HomeMy WebLinkAboutAgenda - 01-07-1980 AGENDA ITEM # 4
THE GREENSBORO AGENCY TRANSPORTATION EXPRESS,
INVOLVEMENT IN HUMAN SERVICES TRANSPORTATION
Information for this report was garnered on a trip Joe Bradshaw
and I made to Greensboro on 10-17-79 to check on Greensboro Agency
Transportation Express, Inc. , and its community-wide transportation
system. GATE began operations in 1977 and for calendar year 1978
provided over 70,000 passenger trips in 283,000 miles. For the
first five months of 1979, there were 24 passengers per mile, with
revenues of 114 per mile, and expenditures of 5U per mile.
GATE is largely a demand response system, with a provision
that notice be provided to their dispatcher at least 24 hours in
advance. There is some subscription service for the Sheltered
workshop, involving a type of flexible routing. 97% of total
trips are within the limits of the city of Greensboro, with the
system not having the capacity currently to serve rural areas.
They operate largely with the elderly and the handicapped in
order not to compete too heavily with private transportation pro-
viders in the area, including the Duke Power based bus system,
Greyhound, and the taxi companies, all of whom have certain sign off
powers_ GATE wants citizens to use the regular bus system if they
are within one-quarter mile of a regular bus line, They are careful
not to go too far beyond their mandate to serve the elderly and
handicapped.
Their relationship with human service agencies in the area
varies from verbal referral of clients to GATE to formal contracts.
In the latter case we find transportation being provided to three(3)
Fellowship Luncheon meal sites weekdays (which constitute 20%-25%
of total GATE trips) , at a suggested charge of 50t per person plus
a negotiated per passenger rate.
The board and management of GATE believe that charging a fare
is a gdod policy. They think it develops self-respect among clients
(in surveys they conducted, a majority favored it) . This also
helps to keen them competitive with other operators. There is no
charge for a helper for a passenger if this is needed.
They operate from 7:30 A.M. to 6 P.M. Monday through Friday
with six(6) vans (titles transferred from agencies) , all of which
are equipped with ramps and one with a lift for the handicapped.
All have 2-way radios which,teamed with a central dispatcher, they
deem vital to the efficiency of their service. They expect vans
to last 2,5 to 3 years. They do not have regularly scheduled main-
tenance (they use on demand) and they don't have good vehicle backup.
Their current funding includes:
Three(3) federal sources-
UrITA Section 5 for operating costs on a 1:1 basis for a
$75,000 total
Title TIT - older Americans Act
CETA - 100% Reimbursement for two(2) personnel
TheACity of Greensboro, Guilford County and the United Way
each contribute $25,000. Their total budget for this fiscal year
is $213,000.
There is a cost of $2. 66per one-way passenger trip to the
system. Batched, individual, and service to the handicapped all
cost more than this but they do not attempt to identify it.
Their current private non-profit status gives them a certain
degree of flexibility in both their internal and external dealings.
Wages for their drivers are currently in the $3.20 to $3.50 an
hour range.
There is a broad spectrum of interests represented on their
governing board with the possibility of driver representation in
the near future. The County often acts as broker or coordinator
in dealings between GATE, human service organizations, and the
Board.
Currently, 20%-25% of trips involve nutrition sites, 35%-40%
medical and the remainder among social services, mental health,
and services to the deaf,.
T14INGS To BE LEARNED FROM GATE
1. In a largely demand response system, adequate notice to the
transportation agency, the use of two--way radios and an :efficient
and flexible dispatcher are all keys to system success.
2. Where private sector or municipal transit operations are already
in place, the new system does best to complement, not replace
it, as well as deal with special needs groups such as the elderly
and handicapped,
3. The use of a fare for patrons can be useful both in terms of
revenue for the system and attitudinally for the passengers.
This could prove difficult for many low income clients.
4. A program of regular vehicle maintenance is needed for any new
system. On demand maintenance can lead to large problems and
inefficiencies.
5. we again find the human factor to be paramount. This is obvi-
ously a system involving people who care about the people they
serve and the methods used to do it. Qualified dispatching is
essential.
