HomeMy WebLinkAboutAgenda - 02-01-2013 - AgendaOrange County
Board of Commissioners
Friday, February 1, 2013 9:00 am — 4:00 pm
Solid Waste Administrative Office— Chapel Hill
Retreat Goals
1. To provide all Commissioners with an Orange County Financial Overview
2. To review for some and introduce to others the Orange County Board of Commissioners FY 2009 -2010 Goals and Priorities (adopted in 2009)
3. To explore potential new County priorities and determine Commissioner's willingness to devote staff time to those priorities.
Time
Agenda Item
Process/Presenter
Discussion Goal(s)
(Information Only or Decision to be made ?)
8:30 — 9:15
Light Breakfast and Gather
9:15 — 9:30
Welcome and Agenda Review
• Opening remarks
• Review retreat goals and process
• Group Agreements (Ground Rules for the day)
9:30 — 10:00
Financial /Budget Overview
(15 min presentation115 min Q&A)
In the time allotted, we will at least surface any issues or
Clarence Grier— ACM/Financial Services Director
questions about the financials/budget even if they can't
be answered during the retreat?
10.00 — 11.15
Review BOCC Goals and
Goal #1 Promoting Well Being of All Residents
Priorities
(Network of human services and infrastructure)
The goal of this discussion is to:
• Brief Overview/History — (5 min. comments by Commissioners
1. Provide information about the history /rationale for
who helped craft this goal about the rationale /intent of this goal
Goal # 1 and priorities, the current status of this
and the related priorities)
goal/priorities and
2. Data gathering about the status of poverty in Orange
• Update /Status (10 minute maximum staff report)
County, and
• Q &A (10 minutes)
3. To identify and briefly discuss new priorities under
• Orange County Poverty Overview (15 min presentation by
this goal. If there is some type of agreement to
Gene Nichol from the Center on Poverty, Work &
move forward on issues discussed, it will be sent to
Opportunity) This presentation will set context for new priorities
the manager or it will be tabled.
• Q &A (10 minutes)
• Potential Discussion Items: Affordable Housing, County Run
Homeless Shelter (25 min. full group discussion)
11:15 —11:25
Break
Break
Break
11:25— 11:55
Review BOCC Goals and
Goal #5 Create, Preserve, & Protect Natural Environment
The goal of this discussion is to:
Priorities
1. Provide information about the history /rationale for
• Brief Overview/History — (5 minute comments by
Goal 45 and priorities,
Commissioners who helped craft this goal about the
2. Discuss the current status of this goal and priorities
rationale /intent of this goal and the related priorities)
3. Identify if there are existing or new priorities that
• Update /Status (10 minute maximum staff report)
need to be addressed on future Commission agenda.
• Q &A/Discussion ((15 minutes)
• Potential Discussion Item: Future of Lands Legacy Program
11.55 — 12.30
Review BOCC Goals and
Goal # 4 High Performing County Government
The goal of this discussion is to:
Priorities
(Investment in county facilities, diverse workforce & technology)
1. Provide information about the history/rationale
for Goal 44 and priorities,
• Brief Overview/History — (5 minute comments by Commissioners who
2. Discuss the current status of this goal and
helped craft this goal about the rationale /intent of this goal and the
priorities
relatedpriorities)
3. Identify if there are existing or new priorities
• Update /Status (10 minute maximum staff report)
that need to be addressed on future Commission
• Q &A (20 minutes)
agenda.
12:30 —1:00
Lunch
Lunch
Lunch
1.00 — 2.15
Review BOCC Goals and
Goal # 3 Balanced, Dynamic, Sustainable
The goal of this discussion is to:
Priorities
Economic Development
1. Provide information about the history /rationale for
Goal 43 and priorities, the current status of this
• Brief Overview/History — (5 minute comments by
goal/priorities and
Commissioners who helped craft this goal about the
2. To identify and briefly discuss potential new
rationale /intent of this goal and the related priorities)
priorities under this goal
• Update /Status (15 minute maximum staff report)
3. Determine board agreement to explore feasibility of
• Q &A (20 minutes)
a County Fair
• Potential Discussion Items: County Fair, Community Economic
Development (35 minute full group discussion)
2:15 — 2:25
Break
Break
Break
2:25 — 3:10
Review BOCC Goals and
Goal #2 Promote Interactive & Transparent
Priorities
Governance System
The goal of this discussion is to:
1. Provide information about the history /rationale for
• Brief Overview/History — (5 minute comments by
Goal 42 and priorities, the current status of this
Proposed Group Agreements
• Speak Your Truth— Speak from the "I" position, rather than detaching from your perspective (`you ") or universalizing your perspective ( "we ").
• Lean Into Discomfort and Lean Into Each Other - By design, authentic dialogue challenges participants. Discomfort signals that you are being challenged and perhaps even growing from the
experience. Support each other to participate fully. Step up and practice asserting if you tend to be reserved or quiet. Step back and practice listening if you tend to be talkative.
• Expect and Be Willing to Accept Non closure - Embrace the process as the task. While this process might be designed to resolve an immediate question, it will raise far more questions than answers
about the larger issues uncovered through the dialogue. Engaging in the dialogue and process of working together will reap far greater rewards than simply making a decision about what "to do."
Commissioners who helped craft this goal about the
goal/priorities and
rationale /intent of this goal and the related priorities)
2. To identify potential strategies to enhance town,
• Update /Status (10 minute maximum staff report) Will focus on
county, and university relations.
how the town, county and University relate to each other now.
• Town /County/University Relations -. Carl Stenberg, Institute
of Government will share the potential friction points between the
three entities and potential solutions based on how other
communities have addressed those conflicts. (15 minute)
• Q &A/Discussion (20 minute full group discussion)
3.10 — 3.40
Review BOCC Goals and
Goal #6 Ensure Life Long Learning
The goal of this discussion is to:
Priorities
(Champion Diversity, Education, Libraries, Parks, Recreation,
1. Provide information about the history /rationale for
Animal Welfare)
Goal 46 and priorities,
2. Discuss the current status of this goal and priorities
3. Identify if there are existing or new priorities that
• Brief Overview/History — (5 minute comments by
need to be addressed on future Commission agenda.
Commissioners who helped craft this goal about the
rationale /intent of this goal and the related priorities)
• Update /Status (10 minute maximum staff report)
• Q &A/Discussion (15 minutes)
• Potential Discussion Items: Next Steps for Park Plan, Southern
Library Branch
3:40 — 4:00
Reflection and Next Steps
1. What have you accomplished today?
2. Where should you go from here?
4:00
Adjourn
Proposed Group Agreements
• Speak Your Truth— Speak from the "I" position, rather than detaching from your perspective (`you ") or universalizing your perspective ( "we ").
