HomeMy WebLinkAboutAgenda - 12-10-94 - Agenda A G E N D A
DECEMBER 10, 1994
HOMESTEAD CENTER
ORANGE COUNTY BOARD OF COMMISSIONERS
GOALS AND OBJECTIVES RETREAT
8:30 A.M. COUNTY FISCAL POLICY CONSIDERATIONS AND DIRECTIONS
1. Implications for impact of:
- New School Facilities
1. Elementary School
2 . High school
Other
2 . Policy and tracking implications of approval of
positions dependent upon grant funds
3 . Policy implications and direction on payment for
certain County services
- Goals or principles to be achieved
SOURCES USES/SERVICES
Property Tax Recreation
Fees (user) EMS Services
Service Districts Library
Other Water and Sewer
Other
10: 00 A.M. PLANNING DEVELOPMENT AND LAND USE MANAGEMENT
- Reaffirmation of Goals and Direction
1. Avoiding urban sprawl
2 . Preservation of protected watersheds
3 . Encouraging bicycle and mass transit
transportation in and between urbanized
areas
4 . Protection and preservation of farmland and
open space
5. Development of an appropriate mix of
residential and non-residential (including
commercial) development in Orange County
- Projects/Activities
1. Joint Planning with Chapel Hill and
Carrboro
2 . Cooperative planning with Hillsborough
3 . Economic Development Districts
4. Falls Lake Watershed Study
5. Albemarle/Pamlico Estuarine Study
6. Rural Character Planning (Small Area Plans)
i.e. Stoney Creek Small Area Plan
7. Development Impact Statements
8. Water and Sewer Service Area Designation
9. Sustainable Communities Planning
- What policy direction is needed to achieve the
above goals?
12 : 00 NOON LUNCH (Catered)
1: 00 P.M. JOINT PLANNING FOR SERVICE DELIVERY WITH TOWNS AND OTHERS
IN ORANGE COUNTY
- Where to from here?
2 : 00 P.M. BOARDS AND COMMISSIONS RECOMMENDATIONS
2 : 30 P.M. ECONOMIC DEVELOPMENT PLANNING
- Update of the 5-year Plan
- Training and Education Center/Space for work
force preparedness
3 : 00 P.M. PUBLIC INFORMATION/PUBLIC RELATIONS
- Process
4 : 00 P.M. ADJOURNMENT
Board of Commissioners' Planning Retreat
December 10, 1994
Budget Outlook
Current Year (1994-95)
11 Overall revenues are projected to come in at or slightly above
budgeted amounts
in Expenditures are within the budgeted amounts
0 The intangibles tax will almost certainly be eliminated by the 1995
General Assembly. The impact of such action on the 1994-95 budget
is unclear, in that we cannot be sure what type of replacement
revenue might be provided by the legislature. We do not believe that
this likely change will adversely impact the County's financial
position. The County's 1994-95 budget for intangibles tax proceeds
is $2.4 million, which represents about 3.5% of our budgeted
revenue. At this time, the Association of County Commissioners
believes there is a good chance that replacement revenue will be
provided (possibly from inheritance tax proceeds) in a way that
would hold Orange County harmless from loss of intangibles
revenue. Staff will monitor this revenue situation closely.
Next Fiscal Year (1995-96)
0 Debt Service for existing issued debt will peak in 1995-96. The last
bond sale in June 1994 sold the remaining $30 million of the $52
million authorized by the voters in 1992. Because of the timing of
this bond sale, the County incurred only one interest payment on
this additional debt during Fiscal Year 1994-95. During 1995-96,
there will be two interest payments and one principal payment. This
will result in a net increase in total debt service (County and
Schools) of $1.8 million, bringing total debt service payments to
$8,229,695. Bond education materials in 1992 informed voters that
the $52 million referendum would have a maximum tax impact
equivalent to 15 cents per $100 of assessed valuation on the property
tax rate. The net tax rate impact of the bond is actually less due
largely to Revaluation in 1993-94 and the favorable interest rates
obtained when the bonds were actually sold.
Tax rate increases for the $52 million bonds were as follows:
1993-94 - just under the equivalent of 5 cents per $100
of assessed valuation
1994-95 - just under the equivalent of 2 cents per $100
of assessed valuation.
1995-96- Just over the equivalent of 4 cents per $100 of
assessed valuation.
Total tax rate impact - approximately 11 cents per
$100 of assessed valuation.
Schools - Current Expense
The planning allocations from the State Department of Public Instructions over
the past three years have averaged just over 600 new students each year. If the
current expense appropriation of $1,451 is maintained, and there is similar
student growth 1995-96, this increases the current expense appropriation by
$870,600 or the equivalent of just under 2 cents on the tax rate. During 1995-96
the new Stanback Middle School is scheduled to open. Under the plan endorsed
by the Board of Commissioners last June, start-up funding totaling $242,000 is
being appropriated from capital funds to help offset these building /start-up
expenditures.
M;\SALLYIRETREAT.WPD
N O R T H 170/7 FC1
a'
CAROLINA
Child0
I N S T I T U T E
1318 Dale Street,Suite 110
Raleigh,NC 27605-1275
919 834 6623 FAX 919,829.7299
November 2.7, 1994
Moses Carey, Jr. "Make!Cogs Count"
Chairman, Orange County Commissioners
P.O. Box 8181 BOARD OF DIRECTORS
Hillsborough, NC 27278 Chai°''d V."a°'`ley°
Fayetteville
?�
Leigh W.young'
Vice Dear Mr. Carey: Asheville
Christie Speir Cameron'
Secretary
Raleigh
In an effort to provide meaningful input toward your forthcoming goal-setting J.Richard Futrell,Jr."
Treasurer
retreat, members of the Orange County Youth Services Needs Task Force have Rocky Mount
developed a set of top priorities for the year. Although our brainstorming session At-Large' Browne
Chapel Nilt
produced a multitude of ideas, the body as a whole felt it more appropriate to John S. ■iblock'
emphasize one clear vision: to create a solid, working collaboration of services for Raleigh'
Orange County youth by identifying methods, structures and strategies that
Barba K.Allen
facilitate its development. W Alton R.Anderson
Weldon
Arlene Bergman
Chapel Hill
As you pointed out, accomplishing such a feat may be a continuing function — as it °alegh lynT,Cobb
surely will be in this case. Nonetheless, the Task Force is confident that such a Stephen E.Cummings
Charlotte
collaboration would pave the way for long-discussed improvements as well as Jo Ann Davis
Kitty Hawk
unforeseen innovations. With such a system in place, a comprehensive JanisS Dempster
Wake Forest
continuum of services may finally exist to provide all children with a safe, James F.Goodmon
Raleigh
nurturing, and supportive living environment, in addition to appropriate Howard H.Haworth
Morganton
educational opportunities. Dr.Thomas G.Irons
Greenville
Sarah C.Jordan
The possibilities are limitless. On the road to achieving this level of collaboration, Mm sT tumble
Task Force members envisioned full service schools; a youth council, a recognition WinstonrSalem
y U L.Richardson Preyer
banquet, expanding the availability of role models, creating more summer Greensboro
Dr,James Smith wick
internships for youth, increased access to parenting training, stronger advocacy, Laurinburg
Joan H.Zimmerman
improved after-school programs, and much more. Charlotte
"Executive Committee
We thank you for your particular interest in the needs of youth, and hope you will
continue using us as a resource in the future.
Sincerely,
Joe'Andrews
Chair, Orange County Youth Services Needs Task Force
cc: Task Force members
TO: Moses Carey, County Commission Chair
FROM: Alice McAdoo, Advisory Board on Aging Chair
DATE: November 23 , 1994
RE: Board Goals for FY 95-96
Thank you for the opportunity to relay the top priorities for
the Orange County Advisory Board on Aging for next fiscal
year. Although there are many issues effecting older adults
that warrant attention, the Advisory Board has chosen to
continue emphasizing the two ( 2) priorities established for
the current fiscal year.
First, the Advisory Board intends to use the information
gathered at the Vision Conference, scheduled for Spring '95,
as a basis for developing a County Aging Plan which will
shape the aging services system through the year 2000 and
beyond. Through the combined efforts of practitioners,
citizens and seniors, a draft report will be presented for
public review and comment and Commissioner input. The final
plan should be ready for review in early 1996 .
Secondly, the Advisory Board is committed to enacting the
recommendations contained in the Senior Center Development
Plan, rescheduled for completion by May, 1995. The Advisory
Board strongly supports the development of a senior center
network in Orange County that will meet the needs of the
ever-increasing senior population. This Development Plan is
to be the blueprint for this network.
The Advisory Board on Aging appreciates the support that it
has received from the County Commissioners in the growth and
expansion of the Department on Aging and other senior service
agencies. We look forward to continued dialogue and
cooperative efforts in making Orange County the best place
for older adults to reside.
FN:BOCC9412 .DOC
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HUMAN RELATIONS COMMISSION
ORANGE COUNTY
NORTH CAROLINA
MEMO
TO: Moses Carey, Chair
Orange County Board of Commissioners
FROM: Quinton Baker, Chair1/41
Orange County Board of Commissioners
DATE: November 15 , 1994
RE: Human Relations Commission Priorities for FY 95/96
Per your recent request, the Human Relations Commission
executive committee discussed the top priorities for the next
fiscal year at their November meeting . (The regular November
Board meeting was cancelled due to a number of other
Commission activities, including the Pauli Murray Award
Reception on November 13 and a day-long training workshop on
November 19 . ) The executive committee unanimously agreed
that among the Commission activities for FY/95/96 , the top
two priorities are:
1 . Implementation of Phase I of the Civil Rights Ordinance,
including handling discrimination complaints, promoting
community understanding of the Ordinance, and conducting
community education to prevent discriminatory practices .
2 . Collaborating with other agencies concerned about
the young people of our community and related human
relations issues .
As you know, effectively implementing these two priorities
will require the necessary resources . Thank you for this
opportunity to provide input into the County goal-setting
process.
QB/jm
goa19596
P.O. BOX 8181 • HILLSBOROUGH, NORTH CAROLINA • 919/732-8181
(range County
S.:. 300 West Tryon on St reet P.O..o B x
8181 Hillsborough,u
h NC
. 27278
Commission "To Support All Art Forms,Promote,Coordinate and Strengthen The Cultural Development of The County"
MEMORANDUM
TO: Moses Carey, Chairman, and Orange County
Board of Commissioners
FROM: Orange County Arts Commission
Tom Waldrop, Chairman,7 X// 400111P
DATE: November 22, 1994
RE: Arts Commission Goals for 1995-96
The primary goal of the Commission continues to be
to increase funds for sub-granting to County arts
organizations.
Other important goals:
To recommend that a full-time county position be
created to administer the Arts Commission.
To increase exposure to the arts for the citizens
of Orange County.
To advocate for increased funding from the state
for Grassroots dollars statewide.
To update the Artist Directory in Spring 96.
To provide continuing education for arts programs
and professional artists.
To participate in economic planning throughout the
county and advocate for the arts in community
development.
To advise designers of new public buildings on the
inclusion of art.
To continue to search for exhibit space for
artists.
WKT/jl
XC: Robert A. Jones, Director, Orange County Recreation
and Parks
Albert Kittrell, Assistant County Manager
Hillsborough:(919)732-8181 • Durham:(919)688-7331 • Chapel Hill:(919)967-9251 • Western Orange Co.:(919)227-2031
. County g Oran e Commission for Women
".: .3 Box 8181 • 110 North Churton Street • Hillsborough, NC 27278
MEMO
TO: Moses Carey, Chair
Orange County Board of Commissioners
FROM: Aimee Tattersall"
DATE: 11/21/94
RE: Commission for Women goals
The following priorities for FY95-96 were identified by the
Commission for Women at their November 10 meeting, per your
request. Thank you for the opportunity to share these
priorities with the Board of County Commissioners.
