HomeMy WebLinkAboutMinutes - 20080208 APPROVED 6/24/2008
MINUTES
ORANGE COUNTY BOARD OF COMMISSIONERS
ANNUAL PLANNING RETREAT
SOUTHERN HUMAN SERVICES CENTER
February 8, 2008
9:00 a.m.
The Orange County Board of Commissioners met for its annual Board retreat on Friday,
February 8, 2008 at 9:00 a.m. at the Southern Human Services Center in Chapel Hill, North
Carolina.
COUNTY COMMISSIONERS PRESENT: Chair Barry Jacobs and Commissioners
Valerie P. Foushee, Alice M. Gordon, and Mike Nelson
COUNTY COMMISSIONERS ABSENT: Moses Carey, Jr.
COUNTY ATTORNEY PRESENT: Geoffrey Gledhill and Brian Ferrell
COUNTY STAFF PRESENT: County Manager Laura Blackmon, Assistant County
Managers Willie Best and Gwen Harvey, and Clerk to the Board Donna S. Baker (all other staff
members will be identified appropriately below)
FACILITATOR: Phillip Boyle
STAFF IN ATTENDANCE: Purchasing and Central Services Director Pam Jones,
Personnel Director Michael McGinnis, Budget Director Donna Coffey, Planning Director Craig
Benedict, Environment and Resource Conservation Director David Stancil, Assistant to the
Manager Greg Wilder, Chief Information Officer Todd Jones, Recreation and Parks Director Lori
Taft, Housing and Community Development Director Tara Fikes, Revenue Collector Jo
Roberson, Tax Assessor John Smith, Animal Services Director Bob Marotto, Cooperative
Extension Director Fletcher Barber, Jr., Public Works Director Wilbert McAdoo, Department on
Aging Director Jerry Passmore, Child Support Director Janet Sparks, and Library Director
Brenda Stephens.
NOTE: ALL DOCUMENTS REFERRED TO IN THESE MINUTES ARE IN THE PERMANENT
AGENDA FILE IN THE CLERK'S OFFICE.
BREAKFAST GATHERING AT 8:30 A.M.
Retreat Planning
1. Board members met in September and December to discuss their vision of the good life
in Orange County; issues, forces, and challenges driving and restraining that vision; the
purpose of county government and what county government does; what county
government believes in and stands for; the values that should guide the actions of
county government; and a joint board-staff planning retreat.
2. Management team members met January 4th to discuss the board's mini-retreats and
the proposed process for the joint planning retreat.
3. Board and management team members identified key issues, needs, challenges, and
actions that should be addressed by the county. A consolidated set of issues, actions,
and challenges was prepared and distributed to retreat participants for their review prior
to the retreat. This list of"Issues and Actions, and Challenges Identified by Orange
County Board of Commissioners and Management Staff- January 2008" is attached and
thereby made a part of these minutes.
Retreat Goals
1. Engage board and management team members in a collaborative planning process to
identify key issues, needs, challenges, and actions facing the county today and create a
shared sense of direction about tomorrow.
2. Draft a set of countywide goals to serve as a guide for planning, focusing, organizing,
and communicating the work of county government.
3. Strengthen board and management team member communication, relationships, and
sense of connection to county government and to each other.
Retreat Agenda and Process
Getting Started
Phillip Boyle opened the meeting and reviewed the goals and process for the day's session.
Staff organized themselves at 4 tables, with each table to a have a BOCC representative
1. Welcome and opening remarks
2. Review retreat goals and process
3. Organize working groups
Identify Themes in the List of Orange County Issues, Actions, and Challenges
1. Review issues, actions, and challenges and identify common themes:
• Example: growth, information technology and communications, environment,
planning, land use
2. Combine themes into 5-7 categories that can serve as platforms for
countywide goals:
• Example 1: Planning for and managing growth, impact of population changes
and growth, immigration, transportation, access, mobility, expected and
needed services, increasing complexity, quality of life, education facilities and
operations, service delivery, environmental protection and preservation,
protecting and maintaining current services and standards, balancing growth
and development
Assign Categories to Each Working Group and Draft Countywide Goals
1. Reframe categories as affirmative goal statements (25 words or less) that
reflect a county-wide focus:
• Example 1: Achieve a mix of land uses that is environmentally sensitive and
sustains livability in a changing community
• Example 2: Achieve community-wide preparedness to protect public safety,
respond to routine and catastrophic events, and maintain and restore the
well-being of all residents.