6. There mixst be a basis of financial support in the local area
and not a total reliance on federally derived funding. The
system should not look to just one sector for financing.
7. There are certain benefits that would accrue to a county--based
transportation agency rather than a private non--profit in terms
of purchasing power and getting better qualified personnel
through different levels of wages and benefits.
8. The farther a system gets away from fixed route service, in
terms of format, the more expensive the service becomes_
9. Three years of preparation by private citizens and boards went
into the creation of GATE---much of it due to the perseverance
of two private citizens. The level of interagency cooperation
in Greensboro was adequate to facilitate transportation coordi-
nation. This system does not preclude others from providing
human service transportation. Guilford County Social. Services
in fiscal 1979, for example, will provide 3260 clients trans-
portation services at a total cost of $111,000. Transportation
coordination does involve interdependence and agency and
individual cooperation.
DEVELOPMENTS IN THE RANDOLPH COUNTY
HUMAN SERVICES TRANSPORTATION SYSTEM
The following information was developed from a visit Joe
Bradshaw and I made to Asheboro, NC on November 9, 1979. Their
human services transportation system is currently in a period of
metamorphosis and little could be garnered in the way of results
or effectiveness of the new system.
Currently„Asheboro Coach (bus) Company, which also provides
a major portion of the areas taxi service is currently contracted
to provide transportation service for the sheltered workshop,
Randolph County Mental Health Developmental Center, and for DSS
in part. COA, Nutrition, the Asheboro Housing Authority and the
special education component of the Randolph County Schools con-
stitute the other potential inputs for contract transportation
service.
The service is mostly of the fixed route variety and they
are interested in developing this service to the maximum extent,
as opposed to more costly demand response service. This is
also to encourage the agencies to plan programs more efficiently.
They bill the agencies and are paid by them, so as not to have
to contend with masses of administrative work. They charge the
Sheltered Workshop 50C per mile for each of the two 12 passenger
vans they lease from them. Asheboro Coach puts the depreciation
costs in an escrow account and this will be used for matching
funds for the agency when it comes time to replace vehicles.
They believe payment rates and fees mechanisms should be flexible
and that changes be based on at least 30 days notice and the
agreement of both parties_
Drivers are trained to be aware of the problems of the hand-
icapped and the elderly and in terms of liability questions, all
matters needs to be fully explored.
In the near-term, they are thinking of a regional transit
authority or nonprofit coordinating corporation, with directors
drawn from the several agencies. The agencies involved have ten
vehicles in place as of 9/79 with a seating capacity of 123 and
and operate at between 5,000 and 30,000 vehicle miles apiece
(156,000 total) annually. It appears that equipment totalling
approximately 70 seats plus one spare vehicle would be required
to operate a combined service and that utilization should reach
40,000 miles plus per year per vehicle in the leased pool (which
is definitely the format they wish to use) . Demand response ser-
vice would be best handled through present or expanded taxi ser-
vice using off meter rates for qualified recipients. A provision
for subscription services holds definite possibilities.
iC
L
All maintenance will be performed by Asheboro Coach once
vehicles are in the pool, but at entry, they must have tires
meeting certain standards. An inclination to batch services and
to list transportation priorities of individual agencies would
be an aid to the system_
Overall, we have a situation with a small group of human
agency admir_istrato rs' who know one another and who favor trans-
portation coordination and are not particularly enamored with
being in the transportation business. To go with this, we have
a forward looking private operator who see in coordinated human
service transportation a"vehicle" for ensured company growth,
and continued profit, as well as a healthy portion of social
consciousness. These two forces in consort appear to be creating
a human services transportation delivery system with an existing
capital base and an incremental approach in line with the needs
of Asheboro and Randolph County.
THINGS TO BE LEARNED FROM R-A-NDOLPH COUNTY
Several factors allowed for the developing of a human services
transportation system using a bus/taxi operation as a base:
1. A conducive climate for such a merging of "forces" among
the agencies and bus company. In this case it was a
combination of agency need to extricate themselves from
transportation dilemmas and forward thinking on the part
of a private provider.
