year. The incubator planned will
enable the development of sophisticated, green and community building enterprises
that will attract residents from the wider area from Homestead to Eubanks.
Strategic Alliances
Th.e RENA neighborhood center has developed many important strategic alliances and
is planning many more. Its relationship with the Campus Y has provided the
neighborhood with invaluable resources for tutoring, the garden and our events. Our
partnerships with the Orange County Board of Commissioners (BOCC), the Town of .
Chapel Hill, and the Town of Carrboro as well as members of the wider Orange
County, North Carolina community, the Landowners Group, Neighborhood Group,
Chapel Hill Small Area Plan Task Force, and Enhancement Task Force has all helped us
both understand what we need to do and develop action plans to do it. Our close
alliance with Habitat for Humanity has enabled to entire community to come together
and plan for our future. Our partnership with the UNC Public Policy Clinic has allowed
us to begin developing the business skills we will need for the community partnership
incubator.
•
13
_ .
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information and is shared only with the understanding that you will not share its contents or ideas with
third parties scvi:Thout .1•1e express written consent of the pLan author.
M 26
RENA Financial Plan
Revenue Forecast
Financial Plan
Year 1 Year 2 Year 3
Sales
Room Rentals $5,496 $6,048 $6,348
Membership $18,252 $91,248 $120,000
Daycare Rental $6,000 $6,120 $6,252
Catering $2,400 $17,493 $15,000
Cooperatives Incubation $6,000 $75,000 $75,000
Grounds keeping Young Adults $2,400 $2,520 $2,640
Green Business $0 $3,000 $12,000
Grants $168,000 $84,000 $108,000
Total Sales $208,548 $285,429 $345,240
Direct Cost
Room Rentals $3 $3 $3
Membership $1,825 $9,125 $12,000
Daycare Rental $0 $0 $0
Catering $360 $2,624 $2,250
Cooperatives Incubation • $100 $100 $100
Grounds keeping Young Adults $24 $25 $26
Green Business $0 $30 $120
Grants $0 $0 $0
Total Direct Cost $2,312 $11,907 $14,499
Gross Margin $206,236 $273,522 $330,741
Gross Margin % 99% 96% 96%
•
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information and is shared only with the understanding that you will not share its contents or ideas with
third parties without the express written consent of the plan author.
27
e r
Financial Highlights by Year
$400 000
$300000 -
47,4,1
$200,000 ill Sales
Expenses
'f= Net Profit
Net Loss
ii
-1=if
$100,000 1.
J-itl_rY,
- -
$0 -71 2 3
Years
About the Revenue Forecast
These revenue source estimates are meant to encompass a wide variety of revenue
sources so that the center can, over time, be sure to be self-sufficient.
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information and is shared only with the understanding that you will not share its contents or ideas with
third a,-_,r t.i'as w1t,hout the express written consent of the plan author,
28
R.;-1'' A ; : i,.. "rhoiod Ce i-
Personnel Plan
Personnel Table
Year 1 Year 2 Year 3
Administrative Director $40,000 $40,400 $40,804
Program Director $40,000 $40,400 $40,804
Instructor 1 $12,480 $12,480 $12,480
Instructor 2 $12,480 $12,480 $12,480
Instructor 3 $12,480 $12,480 $12,480
Accountant / Grant Writer $12,000 $12,000 $12,000
Total $129,440 $130,240 $131,048
•
About the Personnel Plan
RENA's center will require both an administrative manager and a program manager if
it is to provide programs and facilitate the development of community cooperative
businesses. Contract instructor salary will provide the instruction necessary for
summer camp, tutoring and other programs. The accounting professional can help
provide information needed for grants and help cooperative businesses as well.
•
16
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information and is shared only with the understanding that you will not share its contents or ideas with
third parties without the express written consent of the plan author.