1 . Continue to support the development of transitional
housing for homeless families and battered women and their
children.
2 . Study and address issues of concern to Orange County Women
as prioritized by the 1994 Orange County Women' s Agenda
Assembly, including: violence against women, women and
economic development, child care, health access, and
adolescent pregnancy.
3 . Work for implementation of recommendations from the
Violence Reduction and Conflict Resolution Task Force and
support related youth initiatives.
goalscw4
Hillsborough 732-8181 • Chapel Hill 967-9251 • Mebane 227-2031 • Durham 688-7331
e « r" ..
tr Y
-152
► 4
1"rth e&co"
HUMAN RELATIONS COMMISSION
ORANGE COUNTY
NORTH CAROLINA
MEMO
TO: Moses Carey, Chair
Orange County Board of Commissioners
FROM: Quinton Baker, Chair
Orange County Board of Commissioners
DATE: November 15 , 1994
RE: Human Relations Commission Priorities for FY 95/96
Per your recent request, the Human Relations Commission
executive committee discussed the top priorities for the next
fiscal year at their November meeting. (The regular November
Board meeting was cancelled due to a number of other
Commission activities, including the Pauli Murray Award
Reception on November 13 and a day-long training workshop on
November 19 . ) The executive committee unanimously agreed
that among the Commission activities for FY/95/96 , the top
two priorities are:
1 . Implementation of Phase I of the Civil Rights Ordinance,
including handling discrimination complaints, promoting
community understanding of the Ordinance, and conducting
community education to prevent discriminatory practices .
2 . Collaborating with other agencies concerned about
the young people of our community and related human
relations issues .
As you know, effectively implementing these two priorities
will require the necessary resources . Thank you for this
opportunity to provide input into the County goal-setting
process .
QB/jm
goa19596
P.O. BOX 8181 • HILLSBOROUGH, NORTH CAROLINA • 919/732-8181
60C:- ,-1;7777`N
04' xe
Orange Co ty Recreation tnd Parks Depar . ent
;4141 P a Box 8181 °303W W.Tryon Street° iiiisborough,NC 27278
Clik‘
4?"K*u cRo'
TELEPHONES
ARLN CODE 919
732-3121
967-9251
634331 TO Mosea CareT, Chairman
227-2031 Orange County Board of Commissioners
NGH12 644-2010
FAX 644-3042
FROM: Recreation A Parka Advaory Council
Reith G.acaz, Chairmand•-■&410C-----
DATE:: November 30, 1994
RE: Recreation A Parks Advisory Council Coals for 1995-96
The primary goela of the Recreation end Parks Adviaory
Council ere:
1. To begin the process for land acquisition to develop
four community parks end e district park in the
unincorporated areas of Orange County.
2 To coordinate with the Orange County School System
in assessing available outdoor iecilitiee to develop
or improve greatly needed athletic facilities.
The Master Park Plan was adopted in July 1988„ The value oi
property has increased dramatically, The Council urges the
Board of Commissioners to assist in activating this plan by
supporting land acquisition for future development.
Another important goal is to continue eiicrrt.s- to provide
leisure opportunities to youth and teens and increase efforts
to provide lemily oriented activities.
HC/phi
xc;:. Bab lance,. Di rector
ORANGE COUNTY PLANNING DEPARTMENT
306F REVERE ROAD
HILLSBOROUGH, NORTH CAROLINA 27278
44i I i
1 Y�
HISTORIC PRESERVATION COMMISSION
November 28, 1994
Mr. Moses Carey, Jr.
Chairman, Orange County Board of Commissioners
Post Office Box 8181
Hillsborough, North Carolina 27278
Re: Historic Preservation Program: Goals for 1995-96 Fiscal Year
Dear Mr. Carey:
On behalf of the Orange County Historic Preservation Commission, I want to thank the Board of County
Commissioners for your continuing support of our historic preservation program. We have made
meaningful progress in developing a broad program to identify,inventory,and protect the County's unique
historical and architectural resources.
Our significant accomplishments include:
o Award of a $30,000 grant for the preparation of a Historic Preservation Element of the
Comprehensive Plan, made possible with your commitment of$19,000 matching funds;
o Completion of An Archaeological Survey of Portions of Orange County, North Carolina by the
Research Laboratories of Anthropology, University of North Carolina-Chapel Hill;
o Inventory of over 600 sites of historical and/or architectural signifcance in the unincorporated
portions of the county.
The next fiscal year promises even greater accomplishments. The Historic Preservation Element will be
completed during 1995. The Jaeger Company,a highly respected firm from Gainesville,Georgia, will work
with Planning Department staff to develop a preservation plan that can be integrated into the overall goals
and objectives of the County. Concurrent with completion of the preservation plan, the Historic
Preservation Commission seeks your support for the following goals and objectives for the 1995-96 fiscal
year:
o Establish a priority list of the County's most significant historical and architectural resources for
designation as Orange County Historic Landmarks;
o Develop Design Guidelines to ensure that officially-designated historic landmarks retain their
unique characteristics;
Moses Carey, Jr.
November 28, 1994
Page Two
o Apply for a 1995 Certified Local Government grant from the NC Division of Archives and History
to develop a manuscript of the historic architectural inventory;
o Develop a historic preservation educational program for Orange County residents
o Study the Cedar Grove crossroad community for nomination to the National Register of Historic
Places.
The Historic Preservation Commission appreciates the County Commissioners'willingness to address these
goals during your retreat on December 10, and we look forward to further discussion of the strategic
priorities for the coming fiscal year.
Sincerely,
Todd Dickinson
Chairman
/db
cc: John M. Link, County Manager
Marvin Collins, Planning Director
Donald R. Belk, Planner II/Special Projects
®rrxt Li-aunty i epar it of uc a l c*Bricriree
�p°Ott of 6 P.0. BOX 8181
_ HILLSBOROUGH, NORTH CAROLINA 27278
� Ity�� u 4°�
1711, J52 TEL
°'—L 919-732-8181 Ext.2800
\\..........41,7'—it;"'
l+4 clico‘• 688-7331 .Ext.2800
227-2031 Ext.2800
Martha Pryor Cook 96i 9251 Exxt t.2800
Director
CHAPEL HILL
OFFICE: 96B-2000
M E M O R A N D U M
TO: Mr. Moses Carey, Chair
Orange County Board of Commissioners
FROM: - George I.` Allison, Chair
Orange County Social Services Board
DATE: December 2, 1994
RE•: Commissioners' Goal Setting Session
On behalf of the Social Services Board, I want to
thank you for the opportunity to make the following
recommendations for consideration at your goal
setting retreat:
1. Include the needs of youth who have been.
victims of abuse and neglect as you assess
youth services in the county. These are the
children who are at the greatest risk for school
failure, early pregnancy, drug abuse, and other
poor outcomes.
Current resources are too limited to provide
the comprehensive interventions' that
will lead to more positive outcomes for these
children. Any new programming or funding for
youth should be targeted for this population.
2. Conduct an efficiency study that will identify
ways to eliminate some of the bureaucracy in
county government. This will result in
significant cost savings that can be used for
additional services. It amazes me that
department heads can only authorize purchases in
the amount of `$100 00 when they may be
responsible for administering a million dollar
program.
300 W.TRYON STREET, HILLSBOROUGH
410 CALDWELL ST.,CHAPEL HILL
Moses Carey
Page, 2
3 Fully automate human services. This will bring
and im prove fi
about more efficiency p rove' customer
services. We would like to see a , "business
`plan" developed for human services that will
identify outcomes, address remote access for
"field" staff and outline, a training plan to
assist workers to learn to use
the new technology.
Again, thank you for the chance to provide input. ,
Please do not hesitate to contact me for any
additional. information.
GIA `r,
John Link
Marti Pryor-Cook
Orange County
Agricultural Districts Distn'ats Advisory Board
MEMORANDUM
TO Orange County board of Commissioners
OM; Dolly Hunter, Chair
Agricultural Districts Advisory Board
BATE: December 1, 1994
SuBaE'CT: Recommended FY 1995- 19,06 Goals
The continued loss of our county's farmland is a very real threat
to its inherent valuable economic, social, environmental,
aesthetic, and local food/fiber resources. The loss i€; due to
suburban sprawl, property and estate tax burdens, agricultural
economic situations, etc. . No one thing can preserve our farmland
- many things must work together to do so. The future of
farmland in our area lies in the hands of local officials and the
public. Educating these groups as to the seriousness of this
issue and the various ways and costs of implementing preservation
is of timely importance..
To this end, the Agricultural Districts Advisory Board intends to
pursue the following:
1. Revise the PDR Guide Book including explanations of the
LESA system, Voluntary Agricultural Districts, TDR &
PDR in a simplified form.
2. Explore a range of financial options for farmland
preservation and prepare a cost comparison analysis.
3. Develop a comprehensive Farmland Preservation Program
including PDR, TOR, use-value taxation, Voluntary
Agricultural Districts and development (open space)
options that specifically protect farmland.
c/o Orange County Planning& inspections Department
306P Revere Road
Hillsborough, N C. 27278
Hillsborough°7328181 Chaff Hiil9 •968-4501 Durham* 688-7331 M +227-2431
7 '1 7nncii 7QRTP 'nAT Y14 ruTnruTLIAJ.Mnnnq')rTdun NJ u :7 rim!, H-1 -:1 ff
•
Associated with these, goals, The Agricultural Districts Advisory
Board requests Commissioners establish the following priority for
the next fiscal year:
1. Pursue enabling legislation if needed for:
• TOR
- Use-value taxation maintained if farmland sold to
another farmer/no penalty with transfer
Creating tax districts for Farmland preservation
as a bond and pay-as-you-go
- use-value taxation penalty payments put back in
PDR
The Agricultural Districts Advisory Board and the Farmland
Preservation Steering Committee wants to maintain the energy
generated these past few months by increasing the public
awareness of local and national farmland preservation through
radio, television, newspapers, speakers bureau, working with
small area plans, and with local farmers. When the majority of
the county realizes that "farmland preservation does pay,'it
will become a reality.
•
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.big''<' 1
", # . Triangle Land Conservancy
' ` "„ PO Box 13031 Research Triangle Park,NC 27709
December 5, 1994
The Orange County Commissioners
Hillsborough, North Carolina
Dear Commissioners:
The Triangle Land Conservancy wishes to propose a goal for
you to consider and discuss at your goal setting retreat. The
Conservancy respectfully requests that the Orange County
Commissioners fund a Wildlife Corridor Study in the upcoming
fiscal year. Such a study will hopefully result in saving
animals which have become or may soon become endangered in Orange
County.
In 1987 the County generously funded our Inventory of the
Natural Areas and Wildlife Habitats of Orange County. The
Inventory has proven an invaluable tool in identifying and
protecting habitat for plants and animals which have become
endangered in our county. If we are to protect animal habitat,
however, we must take the initial inventory to the next phase,
i .e. the identification of the wildlife corridors which animals
must travel in order to survive.
Creeks and rivers provide the natural corridors along which
animals find food, water and shelter. Wildlife experts agree
that fragmentation (caused by roads, housing developments,
clearcuts, etc. ) of these corridors results in the decline of
animal populations. The identification of these wildlife
corridors can result in wise planning that will insure that
we do not inadvertantly destroy our endangered animals.
Animals such as bobcat, mink and wild turkey are not aware
of political boundaries . Thus they are not aware that they
are crossing the county line from Orange into Durham or Chatham.
The Triangle Land Conservancy is therefore proposing regional
wildlife corridors which include these two counties and may
eventually include Wake, Lee and Johnston Counties . An animal
inventory which includes recommendations for a wildlife corridor
is already underway in Durham County.
The Wildlife Study will be handled in the same professional
manner as the Inventory of the Natural Areas and Wildlife
Habitats of Orange County. The selection of a biologist,
creation of guidelines, and the management of the project will
be equally proficient. The Study will take approximately
eighteen months to complete once a biologist has been hired.