2. Present goal statements to whole group
Review Proposed Goals
Assign Issues, Actions, and Challenges to Goals
1. Assign each issue, action, and challenge to the appropriate goal
• Example: Preserve and enhance quality of life by addressing growth with
sound public policies that sustain resources, provide high quality services,
and fund infrastructure needs (1, 2, 5, 7, 12, 13, 20, 21, 27, 29, 30, 31, 35,
36, 39, 40, 41, 47, 48, 49)
2. Assign any items that don't fit to a parking lot and address later
Planning Summary and Framework
Review issues, actions, and challenges to identify common themes and combine themes
into categories that can serve as platforms for countywide goals:
A — basic human needs, health, housing, affordable housing, social services, aging, seniors,
youth, special populations, human services, program and service delivery, underserved,
disadvantaged, low income, immigrant issues, demographic shifts, citizen assistance programs,
public safety, EMS, fire and rescue, sheriff, emergency management
B —governance, transparency, inter-governmental cooperation, centralized services,
collaboration, state-federal-local mandates and regulations, internal operations, public
participation, efficient and effective government, vision, social justice, public access and
outreach, citizen input, board meeting procedure, volunteers, advisory boards, community
values and concerns, community-building
C —economic well-being, economic development, enhancing local economies, costs and
revenue, taxes, fiscal stewardship, commercial tax base, agriculture, growth, planning, land use,
sustainability, transportation, solid waste
D —county employees, work force, staffing, employee development, volunteers, un-retirees,
organizational development, organizational concerns, diversity, internal education, county
infrastructure and facilities, management, technology, portability, hardware, software, phone
and communication systems, paperless government, internal communications, county image
and branding
E —environment, greening, protection, land conservation, preservation, water, air, natural
resources, energy efficiency, climate change, open space
F — education, recreation, schools, K-12, community college, UNC, parks, libraries, diversity,
animal companions/services, quality of life
Use categories to draft affirmative countywide goals and assign all issues, actions, and
challenges to the appropriate goal or goals:
A — Ensure a community network of basic human services that maintains, protects, and
promotes the well-being of all county residents
1. Achieve a per capita waste reduction goal of 61% and minimize quantities of waste
transferred to distant landfills.
6. Address county-wide need for affordable and work force housing.
12. Address local fallout of mental health reform.
15. Address solid waste management needs in emergency storm debris management,
recyclable materials handling operations, organics processing operations, solid waste
convenience centers, land clearing and inert debris recycling, and waste handling
operations.
21. Allow persons who have functional impairments to live safely in the least restrictive
environment.
27. Ban all recyclables from the landfill, including any recyclable that is collected curbside - this
ban would help extend the life of the landfill as we address the transfer station issue and
reduce environmental pollution.
31. Build aging-friendly communities by engaging municipalities and County departments in
improving infrastructure and services to meet the needs of older residents who desire to
age in place, especially those with functional disabilities and impairments.
41. Complete study that provides comprehensive information and recommendations on
provision of fire and rescue service in Orange County.
51. Create a comprehensive approach to waste management operations that minimizes, to the
extent possible, the carbon footprint.
56. Create emergency-related mobile pet sheltering capacity co-located with human shelters.
77. Develop teen environmental and recreation programs to help deter youth crime and
violence.
88. Emergency preparedness outreach —CodeRed, Animals @ Shelters.
93. Ensure compliance with mandatory recycling, materials theft and landfill ban ordinances.
101. Establish a domestic violence shelter within the county.
105. Establish a water/sewer fund for county households of modest means (e.g., set aside
$100,000 in the 2008-09 budget to kick-start this fund) — each eligible family could receive
$2000 towards water/sewer hook ups if they qualify.
113. Expand dental clinical services at both ends of the county to address needs of dental
uninsured adults.
114. Expand offerings of innovative and creative programs, classes and services that address
health promotion, exercise, disease prevention, and nutrition needs.