29
• RF,7-D,■L:‘, '; H.-',,..-N--,:tic..-_: 7,::1;17.,T?..r
Budget
Budget Table
Year 1 Year 2 Year 3
Expenses
Salary $129,440 $130,240 $131,048
Employee Related Expenses $16,000 $16,160 $16,322
Community Communications $1,800 $1,800 $1,800
Rent $120 $120 $120
Utilities $14,004 $14,004 $14,004
Supplies $20,004 $20,004 $20,004
Insurance $2,400 $2,400 $2,400
Total Expenses $183,768 $184,728 $185,698
Expenses by Year
$200000 -- --
hiliik:;,1W„,,,:7,.472, :::=AFiTiniT!!,^..:;It SNAMT.e0:41
434,,,Wiaigl.A4
ilflial$1 ''."44.galeV*41 1,40V400 -
$1 50,000
ta0:44,wiTtr ,,,,„1.0=m-...F16-44,4,
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gig,1%,,...,t,;-4.e-mt N:.:,;'-', .--i.4r,:::-,i: ,...+,,,,,Kwi.ki.•,,,,,t
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f.qaqiNitia ;-$.,-4r:i.,,,i,,,,,,
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$50,000 r;
, Ljo evivVnia 4- ,Alt fV.'!..Onii
...,:,...7.:vg-i
so 2 3
Years
• .
) I 7
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information and is shared only with the understanding that:, yo_u_twri,,I.j1. 1..-iot share its contents or ideas with
third n cities Ps ‘,,ilt_hotit. the express wntten consent of the clan , t,
_ _ _ ,
30
(7,E-ntar
About the Budget
This budget represent the basic costs of operating the RENA Center. Although the
center has been run with donated administrative labor, it is unreasonable to expect a
community center to deliver as much as it could over the long run without full time •
administrative attention. Although the Red Cross could probably be run for a year in
North Carolina on the amount of blood Mr. Caldwell and Rev. Campbell have managed
to get from stones, they were not able to spend the kind of time needed to secure
funding for the center's future using their diminishing supply of free time. This budget
represents a realistic appraisal of what running the RENA Center actually costs.
Startup Costs
Startup costs will include furnishings, computers, kitchen equipment, legal and other
help. We anticipate that the mitigation funds will cover a good deal of these expenses.
•
•
•
18
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. information and is shared only with the understanding that you will not share its contents or ideas with
third parties without the express vvritten consent of the plan author.
31
Profit and Loss Statement
Profit and Loss Statement
Year 1 Year 2 Year 3
Revenue $208,548 $285,429 $345,240
Direct Cost $2,312 $11,907 $14,499
Gross Margin $206,236 $273,522 $330,741
Gross Margin % 99% 96% 96%
Expenses
Salary $129,440 $130,240 $131,048
Employee Related Expenses $16,000 $16,160 $16,322
Community Communications $1,800 $1,800 $1,800
Rent $120 $120 $120
Utilities $14,004 $14,004 $14,004
Supplies $20,004 • $20,004 $20,004
Insurance $2,400 $2,400 $2,400
Total Expenses $183,768 $184,728 $185,698
Operating Income $22,468 $88,794 $145,043
Income Taxes $0 $0 $0
Net Profit $22,468 $88,794 $145,043
Net Profit /Sates 11% 31% 42%
CONFIDENiTIAL - DO NOT DISSEMINATE. This business plan contains confidential, trade-secret
information and is shared only with the understanding that you will not share its contents or ideas with
third parties without the express -'r"_ten consent r:'f the Man author-.
32
- !---10,:-.1(1 Cle;7ter-
Gross Margin by Year
120%
fqX*47;sey10
4 itzeNati*4::4
41-W.41,-AP''''''
It tr,wec*, .
80% fri4,-t-;11 (4.),...4.,,*-.*1,--, ,,..„.... ,,.„.,,,,,,,,,,1
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40*I$PC''41.4 AC4PAft,,ri
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50% - --stitt:40041 Atilils-:z.1
-timiligpi* g-4,71,,v0;i:&6,,
■lifisP4V4,4:441:40t 0431:**Pk--- ''''4".4-1,;t:.*
„ Wei,450.-Mi Aft: Ptail L.;
% g_ -nntiONe.
---:,-,014,04,.q.
20%
0% 1 2 3
Years
Net Profit (or Loss) by Year
$175,000
$150,000
IfICA:=RA!::;g:qt;
$125,000
till-W4V0,0-.KAi
$100,000
?flititii4VAAN
444,101.44171.t.,`.