It should cost $10, 000 maximum.
The Study will produce a map and data base which will identify
existing wildlife corridors, potential areas where animals are
most likely to be squeezed out by development pressure, and
water hazards such as dams and pollution. The Wildlife Corridor
data base will interface with existing Orange County GIS
(Geographical Information System) programs to facilitate
comprehensive planning. A conservation plan will address the
threats found to wildlife and make specific recommendations
to minimize those threats. More detailed information will be
provided to you at your request.
The Triangle Land Conservancy feels that critical information
about our area ' s wildlife could result in wise planning and
informed decision-making. We ask for your help before it is
too late.
Thank you for considering our request.
Sinc- --1 , //J � /, •
Robert B. De Maine
Orange County Chapter
Onattge County afeotatt Cepaktcnlent
Daniel B. Reimer, MPH, Director
ENVIRONMENTAL HEALTH DIVISION ootP of PERSONAL HEALTH DIVISION
P.O. Box 8181 • 306C Revere Road �PO� DENTAL HEALTH DIVISION
ANIMAL CONTROL DIVISION' P P.O. Box 8181 • 300 W. Tryon Street
P.O. Box 8181 • 304 Revere Road �kJ Hillsborough. NC 27278 Y pi,Hillsborough, NC 27278 17 ,�s�52
7 j
~
HILLSBOROUGH CHAPEL HILL 4o oa MEBANE DURHAM
919-732.8181 919-967-9251 'r b Cato" 919-227-2032 919-688-7333
MEMORANDUM
TO: Moses Carey, Jr. , Chair, Orange County Board of Commissioners
FROM: Beverly B. Foster, PhD, Chair, Orange County Board of Health
DATE: December 1, 1994
RE: Board of Commissioners' Goal Setting Retreat
Following your memorandum of November 7, 1994, the Orange County Board of
Health met on November 17, 1994, and formulated an objective to fall under
the Commissioner's goal:
DEVELOP A CONSUMER EMPOWERMENT MECHANISM FOR HUMAN SERVICES PROGRAMS.
The Objective is:
To Develop a strategy to identify health problems in the community and
develop strategies to reduce them by using a community-based approach.
The specific strategy is to implement the Orange County Healthy Carolinians
2000 Task Force. A status report and plan of action are enclosed for your
consideration at the retreat.
We request that the Board of Commissioners formally adopt this objective
and include it as part of the Commissioners ' goal package. We would
welcome any feedback you have on this objective and the plan of action that
you feel would strengthen the likelihood of this initiative being
successful.
Thank you for your kind consideration of this request.
SOUTHERN ORANGE OFFICE: Carr Mill Mall • Suite 225 • 100 N.Greensboro Street • Carrboro, NC 27510 • 919-968-2022
Proposed 12/1/94
HUMAN SERVICES CONSUMER EMPOWERMENT
GOAL: DEVELOP A CONSUMER EMPOWERMENT MECHANISM FOR HUMAN
SERVICES PROGRAMS .
OBJECTIVE: To develop a strategy to identify health problems in
the community and develop strategies to reduce them
by using a community-based approach.
:..ate.
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•-I N M V' in (0 N CO
TO: ORANGE COUNTY COMMISSIONERS
FROM; FRIENDS OF ORANGE COUNTY DEPARTMENT OF SOCIAL SERVICES
DATE; 1 December 1994
Re: Need for DSS Volunteer Coordinator
For the first time Friends of the Department of Social Services
has had to say "NO" to the Department of Social Services. "NO"
that is in a big way. Oh, we have said "no" very occasionally
before because the request was inappropriate, although more often
we have approved the request on a one-time basis and questioned
the request in a friendly manner, but in one that will not bring
us that same request again. But this time was different. We
knew that we were turning down help to meet a critical need; we
knew also that we were beginning to identify other needs that we
would like to address, could not, and would not be able to
address in the future. We feel very badly, and, because we do
feel so badly, our Executive Committee, with the approval of our
Board, has discussed the issue at length and agreed to ask that
you, the Board of County Commissioners, agree to fund a Volunteer
Coordinator for the Department of Social Services in the 1995-96
Orange County Budget .
To review, our organization is divided into three distinct
committees, each one with its specific purpose. Our first
detailed and evaluative reports have been compiled this fall ,
after two year ' s experience, and are enclosed for your perusal .
Our FINANCE/DISBURSEMENT Committee is the one that makes
emergency funds available on an immediate basis to fill gaps when
no other funds are available. Surprisingly, the demand on these
funds has been far less than we had predicted. The need is not
less than we had thought . What has been so satisfying is that
with the good faith of FRIENDS behind them, credit is now
extended to DSS clients that was not extended before. Not only
is the need met on the spot, but often the funds to pay off the
credit are later available from federal and state programs that
have been applied for . Often too, the DSS client can pay off the
credit from their own pay checks at a future date.
Our second committee is RESOURCES. Resources too has been a great
success. We reach out to a generous community and recycle
furniture, appliances, household goods and children' s clothing,
through the social workers, to families with needs, as they
relocate, establish households from homelessness, or reunite with
children in foster care. We obtain donated supplies for now
client-friendly waiting rooms, including diapers, snacks,
furniture, toys and books as well as nutritional snacks for
classes and events without end.
Our third committee is VOLUNTEERS. Under the careful ,
dedicated, and caring supervision of Jane Rody who has worked
closely with DSS program directors to gain their support, to
identify needs and opportunities for volunteer services, to
develop written job descriptions, to recruit, interview and
screen volunteers, to place volunteers in appropriate and
rewarding jobs, to provide orientation, training, and supervision
and to act as liason between volunteers and staff, a small cadre
of effective helpers have eased the job of social workers and
enriched the lives of clients in both long-range and one-time
program implementation. Community resources have been utilized.
For the third year, FRIENDS will be picking up all the gifts
provided for all the foster children in our community and
delivering them to Social Services in Hillsborough. Marti-Pryor
Cook will be providing us with a plan in February, to be phased
in over three or four years, whereby Friends will take over this
entire program, a program that now keeps two social workers busy
for up to six weeks before Christmas, time that the Department
can no longer spare.
Twenty-four volunteers participated in our 1993 gift delivery
effort. Their numbers illustrate the problem our Volunteer effort
confronts . Participating were 10 Board members, 5 spouses of
Board members and 9 others. The request to which we said "NO" was
for FRIENDS to take over the large Christmas effort that serves
the client families not in the foster care program. The request
brought to a head our frustration and our own observation of how
few DSS programs we were reaching through the volunteer effort
that Disbursements and Resources were reaching on a regular
basis.
Each of our years we have enlisted a number of dedicated, long-
range volunteers . Many of these have joined our Board and now
participate in our decision-making. Recruiting and managing a
volunteer program of the quality we have initiated to
address other areas where volunteers are needed is beyond the
ability of the FRIENDS organization.
DSS made a request for funds for a Volunteer Coordinator for the
1988-89 Budget Year and continued the request for 1989-90 . It is
interesting to note that of the 16 responsibilities for that
coordinator noted in the request, nine of them have been
incorporated in Jane Rody' s approach as Chair of the VOLUNTEER
Committee. Should you agree to fund this position, under the
direction of Marti Pryor-Cook we would support the person who
holds the position as well as share our vast network of
resources.
We want to share only two programs of special merit with you that
we believe cannot be established on a successful and continuing
basis without such a position. The first we have been discussing
for some time. We call it a one-time ombudsman program. The
idea is to assign a volunteer to a person or family that needs
guidance as a particular situation or process is accomplished. An
example of such a need is illustrated by the steps needed to be
taken between the time FRIENDS was given a car and the time the
recipient, a father who with transportation was able to reclaim
his children from foster care, was able to drive away in the car.
Title transfer, insurance, funding for insurance, passing the
written part of the driver' s license test (a frustrating
stumbling block) , were all areas where help was needed.
The second program of exceptional merit has been brought to the
FRIENDS ' Board by your Commission on Women. They have been
gathering the information and are anxious to see implemented a
program that mentors JOBS program clients stepping out into the
professional world by one-on-one matches with professional women.
A program initiated in Boulder, Colorado, has been their model .
Not having staff to support such a program, they turned to us as
an organization that might provide a home for the program. They
did not envision the program related directly to DSS, nor did
they realize that we do nothing except on written request of DSS
staff . The personal relationships established in the Boulder
program, sponsored by the local BPW' and not tied in with social
services, were highly successful , but tended to fall apart when
the larger problems of child care, housing, utilities, health
services, needing to be addressed were beyond the resources
available to the mentors. Through referral by social workers
FRIENDS could supply much of that back-up. Because the
Commission for Women is so anxious to move ahead, we recommended
to those with whom we met, that the Commission work with DSS to
set up a pilot program of only three matches, each of whom could
rely on our support, and that we would include this program
specifically in this request to you for a volunteer coordinator.
Stephen Jay Gould, in a NEW YORKER review of THE BELL CURVE
refers to "the distressing temper of our time -- a historical
moment of unprecedented ungenerosity. . . . How badly social
programs will be slashed in the coming months and years is
unclear, but with your help, the generous communi.ty in Orange
County can be helped to not only counteract new cuts that may be
coming, but to move beyond that help which we have given before.
,421-qu ,:clupear
VOLUNTEER COORDINATOR JOB DESCRIPTION
Here are some responsibilities I suggest you include in the
job description for your volunteer coordinator :
1 . Develop goals and objectives for volunteer programming .
2 . Identify needs and opportunities for volunteer service .
3 . Get support of Board of. Directors for the Volunteer
Program.
4 . Budget the Volunteer Program.
5 . Recruit volunteer candidates .
6 . Interview and screen candidates .
7 . Develop written job descriptions for volunteers .
8 . Place volunteers in the best jobs .
9 . Provide orientation and training for volunteers .
10 . Supervise volunteers .
11 . Act as a liaison between volunteers and staff.
12 . Perform formal and informal reviews of volunteers .
13 . Oversee the Volunteer Recognition Program.
14 . Utilize community resources related to volunteers .
15 . Do public relations for the Volunteer Program.
16 . Conduct periodic formal and informal assessments of
the Volunteer Program.
FiiYri,vas ar UR4,v4e- eovur Dato7HEArr aF Sc ii9L zERvide-s
Pis,ll aeNEN7'S -To eL;aN-1-S
OGm 8ER? '93 "M400451 !E prEn$ER 71y
6.9 rh-demz y m -7-2-; 709 L.
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/MOUSE iDGp �qo pMtuT _ a'Z _-_ __ - -- ------- / — ---- ----- --
T4,9fspo,'r/po,u sel_ _ 0.7414x0
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FRIENDS OF ORANGE COUNTY DEPARTMENT Or SOCIAL SERVICES
RESOURCE COMMITTEE REPORT: October 1, 1993 through Sept. 30, 1994
STATISTICS :
Donors: 19 members of Friends
10 board members
61 non members of Friends
90 total donors
Clients assist.ed,;.. 68 different individuals or families
7 layettes distributed
75 total individuals or families
Family description: 25 Single parent families
WHO 4 non custodial parents
1 custodial grandparent
10 two parent families
5 disabled persons
3 elderly
3 homeless families
3 Shelter families
3 adult clients
3 youth
3 college bound clients
1 Jobs client
3 Single persons
WHAT was given:. 27 Families received furniture ( 1 or
more items )
15 families received appliances
8 families received household goods
8 clients - specific clothing items
(bulk clothing not tabulated)
3 clients - bikes
2 clients - typewriters
2 clients - suitcases
1 family - play equipment
1 sleeping bag
3 cribs
2 car seats
1 stroller
1 client - firewood
1 client - trailer
1 client - car
WHY assistance given: 15 persons establishing an independent
living situation
8 safety reasons
7 cleanliness
4 prevent homelessness
4 older/disabled able to remain at home
4 assistance to meet visitation
requirements
3 families reunited
2 to meet school regulations
2 incentives for behavior changes
2 for warmth
2 help working for future employment
2 replace stolen items
1 assist parent with birthday promise
1 assist with household organization
1 assistance in preparation for rehab.