116. Explore ways in which the county can help address home-life issues negatively affecting
children's performance in school, e.g., hunger, lack of health care, domestic violence,
homelessness, etc.
123. Fully implement the Water Resources Program.
125. Get UNC to become a signatory to the I nterlocal Agreement for Solid Waste Management.
126. Greene Tract decision points.
127. Growing aging population without adequate public services for those in crisis or without
basic subsistence resources and health care.
134. Identify where State legislature may be headed with counties and roads.
140. Improve information and assistance to those most in need, such as elderly, disabled and
low income residents.
145. Improve transit/mobility options for county residents, especially older and disabled, through
a multi-modal vision that is acceptable, efficient, effective, affordable and environmentally
friendly.
154. Increased call for child care subsidies.
155. Increasing pressure from parents and schools to provide health services in school settings.
159. Investigate statistics on poverty rates, with goal of coordinating services to address
problems identified.
163. Link economic development, environmental protection, and affordable housing.
171. Make sure that everyone, but especially lower income families, has access to training and
opportunities to advance to higher paying jobs.
174. Mitigate poverty by supporting efforts to secure health insurance, child care subsidies,
transportation, food, housing and other essentials for low income families.
175. Modernize solid waste convenience centers to more efficiently and safely handle waste
and recyclable materials, minimize impacts on surrounding neighborhoods, and maximize
recyclable materials collection capability and capacity.
183. Pending IFC men's shelter relocation
185. Plan for the secondary development pressures associated with Carolina North.
189. Promote a transportation system that serves all parts of the community and helps residents
get to jobs, schools, health facilities and other important destinations.
192. Promote communities and families where children can live free of abuse, neglect or fear.
195. Promote healthy lifestyles for Orange County residents.
198. Provide core public health services to refugee populations - 105 since July 1, 2007 and an
additional 200+ projected for next year.
205. Reduce littering and illegal dumping.
207. Reengagement of the Fire/Rescue Study.
210. Require loads to be properly secured.
221. Service requests from senior populations
223. Spur affordable housing development.
224. Stabilize funding for Medical Reserve Corps, Public Health Preparedness, and Citizen
Corps Programs.
225. Standardize countywide addressing.
227. Steadily increasing immigrant population with limited access to health services and
increasing chronic disease and injury.
229. Strengthen focus on prevention efforts such as educating restaurants about food
preparation and sanitation, chronic disease/precursors to chronic disease, i.e., obesity,
heart disease, cancer.
230. Support additional wrap-around services for defendants involved in the judicial system.
231. Support and expand the Youth Voices Program on a year-round basis.
235. Support transit, pedestrian, bicycle facilities, and other alternatives to the single passenger
automobile.
B - Promote an interactive and transparent system of governance that reflects
community values
3. Address community expectations in Historic Rogers Road Area
8. Address effective service coordination between the County and municipalities according to
agreed upon principles and objectives.
14. Address neighborhood tensions in locating important public facilities.
16. Address the perceived lack of collaboration among local governments regarding common
issues such as affordable housing.
20. Allocate resources equitably in meeting the priorities of the county.
24. Assess current services and programs to determine whether tax dollars are being spent in
the most effective ways possible.
25. Balance "squeaky wheel" demands with those of the "silent majority."
26. Balance the budget-schools, capital needs, operations, employee pay and benefits
(Archer Study, PERB).
32. Carolina North - arrival of a new Chancellor.
34. Collaborate with municipalities to provide better service to all county residents.
38. Complete disclosure and conflict statements for BOCC, department heads and staff.
50. Create a clear and transparent governing process to ensure a positive and productive as
well as transparent relationship between elected representatives, staff, citizen advisors,
and other citizens in specific areas of concern.
58. Define the County's core services for future funding priorities.
63. Develop a "one-project, one-permit" central permitting program for development.
67. Develop a process by which new initiatives may be vetted to determine the overall impact
in relation to other actions that may have been taken.
71. Develop an enterprise approach with strong and sufficient support for all County
departments and their operations.