• Lean Into Discomfort and Lean Into Each Other - By design, authentic dialogue challenges participants. Discomfort signals that you are being challenged and perhaps even growing from the
experience. Support each other to participate fully. Step up and practice asserting if you tend to be reserved or quiet. Step back and practice listening if you tend to be talkative.
• Expect and Be Willing to Accept Non closure - Embrace the process as the task. While this process might be designed to resolve an immediate question, it will raise far more questions than answers
about the larger issues uncovered through the dialogue. Engaging in the dialogue and process of working together will reap far greater rewards than simply making a decision about what "to do."
• Have Fun, Take Risks
• Think out of the Box/Be Creative (Don't feel compelled to do things the way they've always been done)
• Speak one at a time
• Accept other's truth — Which doesn't require your agreement but acknowledges the fact that for people their perception is 100% of reality.
• Listen for Understanding
• Leave your Ego at the Door —Ego That part of us that continues to worry, live in doubt, is afraid, judges people, is afraid to trust, needs proof, believes only when it is convenient, fails
to follow -up, refuses to practice what it preaches, needs to be rescued, wants to be a victim, beats up on "self', needs to be right all the time and continues to hold on to what does not
work. Taken from the Introduction of "One Day My Soul Just Opened Up: 40 Days & 40 Nights Towards Spiritual Strength & Personal Growth " by Iyanla Vanzant
ADOPTED 9/15/09
UPDATED 01 /23/13
ORANGE COUNTY BOARD OF COUNTY COMMISSIONERS
GOALS AND PRIORITIES
Fiscal Year 2009 -2010
Goal One: Ensure a community network of basic human services and
infrastructure that maintains, protects and promotes the well-
being of all County residents.
2013 UPDATE from Animal Services
Animal Services maintains, protects and promotes the wellbeing of
all County Residents. The department is responsible for rabies
control (public health), dangerous animals (public safety), the
abatement of public nuisances adversely affecting residents quality
of life, and the protection of animals from neglect and abuse
(animal welfare).
2013 UPDATE from Board of Elections
• Experienced, dedicated staff to assist residents
• Provide safe, convenient voting sites to all residents
2013 UPDATE from Tax Administration
The tax office manages EMS billing and collection. Through that
service, staff is able to work with residents to setup amicable
payment arrangements to cover the services used. Staff also
works closely with the Orange County EMS staff for quality control
as staff members often work first hand with residents that have
received service from the County.
With the County's new Address Ordinance that promotes
identifiable and easy -to -read signs for structures, the Tax Office is
working closely with volunteer fire departments and EMS staff to
promote and implement this safety measure adopted by the BOCC
in 2011.
The tax office also conducts community presentations and other
outreach initiatives to educate elderly, disabled and low- income
residents on tax relief programs that may be available. Ensuring
that non - profits are accurately assessed by state statutes also is in
line with this initiative. Similarly, the tax office works with the
Towns and Orange County Finance in qualifying residents for
assistance with fees such as stormwater and 3R.
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Orange County Community Land Trust (CLT) and the Tax Office
work very closely in assessing properties in accordance with the
CLT statute, 105 - 277.17. These properties are covered by local
ordinances of Chapel Hill and Carrboro for affordable housing, and
the tax office collaboratively works with stakeholders to ensure
these properties are assessed at the low- income level as defined
by statute.
2013 UPDATE from Information Technologies
• Network, Wireless, Voice, Application and Data Services
2013 UPDATE from Human Resources
Facilitate a recruitment and selection process that yields qualified
employees to carry out the duties and services in support of the
above referenced goal.
2013 UPDATE from Aging (Master Aging Plan Objectives)
• Objective 2.6: Protect and increase the provision of meal
assistance services in Orange County.
• Objective 2.7: Expand in -home and community respite support
services that enable Orange County residents to age in place.
• Objective 2.8: Ensure that more older adults in Orange County
are able to maintain, modify, and afford their homes.
• Objective 3.2: Ensure that older adults and their families can
access appropriate care for their health needs.
• Objective 3.3: Improve the quality of and access to mental
health and substance abuse services for older adults and their
families.
• Objective 3.4: Collaborate with faith -based groups and other
chaplaincy organizations to provide for the psychological,
emotional, and spiritual needs of older adults.
• Objective 4.1: Collaborate with Orange County Emergency
Management Services (EMS) to improve services for older
residents in Orange County.
• Objective 4.2: Improve the quality of programs and services
provided to residents of long -term care facilities, nursing homes,
assisted living facilities, and family care homes in Orange
County.
• Strategy 4.3.2: Help older adults access needed social service
programs.
• Objective 6.1: Promote aging preparedness so that the Orange
County community and its residents may be better able to
transition to senior living.
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2013 UPDATE from Social Services
Provide basic necessities to eligible families through Food and
Nutrition Services, Work First cash assistance, Medicaid and
Health Choice medical coverage, energy payments and emergency
assistance.
Assist low income working families to gain and maintain
employment and to increase wages through employment and
training services (Work First, Skills Development Center) and
through supportive services (e.g. child care subsidy)
Protect vulnerable children and adults from abuse and neglect and
assist them to live safely in family settings when possible. Provide
access to other services such as foster care, group care or in -home
aide services
Provide preventive services for high -risk families and individuals
(homelessness prevention, school social work, adolescent
parenting)
Partner with other County and non - profit agencies to address
needs of families (social workers at senior centers, staff at hospital,
drug court partnership)
Priority 4: Review services to identify and protect `safety net' programs
and services.
2013 UPDATE from Health Department
• Dental Clinic: Centrally located with eight operatory and
appointments available five days per week.
• Medical Clinic: Two locations (Chapel Hill, Hillsborough)
with evening hours offered once each week at each
location.
• Family Home Visiting Services: Care management and
counseling services for at risk, eligible women and children
to ensure improved health outcomes.
• Provides access to WIC services.
• Fees for Services: some are free, low costs, offered on a
sliding fee scale based on income, or billed to third -party
insurance.
• FY 2011 -12 Service Statistics:
3,059 people were seen in health clinic.
0 665 had private insurance (22 %)
0 1,078 had Medicaid (35 %)
0 1,681 were self -pay (55 %) *Under or uninsured
1,547 people were seen in the dental clinic
D
0 165 had private insurance (11%)
0 555 had Medicaid (36 %)
0 1,043 were self -pay (67 %) *Under or uninsured
Family Home Visiting
o Provided care coordination for children with
special health care needs and /or toxic stress to
323 children.
o Provided postpartum and newborn assessment
and care home visits to 168 new mothers and
156 infants.
2013 UPDATE from Cooperative Extension
Expanded Food and Nutrition Education Program —
Educational classes designed to help limited resource families
make the best use of WIC and SNAP benefits using hands -on
learning opportunities in nutrition and food preparation .
Fairview Community Garden — Cooperative Extension and OC
Health Department working together to implement a $40,000
grant for a limited resource community. Project provides
structure for community members to work together and
growing their own food increasing their self - reliance.