0 xmas
Not included in these statistics are snacks and drinks for
the waiting room, musical instruments, or commodities acquired
for Camp Pegasus ( snacks, sleeping bags, personal care kits,
fruit etc. ) .
During the past year the Resource Committee has tried to
match donations to client needs in such a way that storage is not
needed. A building at Maple View Farm in the Orange Grove
Community has been made available to Friends .
An increasing number of people like the idea of recycling
their unused household items and helping DSS clients. Donors
tell us they like to help clients gain self sufficiency and that
they feel good in assisting families get back together.
The committee is trying to figure out ways to simplify the
process of filling social worker requests.
. . . A resource volunteer list needs to be made . More
attention needs to be given to utilizing the list.
In particular, board members and others will be
requested more often this next year to assist in special
onetime tasks.
. . . The Resource/Donations list will now be compiled on a
quarterly basis.
. . . Layettes, musical instruments, waiting room diapers,
snacks for waiting rooms, interview rooms, and client
groups will each be handled by a specific resource
volunteer.
. . . A Camp Pegasus liaison will function as a member of the
Partnership Executive Committee
. . . Newspaper requests for assistance with specific client
needs (when we need community help) will continue . This
has been a great way to keep Friends name in the public
eye .
We see that our presence is making a difference in Orange
County. We see clients and families moving ahead. Once a first
contact is made with Friends, we are seeing community people keep
us in mind for future donations .
Tribute must be given to OCIM and IFC . They are learning to
work with us better.
Most of all we are grateful to a supportive and encouraging
DSS director, board liaisons, and "blue sheet signers" - each one
has helped us grow this year. Thanks for the lift off as we
spread our wings a bit farther in ' 95 !
fr1094d1
The 1993-94 Annual Report
for the Volunteer Committee
of Friends of Orange County Department of Social Services
The volunteer arm of Friends of OCDSS is slowly gaining strength . Of
most importance, a good working relationship is developing between the
volunteers and the staff of DSS. It takes time for both segments of the team to
find the areas where volunteers can best fit in as a support group.
Much progress has been made. The volunteers have found the work with
DSS meaningful. The staff of DSS is encouraging and appreciative of the
volunteers' efforts. The foundation is laid. Now the volunteers must grow in
number.
This past year child care was provided for the monthly Adolescent
Parenting Peer Review meetings. The number of infants present to be cared for
ranged from two to fourteen. In Hillsborough, the 4H Club members, their
leaders and various community service oriented women covered this need. In
Chapel Hill, the Campus Y students faithfully served through snow and
basketball tournaments.
In December, the volunteers of Friends earned the title of "Christmas
Elves" as they quickly went their rounds. They picked up hundreds of donated
Christmas gifts for the foster children of OCDSS, making sure they were
received by the social workers for delivery. Timing was crucial but ten Board
members, five spouses and nine volunteers worked diligently. The foster
children all received their gifts by Christmas without a hitch.
Under the inspiration of Sharkita Toran, Department of Social Services
staff member, a fashion show was held. It was sponsored by OCDSS, the
Hargraves Center, The Chapel Hill Resident Housing Council and Friends of
OCDSS. The purpose of the show was to explore the possibility of being well
dressed on a very limited budget. All ten models wore clothing obtained
through the Thrift Shop or donations. The volunteers of Friends submitted a
layout for the program, wrote descriptions of the clothing to be worn, served as
moderator, assisted - in the line-up of the models and assisted with
refreshments. Twelve volunteers of Friends were involved.
The Child Protective Services and Support Services staff sponsored a
picnic for the families of foster children. Friends' volunteers designed the
invitations; had the invitations printed and prepared for mailing; made follow-
up phone calls to the families; solicited fifty one-gallon plants for the families;
arranged a discount price on dessert; prepared name tags; took pictures of each
foster family in attendance; and assisted with food and games. The purpose of
the picnic was to recognize the dedication of current foster parents. Potential
foster parents were invited, welcomed and encouraged to learn more about the
foster program. Twelve volunteers of Friends participated.
There was much behind the scene activity on the part of the Resource
Committee getting ready for summer camp and Camp Pegasus. The Resource
Committee remains constantly busy all year and many hands and feet are
utilized. Volunteers are always needed on the Committee to help gather and
deliver.
The activities described above are some of the highlights. All year long
conferences are attended, presentations are made regarding Friends of OCDSS,
commitments are kept for monthly community meetings regarding DSS, etc. It
is an ongoing process for Friends of OCDSS.
The future for Volunteers of Friends of OCDSS has many avenues.
Strength in numbers being the deciding factor. Some possibilities are:
• more involvement in the Christmas Program for foster children;
• identifying meaningful areas of need in which the college students can
be involved;
• exploring a possible involvement in the Foster Child/Biological Parent
Visitation Program;
• seeking volunteers interested in providing clerical assistance and
specifically one volunteer for a long-term commitment to do security
searches (as needed for some volunteer positions);
• seeking an art group (to utilize layout skills for materials to be
distributed);
•establishing a public relations committee (some members with.soliciting
skills);
• establishing a "Grandmothers Club" for possible sewing, emergency
baby sitting, etc.;
• being always vigilant for special volunteers desiring to be mentors;
• being sensitive to those that wish to volunteer occasionally.
The ways our organization can grow are endless. We look to the staff of
OCDSS for guidance of need. We must look within ourselves for innovation
and persistence in the tasks ahead.
S u bmitted by
Jane P. Rody
Volunteer Coordinator
<€- 'The =cc a .... - as
or C1-czel rg.I
Ccoel H1II, NC 27599.3490
919';',52 8301
Fax 919 962 0054
KENAN-FLAGLER
B U S I N E S S S C H O O L
Operations Analysis Report
of the
Chapel Hill-Carrboro Public . Schools
Submitted by
The Operations Analysis Team
Dr. Ronald T. Pannesi, Chair
October, 1994
Chapel Hill-Carrboro School System
Operations Review
1 . Executive Summary
The Operations Assessment Team has reviewed the operations of the
CHCSS for operations issues. In all, more than 1000 hours were spent in
evaluation and reporting the details of that evaluation.
Clearly, the level of detail included in the report reflects the volunteer
nature of the assessment team. While the assessment involved over 56
people, the final completion fell on a few of the coordinators. Detailed
- verbal discussions can be held on areas of particular interest, but one
should not expect a comprehensive and detailed written report given the
voluntary nature of the assessment team structure.
Of greatest importance, we found the vast majority of the operations
personnel to be dedicated workers interested in providing the highest
level of service to the system. In many cases they were faced with
cumbersome and archaic processes that undermined their work efforts.
It is on these problems that we focused.
While the report details some of the problems we observed, we feel that a
strong focus on the report's recommendations and concentrated effort on
the part of the administration to assign resources and support the
activities of the operations personnel in implementing the suggestions in
this report would bring about substantive change and improvement in the
operations of the system.
The central focus of our recommendations is the notion of site based
operations management and the creation of an up-to-date information
system architecture necessary to support that initiative.
We are recommending that operations autonomy be extended to the
individual schools and departments. This includes responsibility for
budgeting, hiring and firing of personnel, custodial activity, and
purchasing. This means that the responsibility and accountability for
operations activities will be matched by the authority to carry them out.
1
The implication_ is that evaluation and control systems will be
implemented to assure proper performance on all the operations
dimensions.
In particular, we recommend the redesign of information systems to
accommodate the site based management concept and to integrate and
consolidate information flow throughout the system. The new system
should accommodate the latest technology that would support educational
and operational initiatives to the end of the decade. This includes
preparation for the future information highway.
The site based operations approach is a decentralized solution to many of
the problems that trouble the system. This approach would place
responsibility for successful operational performance directly on the
schools and departments. Problems that were previously obscured by the
split responsibility between schools and central office and were
intractable to solutions can now be clarified and solved.
The accompanying report details the above recommendations and suggests
a time frame for carrying out the initiatives.
Respectively Submitted
Dr. Ronald- T. Pannesi
Associate Professor
Operations Management
The Kenan-Flagler Business School
The University of North Carolina
Chapel Hill, NC 27599-3490
•
2
2. Scope of the Study
The study concentrated on school system operations. No attempt was made
to examine the educational activities of the system. The assessment
team focused on a number of different operations areas. These included:
Information Systems
Personnel/Human Resource Mgt.
Purchasing/Warehousing
Budgeting/Finance
•
Maintenance/Custodial Services
Transportation
Public Relations
Food Services
In each of these areas, the major problems, symptoms of problems and
shortcomings were identified. In addition, for each area, recommen-
dations are proposed to increase the efficiency and effectiveness of the
area and reduce the costs of the various processes central to that area.
The operations assessment team believes that its recommendations are
not in conflict with any state law.
Throughout the study we have endeavored to provide reasonable and
feasible recommendations. To that end, we have not recommended that
the school pursue any policy changes by the state. We feel that it is
unlikely that such changes will be forthcoming in a reasonable period of
time. Instead we have chosen to work within the existing system to
enhance the operations of the school system.
3.0 A Vision for the Future
We envision an operations future where a large portion of the operations
functions of the system are carried out at the local level (i.e. the
individual school or department level). This may be called the operations
version of site based management.
In order to accomplish this, an information system will be needed that
3
will consist of a central data base at' Lincoln Center (central office) and
individual data bases at each of the schools or departments (local level).
We expect that data that are necessary for operations and data needed by
the curriculum and education portion of the school system will be
interactive and share information as required. Dedicated lines between
all schools and Lincoln Center must be available to facilitate interactivity
between operations.
We also expect that a second generation of SIMS or some replacement
software will be used that has the current capabilities of SIMS as well as
enhanced user interface capabilities, processing speed, and rapid error
checking capability.
A user training program run by in-house personnel will be made available'
to all schools and school personnel as needed. This will include the
training to integrate newly hired personnel into the system. The
information systems group will be led by a Chief Information Officer who
will direct this critical activity and report directly to the Superintendent.
We expect that communications throughout the operations of the school
will be enhanced by the use of "MBWA" (management by wandering
around). This means that a primary task of the Assistant Superintendent
of Support Services is the regular visitation of operations personnel
throughout the school system. The goal during these informal visits is to
understand concerns expressed by operations personnel, to communicate
the overall strategies, plans and activities of the administration and the
system and to facilitate problem solution at the source. We feel that
these contacts will go a long way toward creating an enhanced respectful
and trusting environment. We believe the current assistant
superintendent is highly capable in this regard.
We have a vision of . the complete deployment of TQI (Total Quality
Improvement) throughout the organization. This will be evidenced by
considerable cross functional team activity focused on the needs and
wants of customers and on the processes that serve them.
This effort should begin and continue with strong leadership statements
by the Superintendent citing the importance of the TQI program and
4
driving it through the organization. Training and education and pilot
projects in process improvement, widely publicized in the school system,
will further enhance the importance of the TQI program. Measures of TQI
performance must become part of the evaluation of all operations
personnel (as well as education personnel). A bi-product of this effort
will be a great reduction in fear and suspicion among employees and an
enhanced respect for each other.
As we see the vision, we anticipate some increased costs to implement
some of the recommendations but in general, we expect a net total cost
decrease to the system due to more efficient and effective operations. In
particular, we believe that implementation of the recommendations of
this report will lead to significantly enhanced efficiency and productivity
from the operations perspective.
We turn now to more specific functional parts of the vision.
3.1 Information Systems
The pupil information system can be either SIMS based and modified
to provide the capabilities and processing speed necessary for
proper operation or a new information system that provides all the
information, reporting and processing requirements for optimal
operation. The state mandates that a system with certain
capabilities and reports in a certain format be in place in all
schools. As nearly as we can determine, it does not require the
current SIMS system. In the interests of time, we recommend a new
system be adopted. This issue is dealt with in detail under
implementation below.
