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HomeMy WebLinkAboutAgenda - 11-15-94 - V-A 1 ORANGE C O U N T Y BOARD OF COMMISSIONERS ACTION AGENDA ITEM ABSTRACT Meeting Date: NOVEMBER 15, 1994 Action Agenda Item # V SUBJECT: RESOLUTION--"SHAPING ORANGE COUNTY'S FUTURE" INITIATIVE DEPARTMENT: COUNTY MANAGER PUBLIC HEARING: Yes _X_No ATTACHMENT(S) : INFORMATION CONTACT: RESOLUTION MANAGER'S OFFICE, EXTENSION 2300 SUMMARY OF CONSENSUS PROPOSAL TELEPHONE NUMBERS: Hillsborough - 732-8181 Durham - 688-7331 Mebane - 227-2031 Chapel Hill - 967-9251/968-4501 PURPOSE: To adopt the enclosed resolution endorsing the "Summary of Consensus Proposal" from the June 29 Assembly of Governments meeting. BACKGROUND: The resolution made reference to the attached "Summary of Consensus Proposal" which reflects the consensus reached at the June 29 meeting. Adoption of the resolution does the following: (1) Endorses the process as described in the "Proposal ; " (2) Creates a Steering Committee; (3) Expresses the Board's intent to appoint two members of the BOCC to serve on this committee; (4) Authorizes the County Manager to meet with his counterparts from Carrboro, Hillsborough and Chapel Hill to prepare a joint proposal on how to proceed, including designation of a lead entity, project budget and schedule. RECOMMENDATION: The Manager recommends adoption of the resolution. 2 A RESOLUTION ENDORSING START-UP OF A "SHAPING ORANGE COUNTY'S FUTURE" INITIATIVE WHEREAS, the governing boards of Orange County and the Towns of Chapel Hill, Carrboro, Hillsborough have met to discuss a process for coordinating planning efforts, and WHEREAS, a "Consensus Proposal" has been developed, describing a process for achieving such coordinated planning, and WHEREAS, the Orange County Board of Commissioners finds the proposed process to be a desirable initiative to undertake. NOW, THEREFORE BE IT RESOLVED that the Orange County Board of Commissioners endorses the process described in the attached "Summary of Consensus Proposal. " BE IT FURTHER RESOLVED that the Board of Commissioners endorses creation of a Steering Committee as described in the Consensus Proposal and expresses its intent to appoint two members of the Orange County Board of Commissioners to serve on this Committee. BE IT FURTHER RESOLVED that the Council authorizes the County Manager to meet with his counterparts from Carrboro, Hillsborough and Chapel Hill to prepare a joint proposal on how to proceed, including designation of a lead entity, project budget and schedule. This the 15th day of November, 1994 . Moses Carey, Jr. , Chair © 3 Proposed Process for Creating a Consolidated County-wide Plan: Summary of Consensus Proposal At a June meeting of the Orange County Assembly of Governments, elected officials from Orange County's four local governments discussed mechanisms for achieving coordinated, long range planning. Two proposals were presented: ► A proposal from a group called "Shaping Orange County's Future Steering Committee" called for creation of a citizens' task force to undertake a series of tasks. The tasks would involve gathering information, identifying common values and objectives, and formulating strategies. Wide participation would be sought both in the composition of the task force and in the meetings that would be scheduled. Upon completion of the tasks, recommendations would be presented to local governing boards. ► A second proposal, from Chapel Hill Mayor Ken Broun, called for creation of an 8- member steering committee, made up of two elected officials from each of the elected boards of Carrboro, Chapel Hill, Hillsborough, and Orange County. A Work Group would also be assembled, made up mostly of Planning Board members from the four jurisdictions, to be charged with coordinating the comprehensive planning work that would be ongoing in each jurisdiction. At the meeting, a consensus proposal evolved, blending the two ideas that had been presented: 1) Create an 8-member Steering Committee, made up of two elected officials from each of the four governing boards in Orange County, to oversee the process that was proposed in the "Comprehensive Quality Growth Strategy and Community Building Plan for Orange County" (also known as the "Shaping Orange County's Future Report.") This 8-member, elected official Steering Committee would take the place of the Shaping Orange County's Future Steering Committee, as described in Step 1 of the "Shaping Orange County's Future Report," and would oversee the whole process. 