2. For full development of service, the coach company needs
certain data from agencies, including: nature of service
(DR, fixed route, subscription) , dates and time frames
involved, number of clients being served, miles/run/
destination points, equipment availability, etc.
3. Combining the wide array of equipment available in the
pool offers a wide degree of flexibility in providing
service at the lowest possible costs, and placing an
accent on fixed route service can have a significant
impact in overall system costs.
4. maintenance costs will be lowered and economies of scale
can be achieved by using the central bus/taxi garage
facilities they have available.
5. The relatively small scale of operation in the County
definitely facilitates coordination.
6 Fixed route service is preferable to demand response,
both from the point of view system costs and time expanded.
7. Careful consideration needs to be given when considering
the leasing of vehicles or turning over titles in a cen-
tralized system.
S. There is a place for taxis in Providing demand response
service, rather than larger vehicles.
9. Determining fees for service need to be flexible when
utilizing private providers.
10. Limitations exist dealing with Asheboro Coach because of
its nature as a private, for profit entity, that would not
be the same for government related transit service.
I
11. Though not fully definable, there seems to be a great deal'
of value in having an experienced, professional staff
and organization to deal with human services transporta-
tion, and not just in terms of the "on-the-Toad" end of
service delivery.
HUMAN SERVICE AGENCY VEHICL tRACTERISTICS
,AVG. TOTAL TOTAL SEATS AVG. AVG, Q HRS. -AVG. 6` PASS./ GAS
MILES PER ORANGE SEATS/ SPECIAL PER WEEK AVG. # MILES V?K/VEHICLE REIMBURSE€? CONSUMPTION
AGENCY V1:IIICLES VEHICLE COUNTY VFITICLE EQUIPMBNT VEHICLE TrlKNrUITCLE ORANGE COUIITY MILEAGE YRLY--GAL.
aunty Rec. & 1 Van 67.657 156 63-Buses None 37.5 132 27 104,719 Yr 4364
Parks 2 Autos 29--Van & 6-Vans & $17,637 Tot
1 Truck Autos Autos Travel Re-
g Buses imbursement
aunty Staff Cars 66,000 N/A N/A None N/A N/A N/A 241,316 Yr. N/A
DSS (41) $40 644
Tot ,'Gravel
Rmbrs.
5unty 4 Autos N/A 20 5 None N/A N/A N/A 91,076 N/
Health $15,868 Tot
Travel Re-
imbursement
.H. Human 3 Autos 18,598 14 4.7 None 15 108 15 N/A N/A
Services
H. Parks & 1 'Van 45,000 19 9.5 None 5 N/A 9 N/A N/A
Recreation 1 Auto (20 buses)
1 Bus
]A 3 Vans 89,525 35 14 1 With 35 434 205 11,760 8482
' Lift $2000
AT.17�/mile
PCMH 6 Vans 20,345 89 14.2 Vans 1 With 25 Hrs. 498 69 N/A Approx.
1 Auto 4 Autos Lift 16 .000
]CCA 8 Vans 66_,123 7 'Vehicles 11 None 18.2 204 22.8 N/A 11,850
2 Autos Exclusively 32 Buses 20.7 Grange (orange) (Overalll
2 Buses Orange Use, ] 14.6 Mixed 107 27.3
5 Mixed (Mixed) (100; Orange)
f (96) 10001
Orange
(3 G) Others ,
132 Total j
.� e ot
AGENDA ITEM 4 10
1273
121 Aborw " T"G. 2TR78
.nav wicnarn :
Q a! Ktzar 10 !to on Optswer 28, .1 StV1:3&a "hat t'-�s -Human
1, rvicas havlawry Commission W approvej the inc omwndation of the
plansir, Gcj: IttaG to nenunle r. conference
in An 6p&O cf 2920.
n pralin1wrj SOEEEWOn fOrM to JeterAne the subject of the
wonqrmce nas ;rapaM and Mstr-'buted at thp-, 2:,o-,ramber Human
, orvicez .1vjj ,r; ComMsion mactina. � ta.bulattion of tae responses
lo attic _d.