73. Develop county definition of sustainable community.
74. Develop new logo and county image.
78. Develop uniform contracting and grant processes including monitoring.
86. Educate citizens and legislative representatives on tax issues and impacts.
91. Encourage the involvement of more citizens on county advisory boards.
92. Ensure all commissioners are informed of county business in a timely manner and that no
significant county business is conducted by some commissioners without the knowledge of
all commissioners.
94. Ensure public participation and transparency in Orange County government for all
residents.
95. Ensure that all meetings have a timely published meeting notice and summaries, including
all meetings involving some commissioners when County staff is involved.
96. Ensure that all residents are treated equitably and fairly.
100. Ensure that, when additional commissioner meetings are scheduled, all commissioners
have an equal opportunity to be able to attend.
103. Establish a model or models for partnership with municipalities and other entities in
developing and operating parks and providing recreation services.
109. Evaluate the public value provided by boards, commissions, task forces and workgroups to
identify opportunities for reducing staff time and resources required.
110. Examine ways to increase operational efficiencies of advisory committees without
compromising citizen access to government.
111. Examine what Orange County will look like twenty years from now.
117. Explore ways of making the most effective and efficient use of resources through an
enterprise or other alternative budgeting approach.
124. Get citizens more engaged in county activities and initiatives.
125. Get UNC to become a signatory to the I nterlocal Agreement for Solid Waste Management.
126. Greene Tract decision points.
131. Identify core county functions.
134. Identify where State legislature may be headed with counties and roads.
139. Improve countywide coordination of information shared with the public (to avoid potential
conflicting messages from individual departments).
143. Improve the public's understanding of the multitude of county services provided by their tax
dollars through a common look and feel, e.g., web and printed materials, "branding."
150. Increase residents' access to and awareness of county services.
158. Institute public information program.
160. Keep residents better apprised of county government activities and solicit their feedback.
161. Lessen the tax burden on homeowners.
178. New role for HSAC in outside agency allocations.
180. Partner with municipalities, the region, and the state to address climate change concerns
at the local level.
181. Partner with other governments and organizations to create environmental educational
facilities and programs for all ages.
182. Partner with the Town of Hillsborough to establish a wireless network to help promote
economic development in downtown Hillsborough - the county could provide wireless from
county-owned buildings in downtown and technical assistance.
187. Prepare for new BOCC members
188. Promote a tax system that recognizes the unique challenges of persons who are not
wealthy but own property.
190. Promote a budget process which fairly balances and evaluates competing needs.
191. Promote balanced and open decision making that helps identify possible unintended
consequences.
193. Promote efficient and effective county government.
212. Resolve public market dispute
215. Review proposed Transfer Station site
218. Revise meeting rules of procedure and etiquette
220. Seeks ways to operate with greater enterprise efficiencies.
228. Streamline cumbersome regulatory processes.
239. Update the countywide Strategic Communications Plan.
C - Implement planning and economic development policies which create a balanced,
dynamic local economy that promotes diversity, sustainable growth, and enhanced
revenue while embracing community values
2. Acknowledge continuing decrease in federal and state funding streams requiring more
local resources to maintain service levels.
5. Address concerns about local food and continued food availability through community
gardening, a countywide food policy that encourages production and consumption of local
food, and assisting farmer transition to local food production
10. Address impacts of fluctuations in local economy-sub-prime mortgages, retail sales,
employment, fuel prices.
11. Address jobs/economic development so residents can afford to stay in Orange County.
19. Aggressively pursue economic development goals.
22. Alternative revenue options -spring referendum.
23. Appropriate economic development to lessen property tax burden.
30. Broaden tax base.
43. Complete the Orange County Comprehensive Plan.
44. Complete Town of Hillsborough/Orange County Strategic Growth Plan Phase II.
49. Continue to work with the W.C. Breeze Family Farm Incubator Program as a regional
facility.
54. Create a target percentage for locally produced food for all meals served at county-
sponsored events or facilities.
55. Create a zoning code section to govern the development or operations of sexually oriented
businesses.
59. Define what a sustainable community is and how it fits with economic development.
61. Determine if we are relying too much on employers outside the county to employ our
citizens.
62. Determine sustainable lot size in rural water resource areas (i.e. not on public water and
sewer) based on USGS studies.