2) With the change, the process as outlined in the "Shaping Orange County's Future Report" would otherwise remain as proposed. To perform the work program outlined, this process includes the appointment of a large citizen's Task Force which would have representatives from a wide variety of Orange County perspectives. Names would be compiled by the 8-member Steering Committee, and referred to each of the four elected boards for appointment to the Task Force. 3) Corrections during the process would be made as deemed necessary by either the Task Force or the Steering Committee, depending on how the work is progressing toward completion of the 15 steps proposed in the "Shaping Orange County's Future Report." Otherwise the appropriate points for reports back to the four elected boards would be as outlined int the "Shaping Orange County's Future Report." 4 4) At the completion of the work program, a final report with specific recommendations would be prepared by the Task Force, with advice of the Steering Committee, for presentation to each of the four elected boards. The boards would be asked to adopt the final report and its recommendations, and to use the report as the foundation for subsequent revision/creation of local comprehensive plans as well as the basis for any other measures deemed appropriate. 5 Proposed Process for Creating a Consolidated County-wide Plan: • Implementation Considerations At a June meeting of the Orange County Assembly of Governments, elected officials from Orange County's four local governments discussed mechanisms for achieving coordinated, long range planning. A consensus proposal was developed at the meeting, described elsewhere. There are no specifics yet as to how this process would be implemented. Following are some preliminary suggestions about how the project might be managed. Time Frame The first step would be to take this proposed process to each of the four elected boards for ratification. Possible targets: Each of the four Managers would present the proposal to his Board during October/November, 1994, with approval and appointment of representatives by the end of December. A Citizens' Task Force could be assembled in early 1995. Once work has begun (estimate Spring, 1995), it would be expected to take a full.year to complete to the point of preparing a final report. A possible target would be to have a final report presented to each of the four governing boards in early Spring, 1996. Staff Support • This will be a very staff-intensive process. One of the four governments should take the lead staff role, and assign a full-time planner for the duration of the project. Help should be provided from each of the other three Planning Departments. Management of the project should take on a team approach, under the guidance of the full-time project manager. Budget A realistic budget needs to be prepared by the Planning Department of the lead government. In addition to staff costs, the budget should reflect ample funding for logistics (meetings, advertisements, mailings. etc.), data gathering (with heavy use of GIS), and a generous printing allowance. Funding for video production would be highly desirable. Funds for professional facilitators at key points in the process may prove to be valuable. Next Steps. ► Decide on a lead entity. ► Decide on staffing plan. ► Construct a project budget. ► Arrange for appointment of an 8-member Steering Committee (all elected officials) and subsequent appointment of a Citizen's Task Force. C.1) 6 MEMORANDUM TO : Carrboro Board of Aldermen Chapel Hill Town Council Hillsborough Board of Commissioners Orange County Board of Commissioners FROM: Quality Growth Strategy and Community Building Steering Committee Representing: Others : Carrboro : Jay Bryan Bill Bracey Chapel Hill : Joyce Brown, Chair David Brower Hillsborough: Beverly Webb Margaret Brown Orange County: Alice Gordon Livy Ludington SUBJECT: Final Report DATE : April 4, 1994 We are pleased to transmit to you the final report of the Steering Committee, "The Development of a Comprehensive Quality Growth Strategy and Community Building Plan for Orange County. " In the fall of 1993 , a forum was held by the four governing bodies in Orange County called Shaping Orange County' s Future. Out of this discussion came a proposal to develop a countywide process for assuring quality growth and for building community. Each governing board adopted a resolution authorizing the Steering Committee to develop the idea. The Steering Committee has met regularly since November, 1993 to develop a proposed process . We now ask each governing body to review the report and to accept the proposed process outlined in the report . A resolution for your consideration accompanies the report . We also ask each governing body to consider financial support for the project . A potential budget for carrying out the process is included in the report materials, as well as information on potential methods of sharing the costs of the budget . We suggest that the Managers of the four governing bodies may wish to meet and discuss the budget, potential cost-sharing methods , and the allocation of staff time . The Steering Committee felt that it would be appropriate for the Managers to consider and make recommendations concerning this tentative budget proposal . 