Priority 5: Encourage for profit investments in affordable housing and
review available tools.
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Goal Two: Promote an interactive and transparent system of governance
that reflects community values.
2013 UPDATE from Animal Services
Animal Services promotes an interactive and transparent system of
governance that reflects community values.
2013 UPDATE from Board of Elections
• Maintain good working relationship with municipalities to ensure
elections are conducted professionally and efficiently
• Provide accurate election information to residents
• Maintain open door policy to meetings and election procedures
2013 UPDATE from Tax Administration
• Twitter account has been created to promote an efficient,
effective and transparent communication medium with the
public.
• Enhanced contact information uploaded to website, including an
email address whereby the public may contact all tax office
managers at once for prompt, courtesy service.
• Live chat is on the horizon in an effort to enhance the work
environment, improve public relations and improve the
effectiveness of our public interactions.
• Staff also is working toward the development of a Citizen
Revaluation Officer program to create buy -in from the public for
the 2015 countywide revaluation. Through this program citizens
will be educated, involved and used as a resource in the 2015
revaluation. More to come on this program.
2013 UPDATE from Human Resources
Facilitate a recruitment and selection process that yields qualified
employees to carry out the duties and services in support of the
above referenced goal.
2013 UPDATE from Aging (Master Aging Plan Objectives)
• Objective 5.2: Encourage the participation of older adults and
their advocates in housing and transportation planning efforts in
Orange County.
Priority 6: Develop plan and tools to improve how County and citizens
communicate with each other; foster two -way exchange.
2013 UPDATE from Animal Services
Staff works closely with the Animal Services Advisory Board
(ASAB) to receive, process and respond to resident concerns
in coordination with the Board of County Commissioners, e.g.,
crowing roosters, cat sheltering, etc. Also, staff is receptive
and responsive to resident concerns in its own right (e.g., the
issue of deer hunting with dogs in northern Orange) and uses
the department's webpage to routinely report on service
delivery in all areas of operations.
2013 UPDATE from Health Department
• Administers Customer Satisfaction Surveys.
• Maintains various coalitions, task forces and committees in
which agencies and residents discuss and act upon health -
related community issues.
• Active Social Media presence: Twitter, and Facebook
• Community Health Assessment: Every four years, the
department engages the community through surveys,
focus groups and listening sessions — data is reported back
to residents in face -to -face meetings and a final report.
2013 UPDATE from Solid Waste Management
• Monthly call -in radio show on WCOM 103.5 FM
• Daily responses to incoming emails on `public email'
(average about 10 per week)
• Monthly e- newsletter to 2,500 subscribers and growing
with responses from recipients
• Ongoing: public and school presentations, landfill tours,
compost workshops, work with UNC students through
Institute for Environment capstone projects, monthly
newspaper articles on solid waste, presence at large public
events to provide recycling and info table brings dialogue
and questions, public input sessions for triennial solid
waste plan
• Multi- jurisdictional Solid Waste Advisory Board provides
public forum for citizens input
• New County Public Information Officer and Solid Waste
Staff collaborating on various opportunities to improve
communication and information dissemination
• Lectures and Tours for visiting international groups
including Kosovo, China and Kazakhstan
2013 UPDATE from Information Technologies
• BOCC Meeting Support
• Email Services
• Website Services
• VoIP Services, e.g., DSS Switchboard, Revenue Call
Center
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2013 UPDATE from Human Resources
Administer an online hiring process that provides timely
updates to applicants on the availability of County jobs and the
status of their application.
Negotiate employee benefits and services that address
employee needs and exercise fiscal responsibility.
Priority 7: Improve intra- and intergovernmental coordination, cooperation
and collaboration. (a) Work with Town of Hillsborough on Joint land use
planning approaches, policies /ordinances, and annexation, and Economic
Development Districts. (b) Work with City of Durham on Economic
Development Districts
2013 UPDATE from Animal Services — The department
delivers animal control services to Chapel Hill and
Hillsborough under agreement and it is discussing the same
with Carrboro. Also, a staff work group involving
representatives of the Chapel Hill and Carrboro Police
Departments has been working on a more unified animal
control ordinance that takes into account municipal and rural
differences.
2013 UPDATE from DEAPR
DEAPR and the Historic Preservation Commission (HPC) are
working with the Town of Hillsborough Historic District
Commission (HDC) regarding the historic sites located in the
Town's ETJ but outside of the Town's historic district.
2013 UPDATE from Solid Waste Management
• Inter /Intragovernmental Collaboration:
o Emergency Storm Debris Management Planning with
Towns and DOT
• Post local landfill planning with Towns and City of
Durham
• Local event participation and providing services for Hog
Day, Festifall, etc.
• Programs /services occasional coordinated with UNC
Office of Waste Reduction and Recycling
• Solid Waste Department and UNC Energy Services
Department work closely together with regard to Landfill
Gas Recovery Project
• Current Interlocal Agreement for Solid Waste integrates
various aspects of solid waste and recycling
services /programs
• Periodic staff level discussions with adjacent counties
regarding solid waste issues
• Recycling programs are county -wide regardless of
jurisdiction; high level of staff cooperation on program
operations, bin distribution, public alerts for recycling day
changes, complaint resolution and provision of
information /outreach, etc.
2013 UPDATE from Planning & Inspections
An Interlocal Agreement with the Town of Hillsborough was
signed in December 2009 and work on a Joint Land Use Plan
with the Town commenced between staff in September 2012.
Additionally, an Interlocal Agreement for Plans Review,
Permitting, Inspections and related Services between Orange
County and Town of Hillsborough was signed in January 2011.
An Interlocal Agreement with the City of Durham regarding
water and sewer services was approved by Orange County on
September 20, 2011 and by the City of Durham in early 2012.
Future Land Use Map changes and zoning changes in the Eno
EDD area were adopted by the BOCC in September 2012.
Planning staff is working with Durham staff on Durham's
necessary land use amendments which should be adopted in
the first half of 2013.
A modification to the City of Mebane Utility Service Agreement
was brought before the BOCC in June 2012 which expanded
the area Mebane agreed to serve with water and sewer
service to include the Efland Sewer System service area and
additional areas to be served by a pending water and sewer
expansion into the Buckhorn EDD area.
Priority 8: Examine advisory boards and commissions to: (a) Ensure they
are meeting their missions; (b) Determine how boards relate to each other
and how their work can best be integrated with the BOCC; (c) Ensure
sustainability goals; (d) Ensure fit with overall County vision; and (e)
Recognize (and be sensitive to) consistencies represented by boards,
commissions when framing this review
2013 UPDATE from Animal Services
The Animal Services Advisory Board (ASAB) has willingly
sought to conform to and advance the changing role of boards
and commissions in Orange County governance. It has
continued to serve as a sounding board for residents and
stakeholders (as well as staff) as well as County staff, and it
has sought to coordinate with other boards such as the
I
Agricultural Preservation Board as needed as well as with the
Board of County Commissioners itself. The ASAB has also
adapted to changes in the level of staff support available to
boards and commissions and other changes needed to ensure
that that County continues to balance its budget and maintain
its financial health.