64. Develop a comprehensive "water budget" assessment to comprehensively look at ground
water and surface water systems.
68. Develop Access Management plan.
73. Develop county definition of sustainable community.
75. Develop specific goals, responsibilities, and mechanisms to enhance county efforts to buy
locally.
76. Develop sufficient infrastructure to support future economic development.
79. Develop zoning regulations to address aesthetic issues, tall grass, trash/debris, and other
from residents.
82. Diminishing tax base due to exemptions and tax law changes.
83. Diversify economic development to broaden the tax base.
84. Diversify tax base to place less burden for support of governmental services on residential
taxpayers.
99. Ensure that the land development approval process provides appropriate protection of the
natural environment, promotes sustainable development, and provides appropriate
amenities such as parks and open space.
102. Establish a funding stream for capital improvements and/or construction for county
projects, i.e., schools, public safety, parks, etc.
106. Establish Conditional Use District and Conditional Rezoning to be applied in specific areas
of the county based on findings of approved planning studies, Small Area Plans, or the
Orange County Comprehensive Plan.
108. Evaluate the Flexible Development Village Option and consider review process for Farm-
Minor subdivisions to offer alternatives to 10-acre exempt plats.
112. Expand and diversify the County's revenue base to support needs services that are now
highly dependent on personal property owners who are growing older and will be on fixed
incomes.
118. Explore ways to continue farmland preservation and agricultural economic opportunities.
120. Finalize Buckhorn Road.
122. Follow the procedures in the Schools Adequate Public Facilities Ordinance to anticipate
future school construction needs and incorporate those needs into the CIP, so that schools
are available in a timely manner and as planned.
128. Growing numbers of parcels and tax programs.
129. High capital debt load.
130. Identify and attract preferred types of economic development.
132. Identify Orange County's economic engine(s).
133. Identify the county's target proportion and mix of business and residential property owners.
134. Identify where State legislature may be headed with counties and roads.
153. Increase visibility of the Arts Commission and encourage economic development of the
creative industry in Orange County (e.g., locate office in downtown community gallery
space, art in window, etc.)
156. Initiate Smart Growth Low Impact Design, xeriscaping, and CPTED planning amendments.
161. Lessen the tax burden on homeowners.
163. Link economic development, environmental protection, and affordable housing.
171. Make sure that everyone, but especially lower income families, has access to training and
opportunities to advance to higher paying jobs.
176. Move the Comprehensive Land Use Plan forward
182. Partner with the Town of Hillsborough to establish a wireless network to help promote
economic development in downtown Hillsborough - the county could provide wireless from
county-owned buildings in downtown and technical assistance.
185. Plan for the secondary development pressures associated with Carolina North.
186. Prepare for expanding storm water rules countywide in response to water and drought
conditions.
194. Promote Green Building techniques through public educational programs and building
code enhancements.
196. Promote sufficiently diverse tax revenue sources while upholding development principles.
201. Pursue open space connectivity and "critical mass."
208. Refocus and realign IT committee with former cable interests, in association with EDC, to
modernize technology assessment, planning, and advocacy.
209. Reinitiate Strategic Growth/Resource Conservation (SGRC) aka TDR implementation after
Comprehensive Plan Phase II public hearing.
212. Resolve public market dispute
219. Revise private road justification to clarify provisions needed to justify a private road.
223. Spur affordable housing development.
226. Start Hwy 70, NC 86, Hwy 57.
235. Support transit, pedestrian, bicycle facilities, and other alternatives to the single passenger
automobile.
237. Update Comprehensive Plan.
240. Use State of the Environment, Environmental Responsibility Goal, State of the Local
Economy and other"benchmark" reports and policies to holistically address sustainability
within county government.
D - Invest in quality county facilities, a diverse work force, and technology to achieve a
high performing county government
9. Address Health Department and DSS space needs.
13. Address need for electronic management of agenda process (paperless).
28. Begin planning new southwest library.
29. Brain drain of experienced employees as they age and retire from the workforce.
35. Be competitive with salaries in the Triangle marketplace.
36. Complete and fully fund the Archer Position Study.
39. Complete new facilities for Animal Services and Solid Waste Management.
40. Complete renovations of the Audio Now building for Emergency Management.
42. Complete the new Justice Facility.
45. Completely revise and update personnel ordinance into board policies and administrative
rules of procedure.