,&a HZAC can,lrans zu tee! thst is a nsed for a conference.
r er
-,::c an_ Cowltsee, a.t ltz- 29th meatinE,
;rnposel no ef-ort oe e :J.,:' tlals pr.:;,'ect ur.Lll, ths
uamy CazwissLonarn have Txpressed their leval cf involvement in
jjLh a conferanw. This josMan %i_.s b.., tii F,�;i--C at thair
1 nz wKWE wis - ettte-r t:; actsr,-,ine: three thanSs .,
1. Onstaw the are In favor of such a Fliannins
Confarenca , ani whather M. i2 a specifle outcc'ime whey
G. jLsIre from the cwr:f.r-:nc--,, or a foc,;z feel LA
Fj:) t1ii-: C--smisAnners see es tte pr.'-me
inn Eroritinj full costs ; • w.1-2 ,ravije partial f,indLnE,
wILK out w4st czaing from parzinipantz fees ; or C-^ey.
,netrar the Uosmisslanars mould provide ad¢511-.Istrative staff
assiownce to the MannAS Gcz:-Ittee Lan� th,-z in t�ie
Avalcpwnt =, ex��cutl.)n --f a cDnfE�re.nce-
can %ill recall that the first. Haman .,wrviues Conference wa.,: unfer-
taken at the rapest A, W nith fundinL by, the COU-nt,s CO,=iSs!Oners .
.a feel that tte involvement of the tic miss ioners A equally necess-
for confarinco .
cull a;yreclst: ap;raciate _-r, Early raii1,cnr--E Indicat'.-YIE the
.j lasioners intent Ons wK AsIres, so that further planninS can
on 0-1 --roz7ram
c. jne In Me context of the Gommissionwre intentlL
fOCU� ana level cf
fry
SUMMARY OF REPLIES (g AGENCIES)
Suggestion Form
on
Hs Ac Planning Conference SPRING 1980
(l) Please indicate your suggestions, if any, for the spring HSAC
planning conference. Some possible theme topics are listed
below.
Needs Assessment Yes 7 No l
Service Assessment Yes 4-No
Priority Service Setting Yes 3 No-1
Resource Allocation Yes T-No 2
Other Topic Definitite means of shar,inq and
program coordination
Explain your choice(s) and why you see it as the theme.
Variety of replies , listed below:
1 ) needs assessment has to precede the other steps ;
2) Needs assessment process must come before priorities and allo-
cation; however it doesn't se m '
conference until the County is ready to procede with the
sug-
estions - provide staff ti nce.
3) Accountability and fiscal constraints together pose formidable
(2) I w b challenges willing to is rve delivery the HSAC Conterence i Hanning met(over)
Subcommittee Yes 5 No 3
(3) T would suggest the following person(s) who would be goad members
or resource persons for the subcommittee.
Name
Potential Committee Contribution
Carl Gebuhr Knowledge of C.W.-Carr. OF Agency need
Bob Moroney, City and Regional Planning Consultant
Dave Kiel Consultant
Bob Woodward Consultant
Joann Haggerty Familiar with needs assessment,
knowledgeable and experienced, has
worked with both Town and United Fund
(over)
Name (optional) Return by Wednesday, November 29th to
Jerry M. Passmore, Chairman
11SAV Planning Committee
Address: ro Orange County Council on Aging
log court Street
Hillsborough, N. C. 27278
Telephone r
I
1 . (Continued)
need to be constantly reviewed.
4) As time passes there are new needs which emerge and old needs which may
have changed, perhaps through current interventions themselves . However,
I wonder if you will be able to keep needs assessment separate from service
assessment, and even if it is desirable.
5) A number of "needs assessments" have already been done. By taking the
results of the Town's needs assessment of last year, other surveys which hi
been done since that time, the United Fund's recent assessment and demographic
data an adequate assessment already exists. Text step is to assess services ,
compare with needs , identify gaps , then prioritize services for future.