7 page 2 We also note the possibility of pursuing an appropriation from the General Assembly for developing this plan. The process could be a model effort for others across North Carolina. The Steering Committee appreciates the work of the staff of the four jurisdictions in helping the Committee complete the final proposal . Tentatively Chapel Hill and Hillsborough are scheduled to consider this item on April 11, Carrboro on April 12 , and Orange County on April 19 . We welcome your comments . THE DEVELOPMENT OF A COMPREHENSIVE QUALITY GROWTH STRATEGY AND 8 COMMUNITY BUILDING PLAN FOR ORANGE COUNTY Carrboro, Chapel Hill, Hillsborough and the unincorporated areas of Orange County are at a crucial period in their history. The next twenty years could well determine whether Orange County will continue to be an attractive, desirable place to live. With the improving economy and national recognition of our area as a good place to live, work, and retire, we face tremendous development pressures. There are various possibilities. We could become like Los Angeles with urban sprawl from Caswell to Chatham and Durham to Alamance. The environmental, social and economic consequences of this picture are not pleasant to contemplate. Another possibility is that the four governing bodies working together with each other and the citizenry could develop an Orange County model as determined by the values and visions of the people. This would not be an easy or a quick task, but the prospect we face without working together to preserve the quality of life we enjoy now, but are beginning to lose, is worth the effort. Without this we face increased environmental degradation, increased social problems, and increased taxes and expenses for citizens. Any one of these issues makes it imperative that we work together to develop a comprehensive quality growth strategy and community building plan. As.we have grown in the past twenty years, one of the losses we have experienced is a shared sense of community. This is evidenced by increasing violence, an increasingly transient population, and lack of knowledge of our neighbors, among other things. To try and correct this, it is important that a community building plan is included in the quality growth strategy. Building community in the context of this effort has two components. First we need to assess the entire County's perspectives on issues relating to quality growth. Once assessed, we will need the "community" itself to reach consensus on resolving these issues. Attempting to reach such consensus - reaching out to understand others - is, in fact, community building. The second component is the development of a process for maintenance of community in every part of the County. With growth, we must make sure that we better our community, improve our relations with each other, and hopefully lay the foundation for future generations to lead fulfilling lives. If these are the tenets of our work together, then developing a process for nurturing community is imperative. At the September, 1993 conference on Shaping Orange County's Future, which was sponsored by the Assembly of Governments, nationally recognized quality growth planner Dr. John DeGrove said that we could grow smart or we could grow dumb. The way to grow smart, he said, was to develop a comprehensive quality growth strategy and the place to start was with Carrboro, Chapel Hill, Hillsborough and the unincorporated areas of Orange County. As a result of this conference, the four governing bodies - Carrboro, Chapel Hill, Hillsborough and Orange County - appointed a Steering Committee to design a process for developing a community building and comprehensive quality growth strategy. After numerous meetings, the Steering Committee submits the following proposal which sets into motion the quality growth strategy discussed by Dr. DeGrove and adds to it a community building component. 