Pupil statistics and the other information currently handled by SIMS
will either be available as partitioned files at Lincoln Center that
can be accessed by the individual schools or will be resident on the
local data bases of the school that will be uploaded as needed to the
central host to facilitate reporting to both the state and to central
administration.
The Information systems will be headed by a Chief Information
5
Officer that will report directly to the Superintendent. The CIO will
be responsible for providing an information system strategy for the
school system and for doing the system's architecture design for
the plan proposed here. In addition, the CIO will be responsible for
interacting with the state with regard to information needed by the
state. The information systems group will be responsible for all IS
training in the schools and departments as well as for new
applications and network development.
3.1 .1 Problems overcome
We anticipate that the recommendations above will overcome a
number of problems currently existing in the information
systems of the CHCSS.
These problems can be divided into two categories: pupil
information systems and operating systems.
Pupil information systems problems
The current SIMS system appears to have been state of the art
when first implemented but is currently badly out of date and
inefficient. We believe that the school system is asking SIMS
to do more than it was designed to do. This has been
corroborated by personnel at the State offices. Locally, the
system takes a disproportionate amount of maintenance and
support.
Training to support the current SIMS system primarily
provided by the state is inadequate and badly structured.
Documentation is cumbersome and non-user friendly. This puts
considerable burden on Lincoln Center Information Systems
personnel and makes it difficult to support all users equally.
There is little or no real time error checking in running the
system which causes considerable delay in report preparation.
The current state plans call for development of a new system
to overcome many of the existing problems. State personnel do
not expect such a system to be available for at least three or
more years. Accordingly, we recommend the adoption of a new,
non-state developed system to overcome these operations
systems problems.
6
Operations systems information such as budget status and
personnel information is far too centralized and hand
' generated for the most part. An excellent example of a hand
generated processes is the purchasing process described in
more detail below. This results in significant delays in timing
to accomplish operations' activities. Some IS systems are
available but are not used to the extent possible. This all
results in excessive costs to the schools.
File information is often not complete and files are not
interactive. This results in duplicate entry of simple
, information such as address changes.
A well designed system architecture recommended above
would overcome many of these IS operations problems.
3.2 PersonnelMuman Resource Management
A substantive portion of personnel activity, including hiring/firing
and evaluation of both instructional and operations personnel will be
done at the school level. Personnel at the central office will act as
a consulting operation and provide technical and legal information
needed in the hiring and firing process but the decisions will be
made at the local school level.
Data base information such as credentials and references will be
held at the local level for those employees that are interviewed and
subsequently hired. Software currently available at central office
will be used at each of the school sites. Effectiveness in meeting
EEO and other goals will be part of Principal metrics.
The activities of the Human Resource Function at the central office
will be revised to include substantial training in meeting state
mandated laws and policies, teaming, process improvement, etc. In
addition, negotiation with benefit providers and advertising for job
positions as required, will be part of their responsibilities.
•
7
3.2:1 Problems Overcome
Potential teacher employee pools are at their largest during
the March, April and May time frames while the CHCSS hiring
peaks in June, July and August. This means that the full range
of candidates are not considered and hired at the most
opportune times. Minority hiring is most opportune at the
earlier times.
The actual hiring process proceeds far too slowly according to
the majority of those interviewed about the process. In spite
of this protracted time, we found employee files with
incomplete information.
We were informed that sometimes employment offers
ultimately went to candidates that were not chosen first by
the interviewees or may even not have been interviewed.
It could not be shown that reference checks were complete for
each candidate hired.
Hiring is done mostly during the summer. This places a heavy
burden on a central service that is not equipped to handle this
short term, heavy demand.
In all cases, the recommended changes would address the
problems observed.
3.3 • Purchasing/Warehousing
All purchasing will be done at the local level. The state has
provided a list of certified suppliers and contract prices. This
information will be resident at the central office host computer
and/or at the individual data bases at the schools. Purchases will
be entered electronically at the local level using information from
the central data base. The information will be transmitted
electronically to suppliers who will fill the orders and ship them
directly to the local schools. At the time of transmittal of the
purchase order, the appropriate account will be encumbered in the
local budget. Upon receipt of the purchased items, a funds transfer
8
will be released to the supplier who provided the purchased items,
the encumbered account will be debited for the purchase and a
history file created to provide information for the future and for
regular review by interested parties.
Principal metrics will include account management and purchasing
effectiveness.
Alternately, a "procurement card" can be used by each school to
place orders with suppliers. The procurement card works similarly
to a credit card and shows the school as purchaser with its own
"account." At the time of purchase, the card number is given to the
supplier and the card company handles all billing, information
systems data; procurement controls, security, insurance, etc. The .
card accounts can be separated by individual budget accounts and
payment can be made electronically. This system which should be
investigated by the system is currently beginning to gain favor in
local and national businesses.
With direct purchasing systems in place there will be no need for
warehouses to serve the district and they will be eliminated. In
addition, automated replenishment systems can be developed with
local suppliers for misc. office items so that no purchase orders
need be generated.
3.3.1 Problems Overcome
The current purchasing system is mostly manual and delays are
common. The purchase process calls for a requestor to send a
request for a purchased item to the school secretary (or
department secretary in non school areas) for typing. After
completing the form, the secretary submits it to the principal
(or other authority) for signature. From there it goes to the
Purchasing in the Finance department. There the POs are
received by the finance secretary who logs the PO in, checks
the budget code and the current budget account status to
assure sufficient funds. It goes then to Purchasing who signs
and dates the PO and then sends it to an outside supplier or
alternatively to the warehouse. After the order is filled and
9
shipped to the school requesting the material, a copy of the
purchase order is returned to purchasing and then to finance to
pay the bill. This entire process may take as much as six
months to complete. There are far too many steps in the
process and the information is scattered throughout the
system. This causes the system to have poor effectiveness
and efficiency and is far too costly in terms of time and other
resources.
One obvious result of the inefficiencies of the system is the
numerous credit holds and other restrictions that are placed on
the school system as a result of non-timely payment. These,
at times, have crippled the purchasing process. The specific
reasons for this problem are many and varied but are all tied
to the cumbersome process and/or the actions of specific •
personnel.
Delays are common in the system. The warehouse is
consistently late in delivery and does not routinely fill
backorders when the order is incomplete. It is not clear that
the warehouse stock status accuracy is very high at all. We
could not determine the actual accuracy since no one could
provide us with a timely system on-hand balance.
Information from the state as to contracts currently in force
with designated suppliers along with contract prices is an
unwieldy form (microfiche) which prevents easy access to
contract information.
One result of the current lengthy manual system is that
secretaries are sometimes forced to work outside the system
to fill their needs and often deal with local suppliers who
respond rapidly and accurately to these needs. When they are
under pressure to provide for the school, most secretaries are
innovative and resourceful. They are to be commended in many
cases for continuing their operations in the face of manual
systems and lengthy and unwieldy processes.
10
Unfortunately, IS personnel who might be able to design and
implement a more efficient system, are too busy with
everyday problems to engage in this effort.
Moving the purchasing directly to the schools without central
office participation would overcome the above problems. It
does however, require that the budgeting proposals that follow
be implemented.
3.4 Budgeting/Finance
All budgets will be local to the schools, bottom up and zero based
and will include: purchased supplies, maintenance and repair, food
supplies (if required), capital equipment and all personnel in the
school.
The budgets will be totally controlled by each individual school with
overall total available funds controlled by central office. Account
transfers will be done at the local level as needed to maintain
budget integrity. Information on budget status will be uploaded to
the host computer at central office as needed to assure proper
reporting as required by the state and overall control by central
office.
In today's modern school system the role of the Principal has
broadened to include not only the leadership of educational effort
but also the "Chief Operating Officer' of the school. The
development of the School Governance Committee puts them in the
position of the "Board of Directors" for the school.
The Principal must be measured on a variety of operational
performance characteristics including budget management.
3.4.1 Problems Overcome
• The current budgeting process and budget procedures provide
little or no incentive to analyze and improve spending. Budgets
are primarily carry-on budgets with no zero base activity that
would call each account into question each year.
11
Current spending status is not quickly and continuously
available to the individual schools and departments since
• updates are infrequent and reports often are produced long
after the spending occurs. Consequently, many of the schools
keep separate budget systems on stand alone computers to
manage the budget information effectively. The support from
central office is inappropriate to the current task of budget
management.
The timing of funds of course, is always a problem as is the
knowledge of how much will be available in any given school
year. In general the rank and file employee is only vaguely
aware of the budgeting process or the provision of funds from
state and county. This leads to uncertainty and occasional
frustration.
We believe that zero based, locally controlled budgets will
maximize communication, provide real time control and create
accountability at a new level of importance.
3.5 Maintenance/Custodial
Maintenance will be a central office direct line responsibility
function but custodial help will ultimately be hired by and report
directly to each school.
•
Maintenance requests will be entered electronically from the
schools to the maintenance system (ACT 1000) and work orders will
be generated by the ACT system and prioritized by maintenance
personnel. Scheduling will focus on timely response to maintenance
problems while minimizing down time due to travel from site to
site. In this regard, the ACT 1000 system provides additional
capability.
In addition, history files of maintenance will be accumulated at
central office by the system to support and enable predictive and
• preventive maintenance. Information concerning upcoming major
12
repairs or replacements can thus be available for annual budgeting
purposes. -
Ultimately, custodians will be employed directly by the local
schools and managed locally. A head custodian will provide daily
supervision over the custodial staff, provide monitoring of work and
initial evaluation of custodial personal. The principal's office is
responsible for the overall management of the custodial staff and
metrics will include overall performance of custodians, turnover,
problem management, etc.
3.5.1 Problems overcome.
The department is gradually implementing ACT/1000
maintenance software system. The system should reduce the
inconsistent manner in which work orders are currently
handled. But at the current rate of implementation, will
significantly delay availability of the benefits of the system.
The sense of the department is that they are 'fire fighting" at
best with not proactive plan to find °the kid with the
matches."
Maintenance faces the same lengthy delays in purchasing parts
for repair as other operations personnel do for their supplies.
This leads to declaring orders as "emergency" and going
directly to a local supplier to get the parts needed. A delay of
10 or more days is the experience otherwise.
The ACT/1000 maintenance software system appears to be
quite extensive and complete, however, as indicated above,
very little of the system has been implemented.
The current measurement system for maintenance is
inappropriate. It gives equal weight to all work orders in spite
of the vast difference in the range of complexity that work
orders normally have. Different measures of performance
must be developed to focus on categories of work performed.
13
Interruptions on the job and travel time between jobs account
for a significant amount of down time (non-productive) time
for maintenance workers. This has the net effect of
significantly reducing the effectivity of workers and the
department as a whole.
We feel that a concerted effort at implementation of the ACT
1000 system along with the development of new performance
measures and better scheduling, all indicated above, will
significantly address the maintenance problems.
Custodians currently have a duel reporting structure and
experience a very high turnover. There is little sense of
"team" among custodians.
There appears to be a problem with the current formula for the
number of custodians for each school. Too little of the
formula is based on assets to be cleaned. 'This formula should
be reviewed and other districts studied to determine their
assessment of work load expected.
While the current head of custodians is doing an exemplary job
of attending to and straightening out the personnel and
functional problems of the job, his authority is often
• questioned and his recommendations are sometimes ignored by
those in direct control of custodians. In the short term, he
needs to have direct control over schedules work assignments,
etc. in conjunction with the individual school administration.
(See the implementation plan for further analysis and
suggestions regarding this issue.)