Although much has been said about coordination, there are still no concrete
methods for assuring coordination between agencies (other than an annual
conference) . HSAC is too slow and does not include everyone. Need a commit-
ment from agencies ( including those outside HSAC) to cooperate and coordin-
ate. Perhaps portion of conference could be devoted to this.
6) I think we need some baseline data to work from; I 'd like to address all
the topics above, but time may be too limited for one conference. (Also, I
consider service assessment to be part of needs assessment. )
7) I consider items 1 and 7#2 as absolutely necessary given the apparent
regressive mood of the taxpayers , bond failures , inflation 's bitter crunch,
and 1980 being an election year.
8) To fill a fundamental informational need in order adequately to provide
social services by both private and public agencies.
3. (Continued)
Dee Keister - Knowledgeable, concerned, active in community
,aim Riddle - School Board member, long time activist in Chapel Hill ,
knowledgeable, presently not involved in social services
delivery (i.e. , objectivity)
? - Someone, perhaps from UNC, with a good working technical
knowledge of assessing need .
,lames Brittian - So. Orange Community development - outreach
Daisy Morrow - No. Orange "
Betty Rogers - It " " "
September 23, 1979
The Honorable Richard Whitte ,
Chairman
OranUe County Goamissi.oners
106 last VrZaret lane
idllsborouEh, MU,. 27278
Dear lchara
The vranSe County :�man Services Advisory Co.tmissi.o.'t met
1hursday, September 27 to consider the report of. the Ad Hoc
Co mittee on ;°iomen °s Health ?roups, which was appointed in
response to your letter to me of July 3. 1 understand that
you have already received a copy of this report, and that it
has been circulates to the Commiaz inners and staff.
The members of the human Services Advisory Commission dis-
cussed the report at Sreat length on Thursday. 21any ques-
tions were raised, and differinE points of view expressed.
Nevertheless, the Commission voted to approve the report as
presented . The consensus was that the report had identified
issues very well, alti:ouph no sin;le solution was reached
on the fourth point. The iSAC invites the County Commissioners
to define further questions related to this issue if they
would lire to have them considered by the H34C.
The r.3AC also approved the Poll ov;inw three recommendations
Wade by the ?la:' 06 Committee :
1. To schedule an MAC county-wide planninE conference
in the sprinE of 1980. A subcommittee with the
staff assistance of the County Human Services
Analyst (County Staff to the MAC) would des i6n
and plan the conference and would report pack to
HS&C pn what the conference there might be, such
as 'needs assessment, service .assessment, priority
settinn or resource allocation.
2. To develop an lnfornation _Referance iranual on all
hman Service ASenc ies in an effort to establish
a snared and uniform inforoation base.
This would involve a four-pa.se form to be
completed by all aSencies an6 placed into a loose-
leaf binder for easy revision. Content would
Include :
(1) Qency overview - purpose, Bawls, board
composition, location, etc.
(2) Services offered and statistics on persons-
served
(3) 30jet summary covering four-yeas period
(4) NeVs assessment studies used as basis for
services (if any)
The County Human Ssrvi.cez nalyst (County Staff
to the :akQ u ould be rEs pons.'ble for the prepara-
tion K the canur l.
3. To comPletw (update) a cooprehansive summary on
all county needs assessment studies .
This information base would be the respo ns1•-
bility of the County Human Services Analyst (County
Staff to W H310 -
ls you will note, each of these recommendations necessitates
the involvement of a staff person to the Human Services
Adviaory Commission. The Commission considers that the
responsibilities with which it was oriSinal.ly cnarSed can
not be adequately carried oat without on-EoinS staff assis-
tance. It was our understa di.nS tnat such staff: assistance
wouFd be provided in tue fall of UK-
ne human services kdvisory Commission trusts teat the turee
Flan: ins Uommittee recom=endatzons will be considered as
inliQations of what kind of staff support is needed at We
oreawnt time . The :SAC SteerinS Committee anNor the entire
Commission is prepared at any time to discusz ,vith you or
the county staff, the future staffinv requirements of the
rSAC.