1 - l� 9 • A CONSENSUS BUILDING PROCESS FOR FORMULATING A COMPREHENSIVE QUALITY GROWTH STRATEGY AND A COMMUNITY BUILDING PLAN STEP 1 FORMATION OF A TASK FORCE BY APPROVAL OF THE FOUR GOVERNING BODIES TO BE CALLED TASK FORCE ON SHAPING ORANGE COUNTY'S FUTURE A group of Orange County residents will be selected to gather information and make recommendations concerning quality growth and community building in Orange County. The Steering Committee recommends that each of the four governing bodies makes recommendations for the Task Force (identified by the categories listed below) to the Steering Committee. The Steering Committee will contact those identified for interest in serving on the Task Force. The final list of 18 names will be submitted to the four governing bodies for final approval with each governing body selecting'two additional members to serve on the Task Force. Membership will reflect a balance of the interests of all those concerned about the County's future, and will be a microcosm of the whole Orange County community. Such interests may be defined as: 1. citizens from each jurisdiction and township; 2. citizens from the public at large; 3. large landowners, including farmers; 4. business/development/real estate; 5. environmentalists; 6. elected officials; 7. neighborhoods; 8. University/school systems; 9. civic; 10. religious; 11. human services; and 12. cultural arts. STEP 2 FACILITATED MEETING OF TASK FORCE FOR TEAM BUILDING SKILLS In order for the Task Force to best work together as a team, members of the Task Force will participate in a facilitated meeting or meetings prior to discussing substantive issues in order to build rapport, develop a consensus process and team building skills, and foster a sense of community among themselves. 2 - 10 • STEP 3 THE TASK FORCE WILL SET SCHEDULE AND PROCESS TO BEGIN INFORMATION GATHERING. The Task Force will set a schedule and process to begin information gathering related to the goals and issues identified in this document. A time frame of a year from the first meeting is suggested (with reasonable revisions). The Task Force will use methods for gathering information about Orange County that include, but are not .limited to, telephone and mail surveys, written documents, public meetings, informal meetings at identified gathering places such as churches, barber shops, restaurants, focus groups, and written documents. The Task Force will also identify specific organizations or entities, as well as individuals who represent particular interests concerned with quality growth in • the County and the municipalities, from whom the Task Force wishes to receive information. The Task Force will identify any potential barriers which prevent citizen participation in its information gathering process, such as loss of time from work; lack of transportation or day care; intimidation by group processes; and perhaps a sense that the public meetings, in particular, are designed for professional participation, rather than citizens at large. The Task Force will make all public meetings as accessible as possible. To address the large group intimidation factor, citizens will be encouraged to use any vehicle of communication to provide input - written, by telephone or otherwise. Fliers to neighborhoods and business community, as well as personal, one-on-one invitations, will be considered. Notices informing the public of the formation of such a group will be widely publicized throughout the County, following procedures used by each jurisdiction, so interested persons can participate in the information gathering. The principle of the process will be based in broad outreach designed to be democratic and to build community. STEP 4 THE TASK FORCE WILL FORM COMMITTEES TO CONTINUE WITH THE INFORMATION GATHERING PROCESS TO DEFINE A VISION AND MAKE RECOMMENDATIONS Goals and issues related to quality growth will be defined within four general areas: environmental, economic, social, and community building. The Task Force will form committees of interested citizens as it determines necessary. The Task Force and committees will gather information on citizens' visions and values; the technical data related to the goals and issues will be gathered by the staffs of the four governing bodies in consultation with the Task Force. 3 11 Below is a list of topics for which the Task Force should create goals and explore the issues that may arise from attempting to achieve those goals: TOPICS FOR GOALS AND ISSUES DISCUSSION INFORMATION GATHERED BY: Task Force, Committees& StaIT: Citizens: Technical Data ENVIRONMENT Values&Vision 1. Water Quality, waterways and watersheds 2. Water and sewer infrastructure 3. Air quality 4. Solid Waste 5. Hazardous waste 6. Natural hazards 7. Environmentally sensitive areas and present resource protection within various jurisdictions 8. Land use - urban, rural, agricultural - present zoning and future possibilities 9. County's beauty 10. Historic, built and natural environment 11. Community building with regard to the above entitled issues 12. Other suggestions by committee ECONOMY • 1. Employment 2. Employers 3. The County's economy 