00,111‘:;:l,If:;. 4 44$441443'
411,4e-444To:,,Z ymtlporcloesw
$75.000 etf044,144.4* - '32'06.4t3ilik4,
ifiNttik,t51:3P1 4,419y.M44100*'
$50,000 - —
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.,,t.W•,,.,!..,'. -1,--ti l
so 1 2 3
Years
_ 1 20
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information and is shared only with the understanding that you will not share its contents or ideas with
third parrs '..vithe■it the express written consent of the r.)17,,r1 author
33
F. -, h` C h r,,._,f t C n P"
About the Profit and Loss Statement
The first year of operation we are anticipating that the mitigation fund will supply
approximately $170,000 in operating funds. In addition, we should receive revenue
from room rentals (including a daycare), some from a few small community partnership
ventures we plan to launch. We are also going to begin offering memberships. There
will be two kinds of memberships: local neighbor members and virtual neighbor
members. Local memberships will be very inexpensive and will allow people living in
the immediate area to participate in all activities. Set at the "couch change" level, it
should be well within the means of all residents. The first year's budget does not
depend upon membership as a significant source of revenue. Virtual membership will
allow people to participate in webinars, virtual and physical events and a
newsletter. The Rogers/Eubanks community is in touch both with its history and
creating a future that shows we can grow without displacement. People will want to be
a part of that.
The second and third years of operations will depend upon two large sources of
revenue: a development grant to build the capacity of the center to incubate
community partnership businesses (including the training needed), and an extremely
robust membership that relies heavily on virtual memberships. Although that is
somewhat risky, obtaining the funding noted would require 250 members at a dollar a
day for the second year and more people in the third. In addition, however, the
revenue is not the foundation of the operating budget. Modest increases in the revenue
from the community cooperatives, room rentals, and grants other than the incubator
grant should allow us to match our expenses. We have diversified our possible revenue
sources to limit our vulnerability. In addition, we anticipate that we will use profits to
fund community partnership initiatives and to expand the services we provide to the
neighborhood.
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information and is shared only with the understanding that you will not share its contents or ideas with
third parties without the express written consent of the plan author.
o ro o N
It's Time for
s
--.,, Illikelf,--,
c° Wm 9 r
•
1
Change
r
y ,3- Pr;,
for
N
,., ,
9._ ,
ACTIO
Here's 4
n f -
� -M
® Join the Coalition a:E
Sign up today.Share your experience and °'
expertise by attending RENA LEER business '
and strategy meetings. �� - �x ''
�R
• Sign up today.Share the vision with your '•I ;I).
�--
Jv �I
favorite organization and bring them along t=w�
as a Coalition Environmental Partner.
Share Your
Skills
,
Volunteer to help with one of our existing If '
projects,or bring ideas for new projects! Work
in the garden,tutor a child,or parficipate in . _-oirz,._, ...,..:
community education workshops. Are you a
grant writer?Do you enjoy working with elected „, _,t1.,Lit.T.,;officials and other community organizations to
effect change?There are many ways you can be
7, -�
involved!
t E.
If your spare time is committed,support thoseg "r � � a
who are working on your behalf.Join the
Coalition and make a donation today.Your 4 ,, �,'- . Q
contribution will help defray the expenses for
community center operations as well as outreach ,<;_ V i �
,,
and advocacy programs. j 4'
Give today-whatever you can-every dollar �”
puts us closer to our goal to build healthy Q
communities and eradicate environmental
racism! r
RENA (919)929-1700 ,, i
P.O.Box 16903 •Chapel Hill,N.C.27516 �_
Project Director•Mr.David Caldwell
(919)6990637-4442
www.ro ersroad.word ress.com
i
V ,fr WHAT WE'RE DOING • Created community-facilitated strategies to educate
j ,.;, } p s residents, the general public, media, and politicians about
k" RENA-CEER objectives: ongoing problems in the community.
n l n.�o.,the a'ailability Of adequate public funding so that • Published Rogers Road, a Community History
tl 1,`, all Rogers-Eubanks community residents can have the basic serv- (compiled by Emily Eidenier Pearce)
Cl p , i ices including clean drinking water and public sewer services. •Established the Rogers-Eubanks Community Garden
t L 1= •Established the Rogers-Eubanks Community Center
Provide outreach advocacy,onsite training and technical •Participated in and hosted the NC Environmental
assistance for low-income communities,particularly communi- Justice Network's statewide Environmental Justice Summits
-, The Rogers-Eubanks Coalition _ ties of color focusing on water, solid waste, sanitary waste and •Advised other struggling communities in the state
storm water issues affecting them, about strategies for mobilizing community members and
Restoring Environmental Justice organizations to affect public health policy.