3lncerel,y yours ,
INSS, jol l itzer, Chairman
Human Services Advisory Commission
REPORT OF BIDS RECEIVED
TELEPHONE EQUIPMENT
Type of 5 Years 10 Years
Bidder E ui ment Purchase Cost Lease (5 rs) Lease/Purchase Lease/Purchase
Business Discovery $154,394.99 No Bid No Bid No Bid
Communications
Centel Rolm CBX $143,275,97 $212,846.00 $228,790,20 No Bid
Telerent Rolm CBX $143,885.50 $$161,805.96 $235,216.92 $365,623.92
AGENDA ITEM n 12
yEI.EPHONE EXCHANGE SYSTEM
RESULT OF SIDS
PURCHASE PRICE
BIDDER TYPE OF EQUIPMENT AMOUNT
BUSINESS COMMUNICATIONS DISCOVERY III $154,394.99
4991 Bethania Rd. OKI Corperation
Winston-Salem, N.C.
CENTEL. COMMUNICATIONS ROLM CBX $143,275.97
P.O. Box 638 Rolm Corperation
Madison, N.C.
TELERENT LEASING CORP. ROLM CBX $143,885.50
P.O. Box 26627 Rolm Corperation
Raleigh, N.C.
Page 1
LEASE FIVE YEARS
CENTEL* PER YEAR
YEAR PER MONTH
$ 5,780.00
Start-up $2,806.00 33,672.00
1 3,501.00 42,012.00
2 3,570.50 42,B46,00
3 3,646.95 43,763,40
4 3,731.05 44 772'60
5
$212,846,00
*Since Centel is a public utility, its leasing rates are regulated by
the utilities commission. The above rates reflect an estimated increase
of IM after year one, of maintenance casts, also estimated to be
25% of monthly payment.
TELERENT* PER YEAR
YEAR PER MONTH
1 $2,OB5„30 $ 24,699.60
2 2,746.30 32,955.60
3 2,815.10 33,781..20
4 2,890.10 34,681,20
35688
5 2,974.03 _ '36
$161,805.96
*The above prices reflect increases in the monthly maintenance casts
of $688.00 after year 1, guaranteed not to exceed 10% year. The
maximum increase is assumed. Telerent offered a 10 year lease, the
remaining results are below
YEAR PER MONTH PER YEAR
6 $3,066.60 $ 36,787.20
7 3,166.33 37,995.96
3,277-13 39,325,56
8 3,399.01 40,788.12
3,533,08 42_ 32 96.96
lq
$359,09976
LEASE/PURCHASE - FIVE YEARS
CENTEL* PER YEAR
YEAR PER MONTH PER 6 MONTH PERIOD
1 $3,168.07 $19,008.42 $ 38,015.84
3,863.07 23,178.42 46,356.84
3 3,932,57 24,454.12 48,108.24
4 4,009.02 24,558.72 49— 117.44
5 4,913.74
$228,790.20
74,567.96
Additional 5 yr, maintenance
$303,358.16
Page 2
*Centers maintenance after year one is $?,50/station/month times 278
stations equals $695 month. Yearly increases in maintenance costs
are tied to wage increases for communication workers in this region,
estimated to- be 10% a year,
TELERENT*
YEAR PER MONTH PER 6 MONTH PERIOD PER YEAR
1 $3,281.681, $191690.08 $ 39,38016
2 3,969.68 23,818,08 47,636.16
3 4,038.48 24,230.88 48,461.76
4 4,114.16 24,686.96 49,369.92
5 4,197.41 25,184.46 50,368.92
$235,216.92
Additional 5 yr. maintenance 73,795.80
$309,012.72
*Same maintenance costs as for leasing for Telerent.