52. Create a county campus between Hillsborough and Chapel Hill.
57. Decide on reuse or redevelopment of Northern and Northside.
60. Determine employee satisfaction with jobs, supervision, benefits, and leadership.
63. Develop a `one-project, one-permit" central permitting program for development.
69. Develop adequate fleet for staff.
70. Develop adequate infrastructure to support the provision of services and efficient
operations of county government.
72. Develop comprehensive employee training program.
76. Develop sufficient infrastructure to support future economic development.
78. Develop uniform contracting and grant processes including monitoring.
81. Digitize county policy and procedures.
85. Divest county of unneeded buildings/properties.
87. Embrace best management practices throughout the organization.
89. Encourage corrective action and problem resolution at lowest possible level and reduce
numbers and levels of discipline and grievance activity.
97. Ensure that enterprise-wide software decisions allow all departments to meet legal
obligations and provide good management information to the department.
102. Establish a funding stream for capital improvements and/or construction for county
projects, i.e., schools, public safety, parks, etc.
107. Establish organizational and position career ladder and succession planning.
117. Explore ways of making the most effective and efficient use of resources through an
enterprise or other alternative budgeting approach.
119. Fill key vacancies -CFO, Emergency Management, Economic Development.
121. Find and procure suitable locations for EMS stations.
134. Identify where State legislature may be headed with counties and roads.
135. Implement a competitive 401-k program based on percentage of salary and that includes a
county match.
136. Implement new technologies/software in public health practice, e.g., new electronic
communicable disease reporting system statewide, new state software for public health
clinical and home visiting programs, GIS analysis for public health.
137. Improve cell phone coverage throughout county.
138. Improve county website appearance and ease of use for the public.
139. Improve countywide coordination of information shared with the public (to avoid potential
conflicting messages from individual departments).
141. Improve organizational communication.
143. Improve the public's understanding of the multitude of county services provided by their tax
dollars through a common look and feel, e.g., web and printed materials, "branding."
144. Improve the value of employee/retiree benefits, e.g., provide employees with an annual
Total Compensation Summary.
146. Include a facility operational plan when developing new county construction-related
projects.
147. Increase departmental ability to carry out HR-related functions.
149. Increase oversight and communication of departments by ACM.
151. Increase use of mobile technology (laptops, pdas, etc.) by county staff to achieve
efficiencies.
152. Increase use of technology for records retention, filing, agendas and payroll.
157. Install automatic light switches in all county buildings to reduce energy consumption.
158. Institute public information program.
165. Maintain a fair, equitable and competitive pay system.
167. Maintain a high level of customer service that is attentive and responsive to the needs of
employees, departments and the public.
168. Maintain an employee benefits program that meets the needs of employees and is
competitive with other local governments and employers.
169. Maintain county buildings, facilities, and major operating systems to realize their expected
life and functionality and provide cost-effective maintenance to ensure that county
buildings, grounds and facilities provide attractive settings and a clean and comfortable
environment for employees and the public.
170. Make better use of Orange County retirees and un-retirees in helping to improve the
quality of life for all citizens.
172. Meet critical space needs for Health and Social Services
175. Modernize solid waste convenience centers to more efficiently and safely handle waste
and recyclable materials, minimize impacts on surrounding neighborhoods, and maximize
recyclable materials collection capability and capacity.
177. Moving to a paperless "agenda" process.
182. Partner with the Town of Hillsborough to establish a wireless network to help promote
economic development in downtown Hillsborough - the county could provide wireless from
county-owned buildings in downtown and technical assistance.
184. PI MS
199. Provide more web-based services to enhance customer service.
200. Provide services in a way that does not increase the digital divide.
202. Reduce county data security risks through gaps in the firewall to the intranet.
203. Reduce county government's emission of green house gases by 25% from 2006 levels by
2020.
206. Reduce stress and confusion on staff of receiving work requests from multiple
management directions.
208. Refocus and realign IT committee with former cable interests, in association with EDC, to
modernize technology assessment, planning, and advocacy.