3.6 Transportation
A new category and job description will be created in
Transportation. It will have the designation of Senior Driver or
similar name. One Senior Driver will be available for each school
and two for the high school. The senior driver will be responsible
14
for substitution as required daily as absences arise or other
emergencies require an additional driver. The Senior Driver will be
trained to cover every route for the school and will be paid
regardless of whether he/she drives that day.
Every effort will be made to maintain a number of bus drivers in
excess of daily needs to cover absences, etc. A Preventive
Maintenance program will keep buses at optimal operating level.
In addition, if not already in place, two way radios on the busses
may reduce the impact of bus breakdowns and traffic problems.
3.8.1 Problems Overcome
'Transportation has continued to experience problems of
lateness, breakdowns and bus driver turnover. While the
overall experience has been reduced in recent times, these
problems still persist and impact the time in class for
students affected and cause disruption to the school.
In general, there is currently a lack of qualified drivers to
support the 51 busses the school system currently operates.
Absenteeism of bus drivers requires last minute changes to
routes and delays in overall delivery.
There is difficulty in information transfer between bus
administration, payroll and personnel. Information is
sometimes late in arrival and potentially inaccurate.
Recent decisions with regard to the dispatching facilities for
buses appear to address the shortcomings in that area.
3.7 Public Relations
A current and updated PR strategy will be in place to. direct the
interrelationships between the system and the internal and external
environments. All activity will be proactive with close
relationships between the public press, the public and the school
system.
15
Internal communications will be advanced with the daily contact by
operations personnel with administration with open lines of
communication between both groups. MBWA will be a standard
means of communication.
3.7.1 Problems overcome
Public relations in general and contact with the media is often
reactive rather than proactive.
In spite of numerous efforts and publications in place, the
predominant form of communications re. policies, news, etc. is
the memo. A large number of memos often inundate the
schools and departments and there is little real tie to a formal
PR strategy. This has proven to be inadequate in terms of
internal communications.
Finally, and perhaps most importantly, there is little personal
contact between central school administration and staff
throughout the system
3.8 Food Services
We believe that a careful analysis will show the feasibility of
contracting food services to an outside agency. If this study
supports that conclusion, we fully. support the initiative. If not, we
are prepared to report on our findings in more depth.
3.8.1 Problems Overcome
Food Services while complying with Federal and State
mandates and guidelines, absorbs a great many resources for
the value it provides,
While inventory management appears to be adequate, there are
considerable dollars tied up in current inventories which must
be balanced against acquisition costs.
16
4.0 Implementation of Sy94est jcna.
We are aware that achieving the vision we outlined above will not be an
easy or 'a quick task. Accordingly, we have formulated an implementation
plan that should be resource efficient and should provide a positive net
cash flow. Many of the recommendations made above may be accomplished
with existing resources or through volunteer help from the local schools
and Universities.
We have organized the implementation effort into blocks of 1 year with
all implementation completed by the end of the third year.
4.1 Year One
We recommend an immediate effort by the Assistant Superintendent
for Support Services to create contact with the many operations
personnel through regular informal discussions. This effort should
be continued indefinitely into the future. This MBWA should serve to
assist in the implementation of the above recommendations since
there may well be a great deal of uncertainty throughout the system
generated by the report.
We recommend the start of a Total Quality Improvement program
throughout the school. We can provide initial help in designing the
program.
In addition, the following specific 'actions should be taken in year
one.
•
4.1.1 Begin the training of school personnel to take over the
hiring process for their own school needs. EEO goals should be
made clear and the Principal should both. participate in setting
the goals and be held accountable for achieving them. It is
imperative that the Principal be given the authority as well as
the responsibility and accountability to meet the school's
goals. The proper measurements should be put in place to
determine Principal performance.
•
17
4. 1.2 Transfer the authority for hiring and firing to the
Principals and Department Heads starting Jan. 1 , 1995. This
will be part of a phase over plan that calls for record keeping
for hiring and firing to be transferred to the school unit in
year two. The current personnel department will have no final
authority over the choices made by the Principals and
Department Heads but will be advised when potential legal or
policy problems may present themselves. The Superintendent
can, of course, override any hiring decision but is expected to
do so on an infrequent and exception basis.
4.1.3 Provide a budget program for each school to track the
details of the 1994-5 budget on a local school basis. The
budget status can be uploaded to the central AS 400 system
for monitoring during the year.
4.1 .4 All schools and all departments in central administra-
tion should begin preparing a zero based budget for 1995-6 in
January of 1995. This will require detail information on
spending from the previous year as background information.
The first zero based budget will be Ex personnel and
maintenance but will contain capital budget requests.
4.1.5 All storerooms will be phased out over the first year.
Current stock will be used as needed and what is left will be
returned to suppliers or sold as needed. By June 30, 1995 all
stockrooms will be closed. .
4.1.8 .All direct interconnects between the schools and the
central host computer will be put on line in 1994-5.
Interactivity is a requirement for the plan.
4.1.7 A system architecture plan for the entire information
systems of the school system must be completed in year one
and should begin as soon as possible. This may require the use
of additional personnel or the hiring of an outside consultant
to complete the plan. We suggest the use of volunteer students
from the Kenan-Flagler MBA program at Chapel Hill.
18
4. 1 .8 Accessibility to state contract information and pricing
should be available on each data base at the schools and in the
administrative departments for purchasing purposes. A
separate project to provide an implementation plan for the
purchasing system may be developed by use of MBA personnel
from The Kenan-Flagler Business School.
4.1 .9 During year one, hire or promote someone to the Chief
Information Officer position with the appropriate reporting
structure changes. With this change, the current contract
programmer should be converted to a full time position.
4.1 .10 Begin the search for a replacement system for SIMS. •
Write specs and take quotes for a new system. This may be in
collaboration with state personnel as desired.
4.1.11 Conduct and complete an analysis of the feasibility of
contracting food services. It is highly likely that this decision
will not only be feasible but will also be cost wise.
4.1.12 Have maintenance give top priority to the full
implementation of the ACT/1000 system. This must be
completed in year one and must be coordinated with the IS
programs for the year.
4.1 .13 Create the position of Senior Driver and review current
personnel to determine if their are drivers promotable to that
position.
4.1.14 Revamp the training program for SIMS and establish
training modules for various levels of experience with the
system.
4.1 .15 Establish a central office substitute system and move
all sub hiring on a daily basis to the central office.
4.1 .16 Reconfigure all administrative offices of the schools to
19
sl
r1
provide a secretary, a receptionist (where needed) and an
information system specialist for each 500 students. Use
work-study students as needed to do the bulk of data entry for
• each school.
4. 1 .17 Continue the direct supervision of the custodians by
the current manager reporting to central office, but begin
training of principals in custodial management.
4.1 .18 Although not specifically addressed above, we
recommend that in this first year the central office take over
responsibility for the daily substitute teacher hiring. The
current system where this activity is done independently by
the various schools is counter productive and redundant.
4.2 Year Two
During year two programs begun will be carried on and some new
programs will be started. Excess personnel will be reduced as
required and each school will be fully operational with their
information systems.
4.2.1 Reduce Personnel department to training and
development and advisory tasks only. A degreed professional
in HRM should be in this position.
4.2.2 In January of 1996, a new zero based budget. should be
constructed with all personnel in each of the schools and
departments as part of the budget and with maintenance and
repair included.
4.2.3 A substitute system for SIMS should be chosen and
implementation begun. The Information Systems group p
grow by one this year as the implementation task comes on
line.
4.2.4 Connect each school or department data base and
computer system to the ACT/1000 system and begin direct
20
maintenance requests electronically.
4.2.5 All purchasing will be done directly by the schools and
departments directly to the suppliers. Eliminate purchasing at
the Central office. Begin implementation of Credit card
system for purchasing as phase one. Begin establishing
certified suppliers to maintain standard supplies without
reorders.
4.2.6 Ali pupil information will be uploaded daily to the
central host computer for the preparation of various reports
required by the state. Information thus aggregated can be
organized by program directions and transmitted to the state
electronically.
4.2.7 The new food service should come on line this year and
reductions in staff should be made accordingly. Since all
delivery and service will be handled by the food deliverer, all
food personnel can be reduced including those at central office.
4.2.8 All senior drivers should be in place and new
measurements of turnover, lateness, breakdowns, etc. can be
compared to previous years.
4.2.9 Begin the phase over of direct authority and supervision
of custodial personnel to schools and departments. Establish
metrics for evaluation of management of custodians.
4.3 Year Three
4.3.1 Complete training on new SIMS replacement system and
fully phase in the system.
4.3.2 Phase in new Credit Card purchasing system. Continue
supplier certification process and connect with suppliers
electronically to place purchase orders.
4.3.2 Complete phase over to direct authority for custodial
21
supervision to schools.
5.0 Financial Impact
This was perhaps the most difficult part of the analysis. There are two
types of savings that accrue to this type of analysis. The first is the
easily quantifiable out of pocket savings that can be identified such as
reductions of personnel or of assets like inventory.
The second type of savings usually far exceeds the above quantifiable
savings. In this set are first the savings that accrue to the school through
the use of more efficient or automated systems that eliminate the waste
associated with the constant monitoring of transactions and second and
perhaps most important, are the savings in time that allow school and
department personnel to spend their time on activities that add value to
the job.
As indicated above, the second type of savings is very difficult to
quantity. The only approach can be through some estimate of total
transaction volume and an estimate of the overall efficiency improvement
as a percent of the total transaction costs. We have attempted to provide
an estimate based on the total school budget for operations. This is at
best, a forecast of expected savings and should be treated as a forecast.
5.1 Out of Pocket Savings
The first and most obvious out of pocket savings are the one time
savings of about $150,000 with the elimination of the warehouse.
This does not include a savings of about $15,000 per year in carrying
cost reduction.
Next is the savings of personnel that will be reduced according to
the plan. These are as follows:
Reduction of Warehouse personnel (1)
Reduction of Purchasing personnel (1)
Reduction of Personnel office personnel (2)
•
22
5.2 Other savings
What is the cost of a missed hour of time in the classroom because a
bus is late. What is the cost of late supplies that hinder the
operation of the classroom? What is the cost of excessive time and
effort spent in manual systems? What is the cost of the school
system being on credit hold with suppliers? What is the cost of
starting classes in the new school year with substitute teachers
when positions are not filled until late in the summer? What is the
cost of a missed opportunity to hire an outstanding teacher that is
sought after by a number of school systems? What is the cost of
extra ordinary delays in data processing for reports to the state?
What is the cost of not knowing the current status of the budget for
the individual. schools.
All or most all of the above are non-quantifiable. This is what
makes the savings projected by our team so difficult to determine.
At the very least they represent savings that can only be
approximated by some percent of the operations budget. Since our
estimate should be as good as, if not better than most others, we
estimate the savings to be conservatively in the range of 25% of the
operations budget.
5.3 Additional Costs
We have identified some costs that represent incremental needs
compared to current situation. These include additional personnel as
follows:
Information Systems (1 person)
Senior Drivers (10 persons) only incremental salary
considered
Note: We do not consider the new SIMS or SIMS like system as a new
expenditure. This is a currently planned cost that will be incurred
when the state develops its new system.
23
•
Commissioners .mull
hunting restrictions,. .
County may fashion ry. - ,
law to protect ' z
residential areas
Xxs one and anything that
By SUSAN MARGOLIS x moves."
The Chapel Hill Herald °-�44f�3 : 4 Specifically, Riley said he
k j �� '', has asked Hartwell to restrict
HILLSBOROUGH - A >� people from running deer
hunter shot at a Little River u it', 1k , 4; ` a with dogs within a mile of
boy riding a bicycle this hunt "" y` ' , .,-- public schools.He thinks that
ing season. s' ". 1 ,' prohibition would eliminate
In a separate incident, a i� k some of the county's prob-
bullet pierced one side of a lems. �
mobile home and went out the tr0 It ,3
other while a woman was - i 3' y:z . .'W, Riley, who Iives about a
home. k ayi mile from Orange County
Trying to prevent near �s , ,i s�'1; at High. School on Carolina
accidents like this,John Hart <,;z11,4:,,,..,,<4,1' 1 z, s' ... Loop, said he would also like
well,a member of the Orange ` `" the commissioners to ask
County Board of Commission- John Hartwell state legislators to sponsor a
n
ers, has suggested the board bill requiring hunters to car-
consider adopting a law that Orange Co.'commissioner ry with them written permis-
would prohibit hunting in. Carey Jr. and Shirley Mar- Sion from property hunters
areas near houses and whose land they are hunting
schools. shall acknowledged there is on.