LEASE/PURCHASE - TEN YEARS
TELERENT
YEAR PER MONTH PER YEAR
1 $2,112.60 $ 25,351.20
2 2,800.60 33,607,20
3 2,869.40 34,432.80
4 2,945.08 35,340.96
5 3,028.33 36,339.96
6 3,119.63 37,438.80
7 3,220.63 38,647 56
8 3,33143 39,977 16
g 3,453,31 41,439.72
10 3,587.38 43,048.56
$365,623.92
Cost to add a station during first 12 months
BUSINESS COMMUNICATIONS: No Quote
CENTEL: $181.00
TELERENT: $125.85
Cost to move a station during first 12 months
BUSINESS COMMUNICATIONS: No Quote
CENTEL: $79.00
TELERENT: 50.00
Primary Service location
BUSINESS COMMUNICATION: Winston-Salem
CENTEL: Hillsborough
TELERENT: Raleigh
Guaranteed response time after service call is placed
BUSINESS COMMUNICATION: No Quote
CENTEL: 2-4 Hours
TELERENT: 2 Hours
Page 3
TELEPHONE EXCHANGE SYSTEM
BID RECOMMENDATION
It is recommended that Orange County lease/purchase over
a five ,year period the Rolm CBX telephone exchange system
from Centel Communications Company, P.O. Box 638, Madison, N.C.
at a total price including maintenance of $228,790.20 on the
basis of lowest responsible price.
SYNOPSIS OF TELEPHONE EXCHANGE SYSTEM
The Rolm CBX telephone exchange system recommended for lease/purchase
from Central Telephone Company will expand the County's present capacity
of 15 trunks and 225 lines to the specified 32 trunks and 278 lines. The
system can be further expanded without additional switching equipment to
48 trunks and 320 lines. If necessary additional equipment can be purchased
to expand the system to 120 trunks and 800 lines. The Rolm CBX will combine
the two switching mechanisms leased from Central and located in the Courthouse
and the Social Service Building into one switching mechanism.
The Rolm CBX system is controlled by a programable software package
which determines class of service for all stations and provides printouts
that lists all out-going calls as to the extension placing call and the
number called. As an additional control on long-distance call expenses,
specific stations can be prevented from making long-distance phone calls.
Some of this systems features are System Forwarding, Communication
Line Service, Automatic Call Intercept, and System Speedcalling. System
fon,aarding provdes an alternate answering facility for calls that are not
answered after a preset time period, or where a called extension is busy,
Phones in a specific group can be arranged so as one phone receives all
incoming calls, if that phone is busy a second phone will automatically
ring and so on. A group may also be arranged so that incoming calls are
distributed evenly between all phones in the group. The communication (COM)
Line Service allows stations to be arranged for intercom service, The COM
grouping allows persons in a common work group to call each other by dialing
fewer digits than the extension number. Automatic call intercept forwards
calls to an attendant when the dialed number is uninstalled or out of order.
System Speed calling provides a system directory of up to 1,000 numbers.
These are commonly called numbers that can be accessed with abbreviated
one, two or three digit numbers. Once accessed, the system will dial the
full number, which can be up to 16 digits in length.
Each touch tone station, besides the toll restriction option already
mentioned have the following features: hold, transfer, call transfer with hold
(in case the other line is busy) conference (maximum of eight parties) and
call pick-up, where by an extension may answer ringing calls or acquire calls
held for another extension by dialing the extension number called.
Central Telephone Company has the responsibility of determining the
specific needs of all the County operations and designing the system in the
most efficient and economical way with review by the County's
administrative officers.
PLANNING BOARD ;
Preliminary Plan Recommendations for �
Turkey Run Phases ITT, TV, and V
.1, 1iaght of tray was acquired and recorded for the recent improvements to
SR 1448. the property lines bordering SR 1948 should run thirty (30)
feet southwest of and parallel to the new centerline of SR 1948 at the
intersection with SR 1942 the property line should follow the recorded
sight distance line.
2. A sight distance right-of-way conforming; to the N.C. Department of
Transportation standards will be required at the intersection of the
proposed new road with SR. 1946.
3. Place drainage easements on the plan to the Erosion Control Officers
specifications.
4. Stoneybrook subdivision currently has a road by the name of "Wild
Turkey Lane," therefore, the name of the proposed new road should be
changed.
5. Restrictive covenants should be drawn up to restrict further subdivision
of the lots.