4. Non-residential development 5. Planned and efficient delivery of public services 6. The financing of local government services 7. Agriculture 8. Transportation 9. Community building with regard to the above entitled issues • 4 • 12 10. Other suggestions by committee • SOCIAL • 1. Housing - density, affordability, and livability 2. Human services -community services • 3. Education 4. Crime and security • 5. Poverty 6. Recreation 7. Cultural Arts 8. Intergovernmental cooperation and communication 9. Our borders - how do we deal with Durham, - Alamance, Chatham and Caswell Counties 10. Preservation of Diversity of People 11. Community building with regard to the above entitled issues 12. Other suggestions by committee COMMUNITY BUILDING The goals and issues of community building will develop a.structure and process for the maintenance of community in Orange County. The development of such a structure and process will begin with the Task Force seeking support and/or commitments from individuals, groups and institutions to reach consensus on the mission of the Task Force. It will carry through to the final recommendations of the Task Force, which will provide a structure that, among other efforts: 1. fosters tradition, history, common heritage and memory, County character; 2. fosters a sense of identity and belonging; 3. fosters a framework of shared values; 4. nurtures networks of caring individuals and a climate of caring, trust, teamwork and mutual responsibility; 5. creates institutional arrangements that diminish polarization, teach diverse groups to know one another and encourage coalition-building, dispute resolution, negotiation and mediation; 6. fosters wholeness within diversity while allowing healthy conflict and an open atmosphere for dissent; 7. establishes collaborative ties among leaders of different jurisdictions, communities, non- profit organizations, for-profit organizations, and government; 5 13 8. strengthens each community or jurisdiction while requiring it to recognize and accept responsibility for the entire County's well-being; 9. asks a high proportion of the population to have some role in this community maintenance system and to share leadership tasks at all levels; and 10. encourages the maintenance of the existing infrastructure of neighborhood associations, churches, citizens groups, youth-serving organizations and professional groups. STEP 5 THE TASK FORCE AND COMMITTEES WILL ANALYZE INFORMATION AND FURTHER DEFINE THE NATURE OF THE ISSUES After the necessary information has been gathered, the Task Force shall then analyze the information gathered in light of the approved mandate to better define as specifically as possible, the nature of the issues needing solutions. Based on the information gathered., the Task Force will develop a consensus on issue definition, describing the following: 1. alternative scenarios as to the future course of Orange County; 2. elements of those scenarios which the Task Force considers favorable and elements the Task Force considers to be unfavorable; 3. a set of values or principles defining a desirable future for Orange County; 4. identification of the forces (policies, practices, attitudes, behaviors, values, traditions, beliefs, physical factors, etc.) currently affecting Orange County's progression toward the desirable future; these will be forces currently blocking achievement of the desired future, and those currently contributing to that future; and 5. what needs to be protected and preserved. STEP 6 THE TASK FORCE AND COMMITTEES WILL GENERATE IDEAS ON SOLVING THE ISSUES DEFINED The Task Force will next generate ideas with facilitator as deemed necessary on how to solve the issues on its agenda in order to achieve the principles, evaluate those ideas according to criteria developed by the Task Force, and assemble its preferred ideas into a coherent set of recommendations. STEP 7 THE TASK FORCE WILL REPORT PROGRESS AND AGENDA TO ELECTED OFFICIALS FOR REVIEW AND COMMENTS 6 14 STEP 8 THE TASK FORCE AND COMMTI"TEES WILL REFINE SUGGESTIONS AS TO HOW TO SOLVE THE ISSUES STEP 9 THE TASK FORCE WILL PUT RECOMMENDATIONS INTO A WRITTEN REPORT FOR PRESENTATION TO EACH OF THE FOUR GOVERNING BODIES It is intended that each committee will examine its goals and issues to determine how they interrelate with, and can promote, the community building goals listed under "Community Building." STEP 10 THE FOUR GOVERNING BODIES WILL DISCUSS THE RECOMMENDATIONS AND MAKE COMMENTS TO THE TASK FORCE ON THE RECOMMENDATIONS STEP 11 THE TASK FORCE WILL CONSIDER THE GOVERNING BODIES' COMMENTS AND FURTHER ANALYZE ITS REPORT STEP 12 THE TASK FORCE WILL HOLD A PRESENTATION FOR ALL EXISTING COMMITTEES AND COMMISSIONS IN THE COUNTY