2013 UPDATE from Health Department
• Board of Health meets jointly with the BOCC each year.
2013 UPDATE from Solid Waste Management
• Solid Waste Advisory Board responsive to BOCC
guidance /objectives
2013 UPDATE from Planning & Inspections
During 2012 and in partnership with the Attorney's Office,
Planning staff updated Planning Board and Orange Unified
Transportation Board policies and procedures for consistency
among County advisory boards.
2013 UPDATE from Information Technologies
• ITAC (Information Technology Advisory Committee)
disbanded
2013 UPDATE from Economic Development
The Orange County Economic Development Advisory Board
was reformed by the BOCC in October 2012, with 10 new
members selected who represent a variety of relevant skills
and expertise in the areas of business, agriculture, non - profits,
entrepreneurial start -ups, and the arts and tourism /hotelier
fields.
Priority 26: Clarify and communicate to public how and why County
funding is allocated the way it is
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Goal Three: Implement planning and economic development policies
which create a balanced, dynamic local economy, and which promote
diversity, sustainable growth and enhanced revenue while embracing
community values.
2013 UPDATE from Board of Elections
• Requested and received HAVA Title I grant funds to ensure
ADA accessibility compliance for all precincts
2013 UPDATE from Cooperative Extension
Breeze Farm Enterprise Incubator Program — Cooperative
Extension and OC Economic Development assists in the
development of new farmers. Classroom training and land -lease
and farming options provided at the Breeze Farm owned by North
Carolina State University.
Local Fest — A proposed sustainability and agricultural farm life
heritage festival featuring local food, local businesses, local
musicians and agricultural heritage displays and demonstrations.
Proceeds would help to fund the Breeze Farm Program.
10% Campaign — Encourage consumers to commit 10 percent of
their existing food dollars to support local food producers, related
businesses and communities. The Annual Farm to Fork event pairs
local producers with local chefs for a local food event to help fund
the Breeze Farm Program.
2013 UPDATE from Human Resources
Facilitate a recruitment and selection process that yields qualified
employees to carry out the duties and services in support of the
above referenced goal.
2013 UPDATE from Aging (Master Aging Plan Objectives)
• Objective 2.1: Orange County, with input from the towns of
Chapel Hill, Carrboro, and Hillsborough, will develop and adopt
a housing plan for Orange County's increasing older adult
population that includes action steps and a plan for
implementation and evaluation.
• Objective 2.4: Coordinate the navigation and transportation
plans between the various counties, towns, and other regional
bodies that enable community mobility for older adults.
• Objective 6.1: Promote aging preparedness so that the Orange
County community and its residents may be better able to
transition to senior living.
• Objective 7.2: Increase work support opportunities for older
adults in Orange County.
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2013 UPDATE from Economic Development
There has been a noticeable increase in the number of business
investment inquiries received by the County, visits made by site
selection consultants to tour the Economic Development Districts'
properties, and multiple return visits made to the County by active
corporate investment prospects. Orange County has made strong
gains in now attracting real interest, and return visits by high caliber
prospects.
The County's Small Business Loan program has successfully
supported the attraction of several new small businesses, plus the
retention of existing firms, through the awarding of loans to select
applicants. There are eight current borrowers, and all loans are
current, with no defaults.
Ongoing updates are routinely made to the County's promotional
marketing materials, to include the list of sites and buildings that
area available to business prospects, illustrative site maps and
diagrams, and related collateral designed to appeal to potential
business investors. These marketing documents are generated in-
house, and distributed in printed form and via the web, to
prospective business investors and site selection consultants.
Ongoing company visits continue with existing firms in the County,
to include meeting with the larger employers. In early 2011, that
included County assistance to successfully retain the on -site facility
expansion (90 new jobs and $3 million in investment) for the local
industry AKG North America.
The County's efforts to nurture agricultural related economic
development, to include linking locally grown foods with local
consumers, led to the successful start -up of the Piedmont Food &
Agricultural Processing Center (PFAP) in Hillsborough. It is a joint
partnership between Orange, Alamance, Chatham and Durham
county governments. PFAP has now evolved into a non - profit, has
established an advisory board, and is close to becoming a stand-
alone organization.
Agricultural - Chemed economic development has also gained
momentum with the annual hosting of the Farm to Fork event, and
the County's Ag Summit.
The role of the Orange County Arts Commission (OCAC) in tourism
is to help create the artistic product (concerts, exhibits,
performances, etc.) that locals and visitors alike visit Orange
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County to enjoy. In the current fiscal year, the OCAC has
successfully allocated $30,482 in state funds and $26,750 in
County funds to nonprofit organizations, schools, and artists
sponsoring art- related projects in Orange County. These funds are
matched at least dollar for dollar by the grant recipients. The recent
Arts & Economic Prosperity IV study (released June, 2012 by
Americans for the Arts) provides compelling evidence that nonprofit
arts and culture are an $85.4 million industry in Orange County —
one that supports 3,352 full -time equivalent jobs and generates
$8.0 million in local and state government revenue. Nonprofit arts
and culture organizations in Orange County, which spent $63.9
million in FY10, leveraged a remarkable $21.5 million in additional
spending by arts and culture audiences — spending that pumped
vital revenue into local restaurants, hotels, retail stores, parking
garages and other businesses.
The Chapel Hill /Orange County Visitors Bureau introduced a new
marketing campaign focused on attracting mid -week business,
Chemed "The Edge of the Triangle ". The campaign reminds
business travelers of the growing popularity of the Research
Triangle Park. The campaign has reached 26 million people in
target markets on the Atlantic Coast, through digital, print and radio
platforms. The North Carolina Department of Commerce issued an
announcement in August 2012 that spending by domestic U.S.
travelers totaled $144.07 million in Orange County during 2010.
This was a 5.7 percent increase over 2009 figures and ranks
Orange County 24th out of North Carolina's 100 counties in travel
expenditures.
This visitors bureau responded to 1603 requests for information
from meeting planners; generated 76 sales leads for area hotels;
confirmed 51 conference bookings that will bring 6,809 delegates to
Orange County who will spend $2.4 million using an estimated
4,000 room nights. As a result of this outreach, the Visitors Bureau
saw an increase in visitors, conferences, media coverage and
demand for rooms, restaurants and information.
The Visitors Bureau embarked on new research study focused on
visitors and, gauging attitudes, awareness and purchasing behavior
of tourists in order to better understand who the target audience is
and how to improve marketing initiatives. Results will be made
available in late February. Additionally, 500 hundred informational
packets were designed and distributed to all County schools
promoting Chapel Hill /Orange County hotels for any sporting events
held in Orange County.