to Disadvantaged Communities Educate.Chapel i1iIl!Caarrboro/Orange County residents
and organizations about environmental justice and its relationship Community Partnership
to water,sanitary waste,and solid waste,fire,police,and emer-
gency services. In its March 2000 report,the National Environmental
RENA-CEER: ARE In
Advisory Council concluded that "Waste Transfer
Promote,monitor, and influence environmental protce Stations are sited disproportionately in areas adjacent to
For nearly one hundred and fifty years,African-American bon policies and practices affecting drinking water quality, poor communities and communities of color."
families have lived in what is now known as the Rogers-Eubanks sewage, solid waste, fire, police, and emergency services in The New York Times reported on September 2,2007
Community, in the northern part of Chapel Hill and Carrboro, Orange County,North Carolina.
North Carolina. In the late 1800s, Rogers Road was a wagon that "low-income communities . . . shelter most of
track through black-owned,family farmland that stretched from Our Projects Include: America's polluting facilities" and that African Americans
Homestead Road to Eubanks and Millhouse Roads. Following •The Rogers-Eubanks Community Center are"79%more likely than whites to live in areas where air
emancipation,community leader Morris Hogan founded a school •The Rogers-Eubanks Community Garden pollution levels pose health risks."
for black children;it served the neighborhood for generations. (a teaching garden) Professor Robert Bullard of Clark Atlanta University,a
pioneer and expert in environmental justice issues since
As decades passed,the land was handed down to children - a , 0iv, 1978,says that"the people who live closest"to"a lot of dif-
and grandchildren. Some land was lost to debt or simply sold. _MP-
. T " 7� :'t ferent waste facilities"are the people"who have the fewest
However,African Americans continued migrating to the commu- r r i 4 1w
resources,"those who are"most vulnerable."This"doesn't
nity;they continued to purchase land and establish homes.Today, ` , ` 'b
�a y mean that[they] should be dumped on."
a predominantly low-income neighborhood, the Rogers and Q h � _�._ RENA-CEER wants to reverse this pattern of vulnera-
Eubanks Community nevertheless remains socially cohesive and "� Iti t:1:' t bIli by helping disadvantaged to c reverse this ties mobilize the■
culturally rich. , : ,. p it_r ' . f . 1} f owe that comes from within. Through education,advoca-
9 s t r _:J .�� i power ,
The Rogers-Eubanks Neighborhood Association (RENA)
cy, and community-based partnerships, these communities
was begun in 1972,when residents were faced with the local gov- •Outreach with local schools: tutoring and mentoring can affect public health policy and improve the health and
ernents' decision to site a regional landfill in the community. •Community workshops for youth and adults safety of their residents.
m
RENA was registered as a 501(c)3 organization in 2007. •The Back-to-school Bash(an annual celebration to
Invitation to the White House
provide school supplies and help families prepare
Its goals were to reverse government decisions to expand for the new school year)
solid waste operations and facilities in the community(including •Community-based research: Air and water quality In recognition of RENA's and CEER's continuing
a solid waste transfer station),to redress the injustices that affect testing efforts to promote socially and environmentally responsible
the health and safety of residents in the neighborhoods that abut •Networking,advocacy,and training:teaching other policy-making, co-chair Minister Robert Campbell was
the Orange County Landfill,and to ensure that Rogers-Eubanks communities how to affect public health policy invited in 2009 to participate in a White House forum on
Community residents and all North Carolinians have affordable public health,clean energy,and environmental justice.
access to safe drinking water, sanitary waste disposal,and safe
communities. To expand its base of support and further its goal Success Stories
of advocating for environmental justice across North Carolina,
RENA created the Coalition to End Environmental Racism
(CEER). • Convinced local government to permanently remove the
entire Rogers-Eubanks community from consideration as the site ry" ,
Today,RENA-LEER includes neighborhood residents,resi-
for waste transfer station and other undesirable public facilities. rte
dents of greater Orange County, staff and students from UNC, • Partnered with UNC Chapel Hill researchers and thela�r
C t , t , a °�a tcommunity faith-based organizations,and other groups and indi- Daniel A.Okun Chapter of Engineers Without Borders to admin- 0 [t° i ,:viduals who want to work toward building healthy communities. ister a household water and sewer infrastructure survey and test �i i' ll surface and drinking water quality and air quality (Community- _ / . 1� 11, � j:_to
tYa� dill