AND THE PUBLIC ON THE RECOMMENDATIONS OF THE TASK FORCE AND THEN REFER THE REPORT TO THE FOUR GOVERNING BODIES STEP 13 THE FOUR GOVERNING BODIES WILL REFER THE RECOMMENDATIONS TO THEIR RESPECTIVE STAFF TO DETERMINE HOW TO INCORPORATE THE RECOMMENDATIONS INTO BOTH SHORT- AND LONG-RANGE WORKING PLANS FOR INCORPORATION INTO THEIR COMPREHENSIVE PLANNING STRATEGY STEP 14 PUBLIC HEARINGS WILL BE HELD BY EACH JURISDICTION AFTER WHICH A FACILITATED MEETING OF THE ASSEMBLY OF GOVERNMENTS WILL BE HELD TO DISCUSS THE RECOMMENDATIONS As part of its recommendations to the community, the Task Force will design a community feed back mechanism through which responsible parties will monitor, evaluate and make mid-course corrections as the consensus is carried out. The feed back mechanism will also include ways • 15 in which successful completion of significant steps on the way toward achievement of the desired future can be recognized by the community. STEP 15 A FINAL REPORT FROM THE TASK FORCE WILL BE PREPARED AND SUBMITTED TO EACH JURISDICTION, FOR USE AS A POLICY. BASE IN REVISING LOCAL COMPREHENSIVE PLANS. • 8 16 A RESOLUTION AUTHORIZING A COOPERATIVE COMPREHENSIVE QUALITY GROWTH STRATEGY AND COMMUNITY BUILDING PLAN FOR ORANGE COUNTY WHEREAS, Orange County is at a crucial period in its history; while it is recognized nationally as a desirable place to live, it is facing development pressures which could erode the quality of life; and WHEREAS, the 4 governing bodies of Orange County have charged a Steering Committee comprised of representatives from the Towns of Carrboro, Chapel Hill, Hillsborough, and Orange County with developing cooperatively a proposed process for undertaking a comprehensive quality growth strategy and community building plan for Orange County; and WHEREAS, the 4 governing bodies of Orange County desire to work together with citizens to develop a model growth strategy and a community building plan; NOW, THEREFORE, BE IT RESOLVED by the governing bodies of Orange County that the bodies receive the report of the Steering Committee titled "The Development of a Comprehensive Quality a Growth Strategy and Community Building Plan for Orange County, " and hereby resolves that the governing bodies accept the proposed process. outlined in the report, and pledge their best efforts to help carry out the process . BE IT FURTHER RESOLVED that this governing body thank the. Steering Committee for its work to date on developing the proposed comprehensive quality growth strategy. This the day of , 1994 . • Proposed Budget Quality Growth Strategy and Community Building Plan 17 April 4, 1994 Hard Costs Administrative Costs Staff and GIS time Process Administration 30,000 (see page three for options) GIS Staff time 1,000. Data purchase 500. Computer time ($3/hr) 1,500. Survey School of Journalism 2,000. Process Administrative Costs Photocopying 200. Postage 800. Rent/refreshments 400. Advertising - 2,400. Facilitation ($50/hr) 3,000. Guest speaker 1,500. Outside technical assistance 1,200. Publishing Interim report - newspaper insert 2,720. Final report photocopying 600. covers & binding 100. Contingency 2,080. 20,000. 30,000 Total 50,000. Notes: 1. GIS staff time is listed separately because the technicians involved have not been involved in this process up until now. 2. The survey is a specialized phone survey of Orange County residents. 3. "Rent/refreshments" covers whatever costs may be associated with 2 large meetings/public hearings. 4. "Advertising" covers both trying to get people interested in the process and meeting notices. 5. "Facilitation" covers a community building retreat for the task force to set up an open listening process for the entire project. It also includes facilitation at any committee meetings that may be necessary. The steering committee realizes this process will touch on some hot topics and facilitation will help keep meetings productive. 6. "Interim Report" allows us to publish the draft report in a tabloid form and have it inserted into the Orange County newspapers (CHN, CHH, NofO) • To: ' Mayors, Chairman, and governing board members z 8 From: Shaping Orange County's Future Steering Committee Date: April 4, 1994 RE: Quality Growth Strategy and Community Building Plan General assumptions about the process: There is one Task Force of approximately 25 people. This group will convene as a whole at least six times during the one year process. One staff member from each jurisdiction should be present at the Task Force meetings. There are at least 5 subcommittees focusing on topics. These committees will contain both Task Force members and others and will meet at least once a month for 9 months. One staff should work with each committee. There