"The boy was scared to a safety problem during
death," Hartwell said hunting season.
Wednesday of the youngster Hartwell said he didn't
In the first incident. The know hunting licensing pro-
hunter had no idea there cedures or which hunting
were people or houses nearby, the authority to imposts has
Hartwell said. He said Wednesday he
Accidents occur because wants the commissioners to
non- county residents come see what other jurisdictions _ ___
here to hunt once a year and have done about hunting Bullet Possibly
do not realize they are in pop- regulations and meet with
ulated areas, he said. They hunters about the problem.
shoot into what looks like "I would myself want the - Killed Teen After �__
Hartwell said the county support of Orange County
hunters in whatever we try Striking Deer
sheriff's department to put together," Hartwell
informed him of an increase said CHARLOTTE(AP)—Alexan-
in the number of complaints One local hunter, Bill Ri- der County sheriff's detectives
about hunters in the last ley of Hillsborough, ' say they have questioned a man
several years. "They have endorsed Hartwell's sug- who was hunting in the area
had an awful lot of calls," gestion Wednesday about where a teen-ager was killed on
he said. limiting hunting in pop- Thanksgiving Day.
He said he broached the ulated areas. He said he ,.i Authorities say they believe
subject at Tuesday's meet- would support the idea for the shooting of Paul Daryl Spen-
ing so the commissioners safety reasons and thinks cer was accidental.They say no
could begin considering other hunters would agree, charges have been filed, and
possible action to take in Riley, however, warned they declined to release the
time for the next hunting that some hunters would name of the man questioned.
season. This year's season oppose a change "no matter Detectives are awaiting a
ended Jan.2. what." ballistics test in their investiga-
"I wanted there to be.a Hartwell doesn't expect tion.
whole year to think about opposition Spencer's body was found in a
pposition from Orange gully about a half-mile from his
things," Hartwell said. County hunters . or resi- house off N.C.127 in the Ellen-
"We're not going to be in a dents, who are not causing dale community.He received a
' hurry. I'm not advocating the problem. single gunshot wound to the
any particular measure or Riley agreed that the head.Authorities say they be-
any precipitous changes." major problem is hunters lieve the bullet fired from a
Commissioner Stephen who come from outside the high-powered rifle passed
Halkiotis suggested the county to hunt. "These through a deer and struck Spen-
county consider limiting other people shoot at any- cer.
high-power rifles. Spencer,who was hunting,was
Commissioners Moses See HUNT, Page 2 found wearing the blaze orange
clothing required by North Caro-
1
lina law. /i/2'1 7 /lewd/
.1-A4e- dOesi • (tr7gr. , ,
•
•
•
SUNDAY,NOVEMBERS,1987 DURHAM MORNING HERALD PAGE 15C
B
i G=,m m le Hu n t em rs A r e Going Out In Blaze Of . . Oramme,
one is wounded or killed. that I would not have seen ex- deaths among hunters, there John Harris(544-3722 or 1-597-
By JIM WILSON Few hunters are killed each Outdoors/Notes cept for their blaze orange cloth- were 36 non-fatal accidents, one. 3183) or Bob Thompson (549-
Herald sports writer year in North Carolina,and not ing,"Fullwood said. with a muzzleloader and the re- 0611 or 1.467-9455).
all of them are deer hunters hunter does not have to wear "The thing that surprised me mainder with shotgun or rifle. Tickets will be limited to 200.
Tragedy can happen just as both unless he so chooses. the most was the number.of pea ❑
If you're a deer hunter,you've easily while hunting quail or Big game,in this instance,is pie wearing it I would estimate The Research Triangle Park
probably had it happen before.. squirrels or ducks.Deer hunting; defined as deer, bear or wild 85 percent of the deer hunters chapter of Ducks Unlimited will Max Sharpe and John Fletcher
As you're sitting on a stand, however, is the most popular boar.Turkey hunters will not be were wearing orange. That's hold its annual duck hunters' of Durham won the fourth an-
.
you gradually become aware of field sport in North Carolina and required to wear blaze oran great. preseason tune-up Nov.21 at the nual Falls Lake Fall Team Bass
e.
the faint rustling of dead leaves thus has more o g Classic last weekend.
on the ground..As you wait,gun disaster. opportunities for Al a landowner,his:spouse The McLeansville Wildlife Durham County Wildlife Club,
and children are exempt from Club initiated the request for a This event,which is an alterna Sharpe and Fletcher landed six
poised,you begin to picture a Last year in this state,six Peo- the law while hunting on their blaze orange bill nearly a decade tive to the more traditional largemouth bass weighing 18.;<
buck of gigantic proportions.The pie were killed while hunting big own property. ago.The North Carolina Wildlife Ducks Unlimited banquets,will pounds,14 ounces and received
rustling grows louder; you're game. Hunters who use muzzleload-..Federation,the largest conserva- begin at 1 p.m.From 1:30-4:30- $1,325 for beating the field of 90
ready and.anxious to aim and This year,the North Carolina ers also must obey the new law, tion organization in the state,got the chapter will hold a waterfowl other fishermen.
pull the trigger.. Wildlife Resources Commission but bow hunters are exempt. involved the neat year. identification workshop,a duck Chester Rowe and`Earnie
Then maybe you hear a voice .hopes a new law requiring big- Charles Fullwood, executive. The blaze orange law will be .calling contest,dog trials for re- Hoover of Wendell were.second
or simply see your deer is just game hunters to wear blaze director of the N.C.Wildlife Re. treated in all cases as an infrac- trievers and skeet and trap with 11 pounds,,4 ounces:Fred
another hunter.You mumble to orange clothing will help elimi- sources Commission and a deer tion, not a misdemeanor, the shooting.A pig-picking begins at Flowers and Al Dillard of Ra-
yourself about the guy's mental nate hunting deaths entirely. hunter, has seen how blaze same as the seat-belt law.During 5 p.m.and an auction at 6 p.m. leigh were third(10.10),while
capacity and relax. The law,.which requires a big-. orange works in eastern North the first year,officers will issue Tickets are$35 each and are Durham's Larry Cates and Ar-_
That's the way it happens most:game hunter to wear either a Carolina,where the gun season only warning citations. After tax deductible.For ticket infor thur Ferrell were.fourth (9-6):`"
of the time. Tragically, some blaze orange outer garment,(vest for deer already has opened. that,violators will be subject to a mation, contact Ted Martonen and Jerry Goodwin and Joe Mor
times the hunter in the stand or jacket) or a blaze orange hat "I saw a lot of hunters over $25 fine. - (541-7875 or 1-968-1726),Tommy ris,also of Durham,were fifth
doesn't wait.He fires,and some- while hunting with a gun.A there along the edges of woods Last year,in addition to the six Baker(549-0611 or 1-847-3060) (5-11). -
Local Heroes ',it,- i,--/ " 9y
Public Finance Chiefs
Are Often Very Boring; • _ Also, most government finance direc-
i tors stay away from the massive leverage•_ .- , ; _-- That's the Good News ! the Orange County d m
used by ng onager,
.,-, .- -•-- - -:--- . .:;.- : by borrowing huge sums, he made•his.
_ - successful bets more successful while his
• _ .. .•: - • - _s Many Resisted the Pressure losing bets became disasters. .
•
g That's not to say there. won't.be a.
n TO Become Big Shots few more Orange Countys:-The sales
d pressure from Wall Street-not to mention
With Risky Investments the pressure in some localities to maximize
1, investment returns as an alternative to
a new taxes — has been enormous over the
S HOW to Spell 'Derivative' ',. past two years- Toss that together with
municipal money managers who tend to
1 -
l understand derivatives' potential better.
A WALL STREET JOURNAL News Roundup than the risk,and you have trouble._ •'<
li Charles Cox,finance director of Farm- ` Pressure to Regulate •- -.
• r ers Branch, Texas, a Dallas suburb of e
3 24,000,says his office has been deluged in R.K.municipal bond senior vice president y-
the past year or so with derivatives ped- the d James i bond depsburg, at. ayS
Y Biers trying to get a portion of the town's his f James in rk St. g with for l Florida,
a 350 million portfolio.Mr.Cox hasn't given ms firm working with four Flo"ex-
municipalities that own derivatives to"'ex=.
I, them a penny under a personal rule that
3 says: "If I don't understand it and I don't but he says heir expos re is "far.cities,
• know how it works,I'm not going to invest but :t says theig.exposure is "wh.less t
in it." than that of Orange County.And while not.
Agrees David Brunner,chief executive talking .directly about his clients"•M'r:.
_ officer of the Retirement Systems of Ala- Johnson adds: "It's were likely many
- _ -- - -- - - - --- - - . „ [derivatives) buyers:.were soid,'on•using;
:a ,:"....' -;, _= - _- :`•-. - bama,that states pension fund. There's din ::.the•
derivatives without understan g
-e no incentive for someone like me to take ;
_ . that kind of risk.It didn't make any sense. Indeed. the Orange•County debacle„
Why should I invest in something I can't and those yet to"unfold,will"absolutely
... ; even spell?" increase pressure to tighten,regulation•in'•
Derivatives have had their ups and the business of investing.trillions of tax-:
downs on Wall Street.But a larger question payers dollars-by state:and local go}tern
ments,.says Robert Boyden Lamb,profes-
The Financial fallout 501 of finance and:management,at:-N_ew; ,
.York University's.i Stern School:of,Busi
There was more confusion than answers " ,
as cities and agencies that have their
■ nets.:,Its'a watershed event in.terms of?
• money tied up is the.
monitoring denvative-risk exposure•(and]'
Orange County's$7.5 raises important questions about munid .
ORANGE billion investment pal oversight,'he says. �''
fund worried about Derivatives in simple form are linen-,
! COUNTY everything floor be- . dal, agreements whose :values. depend;
ing able to pay em-
1 p �C+ �C+ ployees to the future ,upon,.or are derived from,some underly- .
1 CRISIS •• of major construction Mg financial asset,, such.as ,stocks.or,
projects Article on bonds.They are but the latest_if costli
.) page A3.In other developments: : . est—in a long history of finance wrinkles;
•Municipal bonds took a coast-to-coast that tempt public treasuries into invest.:
• - :t beating in the market,CL menu that managers and taxpayers,later.
. r •Investors in muni bonds and bond. regret.In the 1980s,many munlcipSlitles,
t tends are urged to hold on,CL •got-burned:when.they invested'In;e3ot c
•Wall Street firms are scrambling to forms of government zero-coupon ponds:
u3 sell about$10 billion of securities,A13. that proved highly volatile on interest rate
r ■For Merrill Lynch,there might be a nevi
. - Ala. - his tad d
.,:; swings_Many unsop tics city mo
Law hangover. that wrote the book on, managers understood the upside potential,,
- • . 1 skirl s bu ak e .
municipal-baai¢uptcy law,B5. �" 1.of these zero coupon p t n W
- y ' y risks- r,,.}ti. s7iw{
�" 1:0l;ikei-theyrisiiilinaucial,ipstnkor, ; -
bis Ito they threaten to flatten Ma-n Street?: {ore;them;'ieveragec deripativea ldt
. no*, .
)f The ._ti0 i is pertinent o ,tbaEOrange 'other'exdtle instruments"Yaise`a:,cen 5':`'
Coun f.••has'filed-;for bankruptcy..