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The Visitors Bureau generated national publicity on Orange County
and Chapel Hill in key travel and lifestyle publications, newspapers
and on -line resources by hosting 21 travel journalists who secured
story placement on the area in publications such as New York
Times, Southern Living, Garden and Gunn magazine and more.
The Visitors Bureau created 8 -page campaign promoting local food,
farmers and agriculture for readers of Chapel Hill magazine in the
March -April 2012 issue. Additionally, the Bureau created the 2012
Visitor's Guide to Orange County, the 2012 Official Visitors Map
and "Top 12 Things to Do in 2012" flier.
The Visitors Bureau received three Destination Marketing
Achievement Awards at the 2012 N.C. Tourism Leadership
Conference Banquet. Gold Awards went to the 2010– 2011 Annual
Report and Strategic Plan Overview for "Best Local Constituents
Communications" and the Visitor's Bureau E- newsletter for "Best
Local Constituents Communications — Newsletter'. A Platinum
Award for "Best Publications— Niche Marketing" went to the Sales
Department's piece "Good Meetings Start with Good Preparation"
geared toward meeting planners.
Priority 2: Implement Comprehensive Plan (a) Rewrite zoning and
subdivision regulations (Unified Development Ordinance).
2013 UPDATE from Planning & Inspections
The Unified Development Ordinance (UDO) was adopted
on April 5, 2011 and numerous amendments, especially
related to encouraging economic development activity in the
County's urban - designated areas, have been made to the
UDO since its adoption. The Planning Board is currently
discussing its ideas on prioritization of outstanding items
included in the "Implementation Bridge" that will further the
implementation of the Comprehensive Plan – a document
prepared to note ideas for regulatory changes that were
brought up during the UDO process but which exceeded the
approved scope of the initial UDO project.
Additionally, many small area plan implementation
measures have been completed, including Future Land Use
Map changes, zoning changes, UDO text changes, and
commencement of sewer construction in the Efland area.
14
Priority 3: Develop economic plans for three (3) districts.
2013 UPDATE from Planning & Inspections
The Economic Development Department was identified as the
lead department for this priority with Planning as a supporting
department. Since the UDO was adopted, Planning has
brought forward several rezonings in urban - designated areas
and UDO text changes intended to better encourage economic
development activities. Additionally, Planning has worked on
water and sewer issues in the Buckhorn and Eno EDDs and
transportation issues in the Efland - Buckhorn area (adoption of
access management plan and UDO text amendment to
require compliance with adopted access management plans).
More work is suggested to identify specific non - residential use
zones that match locational attributes such as rail access, high
power transmission lines or interstate visibility and access to
uses that would prosper in that location (i.e. rail to distribution
enterprises, major interchange to retail, etc.). This is
accomplished by targeting industry sectors and regulating
uses, standards and processes to promote business in a
certain area.
2013 UPDATE from Economic Development
In December 2012, the BOCC approved the awarding of a $4
million water & sewer extension contract for the Buckhorn
Economic Development District, thereby moving forward to
create the necessary backbone infrastructure for the County's
largest area that can attract retail, commercial and related
business enterprises.
Priority 9: Update economic development plan for County: (a) Clarify
economic development plan for each district; (b) Identify spectrum of tools;
(c) Identify other stakeholders; and (d) Identify what the County wants to
see happen.
2013 UPDATE from Economic Development
The quarter cent sales tax referendum passed in November
2011, enabling Orange County to begin collecting $1.25
million in new proceeds now available for economic
development use, to include the extension of water, sewer and
related infrastructure to the County's three Economic
Development Districts.
Orange County Economic Development designed and
launched a new web site, and Facebook page, in January
15
2012 that is oriented toward business recruitment and
retention, and the diversification of the County's tax base.
This web site, www.GrowInOrangeNC.com, has recently won
a prestigious "Silver' award in the international "WY web site
development competition.
Priority 10: Develop an energy plan that includes economic development
strategies to attract, retain, and grown `green' business
2013 UPDATE from DEAPR
A UNC intern with DEAPR in winter 2010 -11 evaluated
Orange County government's energy usage trends 2009 —
2011 and provided strategic recommendations for Asset
Management Services and DEAPR consideration. This
information is being used in FY 2013 -14 budget preparation
and new energy and conservation policy updates, and will be
of use when greenhouse gas emissions reduction targets
are tackled.
2013 UPDATE from Economic Development
The attraction of clean, sustainable technologies to Orange
County include the September, 2012 approval by the BOCC
to grant a Special Use Permit to the locally -grown solar firm,
Strata Solar (Chapel Hill- based), to develop a 5 megawatt
solar farm on 50 acres of land in the White Cross
community. The firm is now close to moving forward with
construction of that operation.
Priority 19: Be actively involved and informed about UNC -CH decisions
and intentions
2013 UPDATE from Health Department
• Staff is involved with university research projects.
• Staff precept students from university.
• Provides annual orientation to UNC public health
students through the Practice Pathways Public Health
PHield Trip.
• Health Director is Adjunct Faculty in the School of Public
Health
2013 UPDATE from Solid Waste Management
• UNC provides liaison to SWAB who provides information
regarding UNC waste programs /services
16
2013 UPDATE from Planning & Inspections
Engineer served as a County liaison for the Landfill Gas
Pipeline project to UNC -CH, along with County Solid Waste
staff.
Planning Director worked with elected officials to contribute
to Carolina North outcomes. Bingham Research Facility was
also monitored in accordance with county jurisdiction.
2013 UPDATE from Economic Development
In order to stem the departure of successful Orange County
entrepreneurial start -ups to adjacent counties, where
incubator space has been more available and more
affordable, the BOCC approved a joint partnership in mid -
2012 with the Town of Chapel Hill to establish the "Launch
Chapel Hill" innovation center. The County's 50/50
partnership will be funded with quarter sales tax proceeds
designated for economic development use. In addition, the
University of North Carolina joined as a third partner to help
manage the incubator facility's overall operations, and serve
as a mentoring guide to tenants of Launch Chapel Hill.
Priority 20: Support transit, pedestrian, and bicycle facilities and other
alternatives to the single passenger automobile.
2013 UPDATE from DEAPR
The Commission for the Environment supported holding
public referendum on levying half -cent sales tax for Orange
County public transit.
2013 UPDATE from Planning & Inspections
The Orange County Bus and Rail Investment Plan and
associated interlocal agreements were completed in 2012,
as well as a successful voter referendum for a' /2 cent transit
sales tax to serve as a funding source. Two very important
draft plans were completed during 2009 -2012 that are to
come forward for BOCC consideration in 2013: 1) Safe
Routes to Schools Action Plan; and 2) Comprehensive
Transportation Plan. Although these plans support all
transportation modes and include pedestrian components,
the BOCC did decide at its October 2011 work session that
the County will not be getting into the sidewalk "business" at
this time due to funding and maintenance constraints. In
2012, Orange County expanded its role in regional
transportation planning becoming a voting member of the
Burlington- Graham Metropolitan Planning Organization and
17
continued on a regular basis to submit projects to its
Planning Organizations for funding consideration by
NCDOT.