213. Review and revise recruitment and selection process to improve timeliness and flexibility
without reducing ability to hire and retain the best employees.
214. Review and revise the pay for performance process
216. Review retirement health care costs and benefits to determine appropriate funding.
217. Review the use of temporary employees and determine appropriate alternatives.
236. Transfer station siting.
238. Update phone system.
239. Update the countywide Strategic Communications Plan.
241. Volunteer recruitment and retention.
E —Create, preserve, and protect a natural environment that includes clean water, clean
air, wildlife, important natural lands and sustainable energy for present and future
generations
1. Achieve a per capita waste reduction goal of 61% and minimize quantities of waste
transferred to distant landfills.
27. Ban all recyclables from the landfill, including any recyclable that is collected curbside - this
ban would help extend the life of the landfill as we address the transfer station issue and
reduce environmental pollution.
37. Complete county energy audit and create a plan for energy reduction.
46. Consider ways to promote on-going and long-term water conservation.
48. Continue targeting high priority natural and cultural resource land protection through the
Lands Legacy Program.
51. Create a comprehensive approach to waste management operations that minimizes, to the
extent possible, the carbon footprint.
54. Create a target percentage for locally produced food for all meals served at county-
sponsored events or facilities.
62. Determine sustainable lot size in rural water resource areas (i.e. not on public water and
sewer) based on USGS studies.
64. Develop a comprehensive "water budget" assessment to comprehensively look at ground
water and surface water systems.
66. Develop a landfill gas recovery project that maximizes methane gas recovery and
utilization for energy recovery.
73. Develop county definition of sustainable community.
93. Ensure compliance with mandatory recycling, materials theft and landfill ban ordinances.
98. Ensure that the County's important natural and cultural resources are protected and
conserved, including clean air, clean water, significant biological resources, and other
important land resources.
99. Ensure that the land development approval process provides appropriate protection of the
natural environment, promotes sustainable development, and provides appropriate
amenities such as parks and open space.
104. Establish a policy by which green house gas emissions are one of the factors considered
when the BoCC makes a decision.
118. Explore ways to continue farmland preservation and agricultural economic opportunities.
123. Fully implement the Water Resources Program.
126. Greene Tract decision points.
156. Initiate Smart Growth Low Impact Design, xeriscaping, and CPTED planning amendments.
157. Install automatic light switches in all county buildings to reduce energy consumption.
163. Link economic development, environmental protection, and affordable housing.
173. Meet demand for more information about energy matters such as conservation, green
building, alternative energy, and transportation.
180. Partner with municipalities, the region, and the state to address climate change concerns
at the local level.
186. Prepare for expanding storm water rules countywide in response to water and drought
conditions.
194. Promote Green Building techniques through public educational programs and building
code enhancements.
201. Pursue open space connectivity and "critical mass."
203. Reduce county government's emission of green house gases by 25% from 2006 levels by
2020.
204. Reduce greenhouse gas emissions within Orange County.
205. Reduce littering and illegal dumping.
209. Reinitiate Strategic Growth/Resource Conservation (SGRC) aka TDR implementation after
Comprehensive Plan Phase II public hearing.
210. Require loads to be properly secured.
211. Require the use of B100 bio-diesel for all public and private haulers who bring waste to the
landfill or the future transfer station.
222. Share information from Cultural and Archaeological Surveys in a way that makes history
engaging to the public without compromising the locational integrity of sites.
232. Support environmental protection as an important and distinct function of Orange County
government.
233. Support the County's Lands Legacy Program as an important method for protecting the
county's environmental resources.
235. Support transit, pedestrian, bicycle facilities, and other alternatives to the single passenger
automobile.
240. Use State of the Environment, Environmental Responsibility Goal, State of the Local
Economy and other"benchmark" reports and policies to holistically address sustainability
within county government.
242. Water and energy conservation.
F — Ensure a high quality of life and lifelong learning that champions diversity, education
at all levels, libraries, parks, recreation, and animal welfare
4. Address companion animal issues in a positive and progressive manner, promoting
responsible pet ownership and ensuring humane care.