is one steering committee that meets quarterly to check on the progress being made. The Steering Committee should meet with either the coordinator, a rep. from the lead entity, or one rep. from each jurisdiction (depending on how it is set up). Coordination and Administration: It was very difficult to estimate total staff time this process will consume. For that reason, we chose to focus on administrative time spent rather than. total time. Since it is unreasonable to assume that a committee of 25 citizens can organize and coordinate itself, we propose 3 options to cover this task. Planning staff time to support this process must be determined by each jurisdiction. Certainly there will have to be inter-local agreements and accounting measures instituted to make this work. Option 1 Coordinator: Responsibilities to both Task Force & committees Prepare/mail/deliver meeting notices, agendas, information packets, meeting summaries Schedule/confirm meeting space & confirm quorum Act as initial contact person for interested persons Estimated cost: $30,000 nearly full time position for at least one year. This could be existing staff or new, temporary staff located in any of the 4 jurisdictions. The coordinator would be on one jurisdiction's payroll and that jurisdiction would be compensated by the other 3 for salary, etc. Option 2 Designate Lead Jurisdiction This would be essentially the same as securing a coordinator except the jurisdiction would determine how to distribute work among existing staff, rather than designating one person. This is very similar to the DCHC MPO and HOME program formats. Estimated cost: $30,000 (rough). The jurisdiction would receive funds from other 3, same as Option 1. Option 3 No lead Entity,or Coordinator A division of labor among the jurisdictions would have to be determined. Propose a 3 way split with Carrboro and Hillsborough sharing 1/3. Estimated cost: $30,000 (rough). If this cost is added to the total, jurisdictions should get credit for staff time spent on administration. If it's not added, divide the labor and each jurisdiction assumes responsibility for their share. Distribution of costs 19 The Steering Committee discussed 2 options for distributing the cost of this process: by • population and by the sales tax distribution. Mebane has chosen to not participate, their population and sales tax has been included with Orange County. Distribution of Hard Costs only - $20,000 This simply distributes the costs that will be due to other agencies or will cover the hard costs to completing this process. Population'. .. Sales Tax (city limits) Orange County $8,500 (42.5%) $12,600 (63%) Chapel Hill $8,020 (40.1%) $ 5,000 (25%) Carrboro $2,580 (12.9%) $ 1,600 (8%) Hillsborough $ 900 (4.5%) $ 800 (4%) Distribution of all costs - $50,000 This would apply to the first & second administrative options. The $30,000 for administration has been added to the $20,000 of hard costs. Population Sales Tax (city limits) Orange County $21,250 $31,500 Chapel Hill $20,050 $12,500 Carrboro $ 6,450 $ 4,000 Hillsborough $ 2,250 $ 2,000 Distribution of all costs - $50,000 This would apply to the third administrative option. These figures are those in the first table with the $30,000 for administration split 1/3, 1/3, 1/6,. 1/6. Some of these funds could be in-kind services. Population Sales Tax (city limits) Orange County $18,500 $22,600 Chapel Hill $18,020 $15,000 Carrboro $ 7,580`` $ 6,600 Hillsborough $ 5,900 $ 5,800 • A RESOLUTION ENDORSING START-UP OF \ � A "SHAPING ORANGE COUNTY'S FUTURE" INITIATIVE }� WHEREAS , the governing boards of Orange County and the Towns of Chapel Hill, Carrboro, Hillsborough have met to discuss a process for coordinating planning efforts, and WHEREAS , a "Consensus Proposal" has been developed, describing a process for achieving such coordinated planning, and WHEREAS , the Orange County Board of Commissioners finds the proposed process to be a desirable initiative to undertake. NOW, THEREFORE BE IT RESOLVED that the Orange County Board of Commissioners endorses the process described in the attached "Summary of Consensus Proposal . " BE IT FURTHER RESOLVED that the Board of Commissioners endorses creation of a Steering Committee as described in the Consensus Proposal and expresses its intent to appoint two members of the Orange County Board of Commissioners to serve on this Committee. BE IT FURTHER RESOLVED that the Council authorizes the County Manager to meet with his counterparts from Carrboro, Hillsborough and Chapel Hill to prepare a joint proposal on how to proceed, including designation of a lead entity, project budget and schedule. This the 15th day of November, 1994 . Ai( v ■4114611/410( Moses Carey, Jr. , Chair