2013 UPDATE from Asset Management Services
AMS has integrated and constructed public transit, bicycle
and pedestrian friendly infrastructure in all of its new and
renovated construction as well as the future planned
projects.
Priority 21: Amend County zoning to address and modernize airport and
related issues.
2013 UPDATE from Planning & Inspections
This topic has not been addressed because the level of
urgency dropped when UNC decided not to pursue a
potential airport in Bingham Township.
IN
Goal Four: Invest in quality County facilities, a diverse work force, and
technology to achieve a high performing County government.
2013 UPDATE from Animal Services
Animal Services has been involved in the investment in quality
facilities and technology to achieve a high performing government.
2013 UPDATE from Board of Elections
• Strive to achieve diversity with precinct officials
• Developed system to electronically process voters at one -stop
voting sites
• Maintain accurate and up -to -date website
• Maintain and update election night reporting software for
efficient reporting
2013 UPDATE from Tax Administration
• Continue to strive for a representative, diverse work force in
recruitment selection.
• Tax office is striving to reduce paper and improve efficiency in
the office by using apps such as Dropbox, DocuSign and Citrix
Receiver on its iPad, desktop and laptops.
• Looking to create a YouTube channel to record educational
videos for the public. Videos may be linked back to mailed
documents via Quick Response Code (bar code that can be
scanned with a smartphone) or via direct links. This YouTube
channel will be the hub of the Citizen Revaluation Officer
program as well.
2013 UPDATE from Asset Management Services
AMS has worked with County Management and Departments to
develop new and renovated state -of- the -art administrative,
operations, and park facilities since 2006; the majority of which
were completed and occupied after 2009:
• Seymour Senior Center
• EMS Headquarters (510 Meadowlands)
• Justice Facility Expansion
• Animal Services Facility
• Solid Waste Operations Center
• Central Orange Senior Center /SportsPlex
• Hillsborough Commons (DSS)
• Gateway Center (Tax Admin, Register of Deeds)
• West Campus Office Building (Planning, Inspections,
Economic Development, IT, AMS, Child Support
Enforcement, Public Meeting Rooms
• Orange County Library
• Health and Dental Consolidation — Whitted Center
19
• Public Defender Renovation (129 King)
• District Attorney Renovation
• Cedar Grove Park
• Fairview Park
• Eurosport Soccer Center
• Twin Creeks Greenway
Installation of secure access control and digital camera monitoring
systems;
AMS has also assisted in developing new sanitary sewer and water
systems within the Efland, Buckhorn, and Economic
Development District;
Divestiture of inefficient and uneconomical facilities:
• Northern Human Services Center
• Sawyer Building
• Graham Building
• Moody Building
• Carr Mill Dental Clinic
• 1914 New Hope Church Road Leased to Orange County
Schools
AMS has led BOCC initiatives to develop sustainable facilities
infrastructure (geothermal HVAC, digital control systems for
HVAC and lighting, water reclamation, electric vehicle charging
stations;
Acquisition of the Eno River Parking Deck,
Current Facilities Planning:
• County Jail Facility
• Southern Orange Government Services Master Plan
• Cedar Grove Community Center (formerly Northern Human
Services Center)
• Potential multi - purpose meeting and performance space
within the former Library space of the Whitted Facility
2013 UPDATE from Human Resources
Facilitate a recruitment and selection process that yields qualified
employees to carry out the duties and services in support of the
above referenced goal.
2013 UPDATE from Aging (Master Aging Plan Objectives)
• Objective 1.1: Increase the accessibility of information about
resources, programs, and services for older adults in Orange
County.
2013 UPDATE from Social Services
Use current and emerging technologies to deliver services
efficiently and effectively (document management, NCFAST)
20
Priority 11: Invest in technology to increase work efficiencies; e.g. web
streaming, paperless agendas, integrated tracking systems between field
and office.
2013 UPDATE from Animal Services — Animal Services
now offers web - licensing for cats and dogs (and resident
reliance on web - licensing has already grown to a significant
level) and accepts on -line donations. The department has
increasingly tapped its specialized software (Chameleon) to
improve overall efficiency and effectiveness (e.g., using an
electronic scanning process to conduct animal inventories)
and intends to continue to optimize the use of information
technology in services delivery.
2013 UPDATE from Health Department
• Implementing an electronic patient management system
and electronic health record for medical clinics. Note:
Dental currently utilizes an electronic health record
program.
• Field staff has portable technology to improve work
efficiencies, customer service, reporting, and billing.
• Collaborating with the Planning Department on a new
central permitting process -- utilizing new technology to
improve the user's interface and experience. "One
Project, One Permit" philosophy.
2013 UPDATE from Planning & Inspections
Orange County Engineering staff completed a project to
allow remote operation of the release gate at Lake Orange,
as well as remote monitoring of the lake level, the flow from
the gate and readings from an electronic rain gauge. This
has vastly improved the efficiency of operation of the Lake
as well as significantly increasing the amount and quality of
data recorded and available regarding day to day conditions
at Lake Orange.
The Buildings Inspections Division of the Planning
Department accomplished the following:
• Transitioned from $3,500 ruggedized laptops, purchased
in 2006, to County standard Lenovo laptops, saving
$2,500 per unit in 2012.
• Implemented auto -email updates to the public on
inspection results and permit approvals.
• Assisted with data migration strategies between Permits
Plus (permitting software) and Patriot (Land Records and
Tax software) in 2011.
21
Purchased a scanner to scan copies of building plans
and all documents associated with permits; significantly
reducing paper work to be stored by County and reduced
applicant's submittals to one set of plans from three sets
in 2010.
2013 UPDATE from Information Technologies
• Paperless Agendas
• Web streaming of BOCC Meetings
• Centralized Data Center
• Consistent PC Replacement Implementations
• Move toward mobile technologies, e.g., laptops,
ultraportable laptops, tablet computing, handheld
technologies including smart phone support
Priority 22: Review and update County personnel and operational
policies and procedures.
2013 UPDATE from Human Resources
Maintain a competitive salary schedule and
comprehensive benefits program that allows the County to
attract, and retain a highly qualified workforce.
Review and revise County personnel and operational
policies and procedures to reflect the needs of employees.
Provide development opportunities to employees that will
enhance their skills on the job and offer financial
assistance to employees choosing to advance their
education.
Administer a performance management program that
recognizes employee contributions and identifies
developmental opportunities.
Provide strategic leadership to departments to assist them
in achieving their organizational goals through department
reorganization and staff development.