7. Address county-wide needs for recreation programs and community centers.
17. Address the potential importance of the Mountains to Sea Trail corridor.
18. Address ways of responding to increasing population and service demands and increasing
use of parks and recreation facilities while maintaining the quality, variety, and availability
of parks, recreation, and cultural programs and resources.
28. Begin planning new southwest library.
33. Carrboro interest in free standing library.
47. Consider whether to allow limited access to future park sites prior to park construction in a
manner that does not cause harm to land, buildings, or visitors.
53. Create a positive and proactive pet overpopulation management program that reduces and
ultimately eliminates the use of euthanasia as a means of population control.
65. Develop a cooperative program with the library and future heritage center on Orange
County historic and architectural resources, e.g., an oral history program with tapes and
transcriptions available for the public to enjoy and learn from.
77. Develop teen environmental and recreation programs to help deter youth crime and
violence.
79. Develop zoning regulations to address aesthetic issues, tall grass, trash/debris, and other
from residents.
80. Development and operation of county's future parks.
90. Encourage public/private partnerships in developing recreational facilities and programs.
98. Ensure that the County's important natural and cultural resources are protected and
conserved, including clean air, clean water, significant biological resources, and other
important land resources.
99. Ensure that the land development approval process provides appropriate protection of the
natural environment, promotes sustainable development, and provides appropriate
amenities such as parks and open space.
103. Establish a model or models for partnership with municipalities and other entities in
developing and operating parks and providing recreation services.
115. Explore partnerships with school systems in sharing recreational and community facilities.
122. Follow the procedures in the Schools Adequate Public Facilities Ordinance to anticipate
future school construction needs and incorporate those needs into the CIP, so that schools
are available in a timely manner and as planned.
148. Increase growth opportunities for all citizens.
153. Increase visibility of the Arts Commission and encourage economic development of the
creative industry in Orange County (e.g., locate office in downtown community gallery
space, art in window, etc.)
155. Increasing pressure from parents and schools to provide health services in school settings.
162. Library service standards.
164. Local school districts discussion of pre-K programs.
166. Maintain a good school system with diminishing revenues.
179. Open the Durham Tech Community College satellite campus.
181. Partner with other governments and organizations to create environmental educational
facilities and programs for all ages.
195. Promote healthy lifestyles for Orange County residents.
197. Promote the provision of excellent school facilities for both school districts, for both new
and existing schools.
221. Service requests from senior populations
222. Share information from Cultural and Archaeological Surveys in a way that makes history
engaging to the public without compromising the locational integrity of sites.
234. Support the identification of long range new and existing school capital needs of both
school districts and the development of funding plans to meet those needs.
Proposed Next Steps
1. Staff- Organize issues, actions, and challenges assigned to each goal into a set of
specific objectives/strategies to support each goal; address assignment of transportation
and solid waste issues.
2. BOCC — Review objectives/strategies and identify any adjustments or revisions; Identify
priorities among objectives/strategies and arrange in priority order.
3. Staff- Review countywide strategic framework and provide board with an assessment of
what the county is doing or not doing to support these goals, how much the county is
doing, fiscal and legal implications, timelines, etc.
4. BOCC — Identify any adjustments or revisions, affirm priorities, and finalize strategic
framework along with county mission, vision, and values.
5. Staff/BOCC— Incorporate into organizational and departmental operating plans and
develop a process for incorporating into regular BOCC review.
Retreat Agenda Items Not Completed
The remainder of the retreat agenda items were not completed, but they are shown below for
future reference.
Organize Issues, Actions, and Challenges Assigned to Each Goal into a Set of Specific
Objectives/Strategies to Support Each Goal
1. Define objectives/strategies and arrange in priority order:
• Example: (1) revise land use plan and review and update ordinances to
reflect revised plan; (2) develop a formal acquisition and implementation
strategy for parks, greenways, and open space; (3) work toward becoming an
environmentally friendly and energy efficient community
2. Record, post, and report out
Review Countywide Strategic Framework
1 . Review goals and priority objectives/strategies
2. Solicit observations, implications, feedback- modify as needed
Reflection and Next Steps
1 . What have you accomplished today?
2. Where should you go from here?
The meeting adjourned at 4:10 p.m.
Barry Jacobs, Chair
Donna S. Baker, CMC
Clerk to the Board