. : . tectio aft r h � .
7_. question: WhY.would•any prddent:,c
P .., n e uge losses in risky 3�e5t= ceded public money manager evgn o f
merits Including derivatives '-''
;--Please7'urmtoPagedtE Eoi7tmI
r:...:_,_Tile .1*T*13,1.upou.a_broaid.lnfor_: ; 71' '
oral survey:of government finance direr •.tors and their trade associations,is proba- "".t;',;,;!:.'.:.
bly.not: Like Farmers Branch and Ala- -----•-- -•—• =
bama's pension plan,most city,state and .
regional governments seem to have .,....,:..:,. .:• ... ... .,
ducked the derivatives frenzy,sticking to
tried and true conservative investments t
- ' like Treasury bills and other U.S.govern —
y
ment securities. And where they have :_ - ' y:
• ., ` -: : made derivative investments,those invest-
ments tend to be more of the "plain
- vanilla" types that are comparatively
_
- safer than the more exotic types that cost -
- - - ...- -,:_.. Orange County so dearly.
ie versely with interest rates; as rates nave sent only a small portion of me tuna,ana uuwnalLe IL ally way.
t
• Local Heroes: Finance Chiefs Are Often Boring; Wn
d That's Good News in Light of Orange County Woes ;:sai
a g �sti.
is varies enormously among.public-finance interest rates come back down."I'm fairly tie
:y Continued From First Page �-
11- sider buying them in the first place? officials, says Mr. Lamb,.a consultant to confident we'll get our money back over a
.r, For one thing,derivatives aren't inher- many municipal and state agencies. "The period of time," Mr. Flowers says. He r Or
ently risky when used, for example, as a • municipal finance director for a state, a adds: "They [the brokers] just didn't fill ±a t
. 1 simple hedge to protect a municipality's major city or a major public authority you in on everything." "$2.
sophisticated Escambia has learned its lesson,•he
at portfolio against other investment losses. generally would be fairly so p ,;,co;
is• ; Another:the lure of quick and huge invest- finance," he .says. But that stands in_ says.Now the county is investing in Trea- nfil;
ter ment gains that turn a finance director into "sharp contrast"'to finance officers of Bury.notes. ,
yal a local hero because such gains help local some smaller cities,towns,school districts.:, Conservative Approach • -.
its politicians keep taxes down. Professor and public authorities "They are often out Still,most taxpayers can rest easy. r x
. Lamb predicts that the next derivative of their depth,"he says"' every Orange County or Florida city with . itti,.,,
,w- shoe to fall will likely be some other Disturbing confirmation of that came derivative losses, scores of municipalities 4, ,
m- . California municipality that has used that from Alan McDougle, finance director of and other government agencies have stuck ;�.,
m- state's ."more permissive" investment Lima, Ohio (pop. 50,000), in recent testi- to the safe bets that have always charac see
-ity laws to get into risky investments"out of a ' mony before the House Banking Commit terized much municipal finance.
!st- need to make up for lost tax revenues." tee.Speaking on behalf of the•13,000-mem- Consider Baton Rouge, La. The,city ;:ru;
sti-. . While numerous states,North Carolina ber Government Finance Officers Associa follows a very conservative investment ,,pn
and Georgia among them,have laws that tion,Mr.McDougle told the committee that approach largely dictated by state lain, :.,mi
Cu. restrict public investments to conservative a GFOA.survey of its members found that which limits investments to fully collatera-
1 is' instruments like government securities only 4% said they were knowledgeable' lized bank certificates of deposit and US. rfil
ces and top rated corporate bonds,others are about derivatives;20%felt they only knew Treasury securities. Of the city's $207 ,ru
the more liberal. Like California, Texas, for the basics;76%said they had only some or million investment pool, about 39% is in co
uld example,recently loosened its investment no knowledge of derivatives. ,. CDs,59%is invested in government securi- .;;co
ing laws to allow local governments to expand Mr.McDougle went on to catalog some ties and the balance is in interest-bearing , ;th
to their investments to include derivatives.In of the losses state and-local governments checking accounts."We're very conserve- _..ul
the Alabama, Mr. Bronner says his pension have sustained because'of derivative in- five in our approach," a city official says. ,Bi
inc. plan only recently promulgated guidelines vestments. Eighteen Ohio municipalities McAllen, Texas,'population,104,000,-is .th
in that require him to vet'derivative like have claimed losses of$14 million,he said. similarly invested, earning a mere 3.5% n,;in
hey investments with his pension board.But at The Louisiana state pension fund esti annually from its $60 million portfolio,
a point last year when Wall Streeters were mates its losses at about$50 million. City which is entirely in T-bills or Fannie Mae ,',es
its visiting his office trying to coax him into Colleges of Chicago is seeking to recover and Ginnie Mae securities. , se
pies- derivatives, he could have invested with- $96 million,virtually its entire investment Mike Perez,the city manager,says city :*se
>zen out asking a soul. portfolio. portfolio managers are instructed to un- iv.
ion. There is also peer pressure and political 'The D Word' derstand that"this is not your money.This ;.'
;thy pressure to do so. "I remember a group "I call it the D word now,"Mr..McDou- is the public's money,and all you are is a y
ors, outing two years ago with the Orange gle said in an interview. Because most of steward of the public." . w
out County people," recalls Mr. Bronner. the nearly 40,000 local governments have Alfred Lomeli, treasurer of Contra f.W
gest "They were very boastful about how well populations of less than 10,000, they can't Costa County,Calif., says he stays away
iter- they were doing — and how antiquated I afford skilled investment experts to handle from derivatives in the county's $500 mil- 4.11
Is of was." (Mr. Bronner, however, is by no their funds. Moreover, sellers of these lion portfolio, which includes funds from P'.tl
ther means a conventional retirement-fund financial products "have some good sales the county,public schools,junior colleges
ifect of golf courses, othernrieal estate and the pitches and we are a lucrative market." and oneithing,and don'trunderstandh em ` `
On the other hand,Mr.McDougle said " •
was financing of a corporate takeover.) derivatives can be useful.He has put half all," says Mr. Lomeli. "I don't have the , ;�
ton, High Yields, High Risk staff the equipment or the sophistication,
latt, of Limas investment portfolio in deriva
and there's no point in leveraging a portfo-
lio Age Harlan Boyles, North Carolina's state fives and hasn't been burned.yet. when there's no need." , 'd
on if treasurer,says in recent years he has been For a long while, derivatives seemed Still,Mr.Lomeli feels a certain sympa-
pressured by some of the state's local like the place to be. Consider Escambia thy for Robert Citron, the Orange County
y re- governments-under pressure themselves County,Fla.,which has about 15%of its$45 ',.' t
p fund manager who lost his job over 11e
nsol to fund more police and other services—to million portfolio invested in derivatives, county's unrealized losses, reported to be ";a
o the push for looser investment regulations says Joseph Flowers,the comptroller. about $1.5 billion. He knows Mr. Citron ,
mid- there. Since the Depression, investments The panhandle county,population 225,- well and though he himself never followed ,`
come by the state and local governments have 000, first invested in derivatives in late Mr.Citron's investment p hiloso p
philosophy,"I feel ,. p
they been limited to relatively safe, but low- 1992—after fielding four or five calls-a day sorry.He's been the guru of the California ,:':f
et its yielding, instruments like U.S. Treasury from brokers. Escambia was raking in treasurers. For about 10 years everybody ',"r
aeets bills."I'm always asked why our yields are returns of 6%to 7%on its derivatives,while ''--Id
loved him; now everybody's saying he
not as high as some other states,"says Mr. its other investments, mostly Treasury made a mistake." ",F
r the Boyles."My response is that yields usually notes, took in just 5.5%. Its derivatives On the other hand, says Mr. Lomeli, 1
edict track risk." were all based on conservative govern- "My first duty is to preserve the princi- i
apter Still,Mr.Boyles says he fields at least a ment-agency bonds such as Freddie Mac pal." Today, his portfolio yields 4.95%. .'t
could dozen calls a month from brokerage houses and Ginnie Mae. The county would trade Roughly half is in government T-bills,with •'
them whenever it saw a chance to make a "^_t
all over the country hoping to sway his the biggest block in six-month T-bills.His
listed views."It's a constant pressure,"he says. profit— as often as once or twice a week, other big investments are non-negotiable .'(
s in- "They'll call and say, 'Let us show you says Mr.Flowers.It occasionally made as CDs, commercial paper and other conser- -"''\
'orpo- what we did in California.'Thankfully,our much as$50,000 a trade. vative investments. "A lot of districts [in -4-1
ist of General Assembly has never been in- But then, this spring, interest rates Contra Costa] said, `Gee whiz, you're not `• i
Bank dined" to liberalize the investment laws, started going up, and the picture soured. making a lot of money,' " recalls'Mr. - ':
;and he adds. Now, Escambia County's derivatives are Lomeli. But "we're in business to protect 3;'
., $54 Mr.Bronner, though a man known for worth 70%of their original value,portend- the principal's safety, liquidity and yield.
his ego, was at least humble enough to ing a loss if the county sold them now. Yield is the very last thing; some people r.
ntrib- admit derivatives were over his head.But Instead, Escambia plans to hang tough, had a hard time believing it,but they will
many aren't so humble,or lucky.Expertise hoping to recoup its investment when now,won't they?" i •
ty
Board of Commissioners' Planning Retreat
December 10, 1994
Budget Outlook
Current Year (1994-95)
f� Overall revenues are projected to come in at or slightly above
budgeted amounts
C ' Expenditures are within the budgeted amounts
El The intangibles tax will almost certainly be eliminated by the 1995
General Assembly. The impact of such action on the 1994-95 budget
is unclear, in that we cannot be sure what type of replacement
revenue might be provided by the legislature. We do not believe that
this likely change will adversely impact the County's financial
position. The County's 1994-95 budget for intangibles tax proceeds
is $2.4 million, which represents about 3.5% of our budgeted
revenue. At this time, the Association of County Commissioners
believes there is a good chance that replacement revenue will be
provided (possibly from inheritance tax proceeds) in a way that
would hold Orange County harmless from loss of intangibles
revenue. Staff will monitor this revenue situation closely.
Next Fiscal Year (1995-96)
10 Debt Service for existing issued debt will peak in 1995-96. The last
bond sale in June 1994 sold the remaining $30 million of the $52
million authorized by the voters in 1992. Because of the timing of
this bond sale, the County incurred only one interest payment on
this additional debt during Fiscal Year 1994-95. During 1995-96,
there will be two interest payments and one principal payment. This
will result in a net increase in total debt service (County and
Schools) of $1.8 million, bringing total debt service payments to
$8,229,695. Bond education materials in 1992 informed voters that
the- $52 million referendum would have a maximum tax impact
equivalent to 15 cents per $100 of assessed valuation on the property
tax rate. The net tax rate impact of the bond is actually less due
largely to Revaluation in 1993-94 and the favorable interest rates
obtained when the bonds were actually sold.
Tax rate increases for the $52 million bonds were as follows:
1993-94 - just under the equivalent of 5 cents per $100
of assessed valuation
1994-95 - just under the equivalent of 2 cents per $100
of assessed valuation.
1995-96 - Just over the equivalent of 4 cents per $100 of
assessed valuation.
Total tax rate impact - approximately 11 cents per
$100 of assessed valuation.
Schools - Current Expense
The planning allocations from the State Department of Public Instructions over
the past three years have averaged just over 600 new students each year. If the
current expense appropriation of $1,451 is maintained, and there is similar
student growth 1995-96, this increases the current expense appropriation by
$870,600 or the equivalent of just under 2 cents on the tax rate. During 1995-96
the new Stanback Middle School is scheduled to open. Under the plan endorsed
by the Board of Commissioners last June, start-up funding totaling $242,000 is
being appropriated from capital funds to help offset these building /start-up
expenditures.
M SALL \RETREAT.WPD