Priority 23: Design and fund space for County Attorney Offices. Manager
and BOCC to discuss concept and staffing
2013 UPDATE from Animal Services
The consolidation of all operations under one roof with the
opening of the County's Animal Services Center on Eubanks
Road in 2009 increased departmental integration and
22
coordination and provided cost savings in a variety of ways.
Internalizing the sterilization of adopted and adoptable
animals, for instance, quite literally saves tens of thousands
of dollars each year (not to speak of staff time that was
previously expended in the transfer of animals to and from
community clinics for their sterilization).
2013 UPDATE from Asset Management Services
AMS renovated Link Government Services Center to
accommodate the in -house County Attorney offices and the
BOCC office as well as the refurbished County Manager
wing.
23
Goal Five: 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.
2013 UPDATE from Board of Elections
• Recycle election material whenever possible
• Re -use training manuals and voting instructions
2013 UPDATE from Human Resources
Facilitate a recruitment and selection process that yields qualified
employees to carry out the duties and services in support of the
above referenced goal.
Priority 1: Conserve high priority natural areas, wildlife habitat, and prime
forests.
2013 UPDATE from DEAPR
The County, through its Lands Legacy program, has
acquired over 1,000 acres for parks and nature preserves,
and protected an additional 2,000 acres of prime farmland
and significant natural areas with permanent conservation
easements. Other federal and state cost -share programs
have been leveraged to this end. As of 2008 sixty -one
percent of the county's 10,000 acres of significant natural
heritage areas (i.e., natural areas / prime forests) had been
protected by various entities. Other areas have been
protected since then and will be tallied as part of the next
State of the Environment report to be completed in 2013 -14.
The Soil and Water Conservation District offers many federal
and State programs to assist in wildlife habitat protection and
creation, and in creating forested areas, especially along
stream corridors.
The Commission for the Environment is collaborating with
others to identify and protect significant roadside habitat for
native plants (as authorized by BOCC)
Priority 12: Implement County's Environmental Responsibility goals
2013 UPDATE from DEAPR
The Commission for the Environment has presented findings
and recommendations to BOCC on selected environmental
issues (e.g., effects of forest management on water quality;
effects of herbicides on roadside native plant habitat;
potential effects of hydraulic fracturing ( "fracking ") in Orange
24
County.; and problems associated with hydrilla in the Eno
River). (Also applies to Priority 1 above)
The County has created an internal Environmental
Stewardship Action Committee (ESAC) to focus on
implementing the ER Goal, and institutionalizing
environmentally - responsible and sustainable practices within
County government. A set of action strategies to accomplish
the ER Goal has been created and reviewed by the ESAC.
Several objectives with the ER Goal have been implemented
to date, and others studied. A progress report on the ER
Goal activities is presented to the BOCC annually — the most
recent one having occurred in October 2012.
DEAPR has instituted internal sustainable forestry practices
and a sustainable landscaping policy to guide forestry
activities on County lands and grounds maintenance.
2013 UPDATE from Solid Waste Management
• The Solid Waste Department provides a wide variety of
convenient, effective, high - quality recycling services and
waste reduction education to foster environmental
protection by conserving resources, properly managing
hazardous materials, meeting or exceeding all landfill
regulations /standards, and reducing pollution through use
of recycled materials and composting. (also relates to
Priority 16)
2013 UPDATE from Asset Management Services
• AMS has worked closely with DEAPR & Solid Waste to
begin implementing the approved Environmental
Responsibility Goals;
• AMS has developed utility, fuel and water conservation
goals and a related "scorecard" system to measure
results that are easily communicated to the BOCC each
year; these goals are related to the Utility, Fuel and
Water Conservation Policies approved by the BOCC in
2006;
• AMS is updating the Utility, Fuel & Water policies for
action by the BOCC during the Spring of 2013.
Priority 15: Complete stewardship and management plans for Lands
Legacy.
25
2013 UPDATE from DEAPR
Stewardship plans have been created for two Lands Legacy
properties, with six more yet to be completed.
Priority 16: Develop an accounting and assessment system of water and
air pollution: (a) In conjunction with ICLEI; Set emissions reduction target
for 2030; Conduct public education campaign; and Link public with
opportunities to improve energy efficiency and use sustainable energy
sources; (b) Begin multi -year implementation of Observable Well Network
2013 UPDATE from DEAPR
DEAPR has established a network of nine groundwater
monitoring wells ( "Orange Well Net ") to help monitor impact
of drought on groundwater levels across the county. One of
the nine wells had to be removed from the network in 2012,
but there are plans to add new wells in other unrepresented
sections of the county.
The Commission for the Environment stays abreast of
ongoing and developing environmental issues of importance
to the county, such as the Falls & Jordan Lake nutrient
management rules, the permitting of bio- solids land
application on farmland, and solid waste management.
Follow -up activity on the Greenhouse Gas Emissions
Inventory and Forecast report (setting of reduction targets,
public education campaign) has been delayed due to other
priorities, economic downturn and staff turnover. Some
public education on energy efficiency and sustainable or
renewable energy sources has occurred through special
events, street fairs, Earth Day events, etc. A coordinated
and comprehensive program in this area will be considered
by the Commission for the Environment's Energy Resources
Committee in 2013 -14.
For the last four years, the focus of the Historic Preservation
Commission's booth at Last Fridays during Historic
Preservation Month has been historic preservation and
green building, including information on how to improve the
energy efficiency of existing buildings in a way that retains
their historic significance.
Priority 24: Plan to acquire /land bank for future park development.
26
2013 UPDATE from DEAPR
Acquisition and land- banking of future park sites is one of
the primary areas of activity for the Lands Legacy program.
To date, the program has acquired land for future parks or
publicly - accessible nature preserves in Chapel Hill Township
(the future Blackwood Farm Park, Millhouse Road Park,
Twin Creeks /Moniese Nomp Park), Little River Township
(the future Northeast District Park), and Cheeks Township
(Upper Eno Nature Preserve - Seven Mile Creek Preserve,
McGowan Creek Preserve). The acquisition of these future
parks and preserves was accomplished with leveraging of
state and federal funds, at a considerably lower cost than
would be projected in future years.
2013 UPDATE from Planning & Inspections
Authorized by BOCC and City of Mebane to begin land
banking searches in Mebane area for a joint school and
park.
Priority 25: Develop a policy /update current plan about how parks will be
developed, appropriate ratio of parks to population, length of time to
develop, and incorporation of such into the Capital Investment Plan (CIP).
2013 UPDATE from DEAPR
A new Parks and Recreation Master Plan process is
underway which will address parks and recreation needs,
projected timeframes for park creation, and standards for
future park needs (population and other ratio -based
evaluations). The current schedule for this Master Plan
anticipates a draft Plan by March 2013 and public hearing in
May 2013.