6. Reduce the access points to ,zones Terry Road by shared driveways for
lots 6 and 7, 8 and 4, 10 and 11, and 12, 13, and 15.
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:} Commissioner Barnes nominated Dr. Emil T. Chanlett to fill the
current vacancy on the Board of Health. There being no further
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nominations, Commissioner Barnes moved, seconded by Commissioner Willhoit,
to appoint Dr. Emil T. Chanlett to the County Board of Health to fill
the unexpired term of Dr. Morris Shiffman. Vote: ayes, 4; noes, 0.
The Chairman announced Ms. Jane Stein had resigned from the Chapel
Hill Planning Board,
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The Board requested the Clerk send letters of appreciation to
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Jessie Richter, Hillard Caldwell , Doris Foushee, Jane Stein
and Dr. Bonar when his term expires on the County Planning Board.
Agenda Item 15 A: Variance Rtguest-Philip & Linda Klemmer
The Planning Director reviewed the request of Philip and Linda
Klemmer for a variance from the provisions of the County's subdivision
ordinance requiring upgrading to state road standards about 1,400 feet
of private road in Chapel Hill township.
Commissioner Willhoit moved, seconded by Commissioner Whitted,
to approve the variance.
Commissioner Willhoit moved, seconded b,y Commissioner Barnes,
to table the Klemmer's request for a variance until the staff
makes a more specific recommendation on how to deal with the road
maintenance agreement. Vote: ayes, 4; noes, 0,
Agenda Item 15 B: Turkey Run Subdivision
The Planning Director reviewed the preliminary plan of Turkey Run
Subdivision, phases 3, 4 and 5, Mr. David Roberts, Developer, was
present to answer questions.
Commissioner Barnes moved, seconded by Commissioner Willhoit, to
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f approve the preliminary plan of Turkey Run Subdivision, phases 3, 4
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and 5 with the six recommendations of the Planning Board incorporated.
Vote: ayes, 4; noes, 0., For copy of the Planning Board's recommendation,
see page 163 of this book_
Agenda Item 15 C & D: Variance Request-James H. Bumphus
Katie B. Pratt
f The Planning Director reviewed the requests of James H. Bumphus
and Katie B. Pratt from the provisions of the County's subdivision
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ordinance requiring upgrading to state road standards for a private
road leading into their minor subdivision.
Commissioner Whitted moved, seconded by Commissioner Barnes,
t to approve the Planning Board's recommendation that the minor subdivision
of James H. Bumphus and Katie B. Pratt be accepted subject to appropriate
i right--of-way agreement and notation on appropriate maintenance agreement
that any further subdivision would require paving and that the variance
can be granted on that basis, Vote: ayes, 4; noes, 0.
Agenda Item 16: Announcements
The Chairman announced that Ms. Betty Thigpen had received an award
from the Chapel Hill Association of Retarded Citizens for her meritorious
service in connection with developing the Special Olympics program for
Orange County. The Board requested a letter be sent to Ms. Thigpen
acknowledging her efforts and expressing appreciation for her dedication
to the program.
The County Manager introduced Ms, Beverly Murrell , Personnel Director
for Orange County, to the Board.
Commissioner Barnes expressed appreciation from the Board and
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requested the public be made aware that the sanitation crew worked overtime
over the holidays so that there was no green box overflow during
Christmas.
Agenda Item 17: Awards Banquet
Commissioner Gustaveson suggested the Board consider hosting a
banquet once a year for all volunteer board and commission members,
during which time all those whose terms had terminated would be presented
suitable certificates for dedication and/or long service. The Board
requested this item be placed on another agenda for discussion.
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Agenda Item 13: Fees
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It was the consensus of the Board to defer discussion of the
consept of fees for services until a later date,
Agenda Item 18: Executive Session
a Commissioner Barnes moved, seconded by Commissioner Gustaveson, to
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move into executive session to discuss two matters of litigation. Vote:
ayes, 4; noes, 0, No action was taken.
There being no further business, the meeting was adjourned.
Rickard E. blhitted, Chairman
Mary Lou Bouley, Clerk