Eleven parks and nature preserve projects are included in
the adopted 2012 -17 CIP. These include creation of parks
and preserves at land- banked sites, and new phases of
existing parks. Six of the projects (Blackwood Farm Park,
Millhouse Road Park, New Hope Preserve /Hollow Rock
Access Area, RiverPark Phase II, Twin Creeks (Moniese
Nomp) and Upper Eno Preserve) have planned funds in the
five -year CIP window, the others are projected for 2018 and
beyond.
2013 UPDATE from Planning & Inspections
Outcomes of the Park Master Plan update will have to be
evaluated with UDO for any level of service, park dedication
or payment -in -lieu regulation changes.
27
Goal Six: Ensure a high quality of life and lifelong learning that
champions diversity, education at all levels, libraries, parks, recreation, and
animal welfare.
2013 UPDATE from Animal Services
Animal Services helps to ensure a high quality of life and lifelong
learning that champions animal welfare, among other values.
County Animal Services help to ensure a high quality of life, not
only because animal welfare is a fundamental community value in
Orange County, but because of its effective regulation and
management of companion (and other) animals in our communities.
Especially notable is the development of a more positive approach
to animal services on the basis of an award winning community
spay and neuter program oriented toward controlling animal
intakes by the shelter, reducing the number of euthanized animals,
and thereby controlling the County's medium and long -term costs
for "animal services."
2013 UPDATE from Solid Waste Management
• Public and school presentations, landfill tours, compost
workshops, work with UNC students e.g. Institute for
Environment Capstone Classes, monthly newspaper articles on
solid waste, presence at large public events to provide recycling
and info table brings dialogue and questions, public forum at
Solid Waste Advisory Board, public input sessions for triennial
solid waste plan
2013 UPDATE from Board of Elections
• Coordinated voter registration drives in high schools
• Attends various group meetings such as Services for the Blind,
Ruritan, High School Civics classes, etc... as requested to
provide information and promote voting in Orange County
2013 UPDATE from Human Resources
Facilitate a recruitment and selection process that yields qualified
employees to carry out the duties and services in support of the
above referenced goal.
2013 UPDATE from Aging (Master Aging Plan Objectives)
• Objective 1.3: Ensure the attention to diversity in Department
on Aging programs and information sharing efforts.
• Objective 3.1: Promote wellbeing and the prevention and
maintenance of chronic disease for all older adults in Orange
County through increased access to evidence -based programs.
• Objective 4.3: Increase older adults' ability to protect
themselves from exploitation, abuse, and neglect.
• Objective 5.1: Promote lifelong learning of older adults through
increased access to continuing education classes and programs
throughout the county.
• Objective 6.4: Increase the capacity of the Department on
Aging to expand activities available to older adults living in
Orange County.
Priority 13: Plan to provide `equitable' library services for Orange County
residents.
2013 UPDATE from Library Services
Collaboration with Chapel Hill Public Library - As part of
the approved Memorandum of Understanding between the
Board of County Commissioners and the Chapel Hill Town
Council, the libraries will actively seek opportunities for the
collaboration to improve services in the areas of collection
development, staff training, policies and programming.
Interoperability between the libraries will be further
discussed by the elected officials at the 2013 March
Assembly of Government meeting.
Development of a Southern Branch Library - The Library,
in collaboration with other County Departments, developed
site selection criteria for a future Southern Branch. The
BOCC, after feedback from the Town of Carrboro Board of
Alderman, adopted the criteria on September 18,2012 and
requested that the Town of Carrboro initiate a public
solicitation process and review of properties based on the
approved criteria. The Town of Carrboro voted on
November 18, 2012 to send onto the County three (3)
properties located in the Carrboro for review as possible
library sites. There is funding totaling $7,525,000 in the
2016 -2017 Capital Investment Plan (CIP) for building
construction and design services.
Strengthen Partnership with Orange County Schools - In
2012 the Library and the leadership of the Orange County
schools expanded opportunities to develop a mutually
beneficial partnership that further the stated goals /initiatives
of K -12 education. These activities have included library
participation in after - school program /events, teacher and
media specialist workshops on various library services,
especially our new TUTOR.com databases which provides
24/7 homework assistance on all subjects. We have also
worked with the school media specialists to build our
Children's non - fiction collection to meet the new Common
29
Core Standards adopted by all North Carolina Schools. We
are currently in the process of working with the school's ESL
Coordinator on getting library cards to these students to
encourage use of all library services.
Library Strategic Plan for 2013 -2016 - Due to the
dissolution of the Hyconeechee Regional Library system in
June 2012, the Library received a grant from the State
Library of North Carolina to hire a consultant to conduct a
Community Needs Assessment (CNA) and develop a
Strategic Plan for future library services based on the CNA.
The plan should be finalized and discussed with the BOCC
in August 2013.
Priority 14: Fulfill remainder of bond issuance approved by voters in
2001 for soccer and Twin Creeks
2013 UPDATE from DEAPR
The 2001 bond funds for Twin Creeks Park and the Soccer
Superfund have been issued and appropriated. Soccer
Superfund monies went to the Eurosport Soccer Center and
to Twin Creeks Park (the funds allocated to Twin Creeks
from Soccer Superfund were later shifted to the planned
Town of Chapel Hill Cedar Falls Park Artificial Turf Field
project, scheduled for 2013 -14).
Phase I of Twin Creeks Park was opened in 2011, a linear
park /greenway from Morris Grove Elementary School to the
future park's southern boundary. This was accomplished in
part with federal funding. As such, some funds remain in the
Twin Creeks Park project. As part of the 2013 -18 CIP
discussions in spring 2013, a portion of these funds are
proposed to be used for improvements to the Twin Creeks
site, and a portion of which are proposed for redistribution to
other park facility project needs.
Priority 17: Review the Schools and Adequate Public Facilities
Ordinance: (a) Is it doing what it was originally intended to do? (b) Does it
have application for Durham and Mebane?
2013 UPDATE from Planning & Inspections
Due to a NC Supreme Court decision made in August
2012 and County Attorney recommendation,
amendments to the UDO to change the Certificate of
Adequate Public Schools (CAPS) system, a component
30
of the SAPFO, are scheduled for the February 2013
quarterly public hearing.
Priority 18: Address inequities between old and new schools. Older
schools are in need of capital improvements. Building new schools has
been the funding priority.
Information from TJCCG -- data are from the 2011 5-year estimates of the American Community Survey— Goal #1
Poverty data for Orange County 8DCC discussion on February 1. Poverty rates are for individuals, food stamps and income data are for
households.
*Food Stamps
*Food Stamps
hat
rC Chiatham
7,017
11.4%
2,228
16.5% 668
6.1%
1,356
5.4%
5.2%
Durharn7
ur
Dh
2,885
17.1%
13,601
23.0% 1,984
8.2%
11,329
10.6%
8.0%
*Food Stamps
*Food Stamps