HomeMy WebLinkAboutAgenda - 03-28-2017 - 2 - County Commissioners – Boards and Commissions – Annual Work Plans-Reports lA
ORANGE COUNTY
BOARD OF COMMISSIONERS
ACTION AGENDA ITEM ABSTRACT
Meeting Date: March 28, 2017
Action Agenda
Item No. 2
SUBJECT: County Commissioners: Boards and Commissions —Annual Work
Plans/Reports
DEPARTMENT: Board of Commissioners
ATTACHMENT(S): INFORMATION CONTACT:
Annual Summaries Clerk's Office, 245-2130
PURPOSE: To provide feedback and/or direction on the boards and commissions' annual work
plans/reports with their Chairs (or representatives) in attendance.
BACKGROUND: In the past, as part of the Board of Commissioners' annual planning and goal
setting retreats, the Board requested and reviewed/provided feedback on annual summaries/work
plans from the County's internal advisory boards and commissions. This information provided the
Board with a yearly overview of the boards and commissions and their projected goals for the
upcoming year. This particular process ended in 2007. The Board decided at its April 13, 2010
meeting to reinstate this process independent of the Board's annual retreats.
This year it was suggested for the Clerk to the Board to solicit questions from the Commissioners to
forward to the advisory boards in advance of the meeting in order to expedite discussions. One
question was received from the BOCC and forwarded to the advisory boards but no responses were
received back (the question was in reference to any peculiar/exception by-law stipulations the
BOCC should be aware of concerning their board or commission).
Boards and their representatives below:
• ABC Board Already presented at March 7th meeting
• Adult Care Community Advisory Board Max Mason, Chair
• Advisory Board on Aging Peggy Cohn, Chair
• Affordable Housing Advisory Board Arthur Sprinczeles, Vice Chair
2A
• Agricultural Preservation Board Renee McPherson, Chair/Pete Sandbeck
• Animal Services Advisory Board Maureane Hoffman, Chair/Bob Marotto
• Arts Commission Tim Hoke, Chair
• Board of Adjustment Michael Harvey, Planning Staff
• Board of Health Liska Lackey (Chair) and Interim Health
Director Dorothy Celenti
• Board of Social Services Tamara Dempsey-Tanner, Chair/Nancy
Coston
• Chapel Hill/Orange County Visitors Rosemary Waldorf, Chair
• Commission for the Environment Lynne Gronback, Chair and Vice Chair Bill
Kaiser
• Economic Development Advisory Board Jim Kitchen, Chair
• Historic Preservation Commission Bob Ireland, Staff
• Housing Authority Jean Bolduc, Chair
• Human Relations Commission Monica Richard, Chair
• Nursing Home Community Advisory Vibeke Tally, Chair
Committee
• OUTBoard Heidi Perry, Chair
• Parks and Recreation Council Tori Williams Reid, Chair
• Planning Board Lydia Wegman, Chair
FINANCIAL IMPACT: None.
SOCIAL JUSTICE IMPACT: The following Orange County Social Justice Goal is applicable to this
item:
• GOAL: ENABLE FULL CIVIC PARTICIPATION
Ensure that Orange County residents are able to engage government through voting and
volunteering by eliminating disparities in participation and barriers to participation.
RECOMMENDATION(S): The Manager recommends the Board review the annual work plans from
advisory boards and commissions and provide feedback and/or direction.
3A
INPUT FROM BOARDS AND COMMISSIONS-2016-17
1. ABC Board- (presentation to be on a regular meeting) Page 1
2. Adult Care Home Community Advisory Committee Page 3
3. Advisory Board on Aging Page 7
4. Affordable Housing Advisory Board Page 23
5. Agricultural Preservation Board Page 27
6. Animal Services Advisory Board Page 31
7. Arts Commission Page 37
8. Board of Adjustment Page 41
9. Board of Health Page 45
10. Board of Social Services Page 59
11. Chapel Hill/Orange County Visitor's Bureau Page 63
12. Commission for the Environment Page 67
13. Economic Development Advisory Board Page 71
14. Historic Preservation Commission Page 75
15. Housing Authority Page 81
16. Human Relations Commission Page 85
17. Nursing Home Community Advisory Committee Page 91
18. Orange Unified Transportation Board (OUTBoard) Page 95
19. Parks and Recreation Council Page 105
20. Planning Board (Orange County) Page 109
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Board/Commission Name: Orange County ABC Board
ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS
INPUT FOR COUNTY COMMISSIONERS' ANNUAL PLANNING RETREAT
The Board of Commissioners welcomes input from various advisory boards and commissions
p rY
in preparation for its annual planning retreat. Please complete the following information,
limited to the front and back of this form. Other background materials may be provided as a
supplement to, but not as a substitute for, this form.
Person to address the BOCC at Retreat (if requested by BOCC) and contact information:
Tony DuBois 601 Valley Forge rd. Hillsborough 27278
919-732-3432 ext 102 ocabc(a�mindspring.com
Primary County Staff Contact: Earl McKee and Donna Baker
How many times per month does this board/commission meet, including any special
meetings and sub-committee meetings?
The Board meets once per month on the 3rd Tuesday at 8:30am
Provide a Brief Statement of the Boards Assigned Charge and Responsibilities.
The Orange County ABC Board is a political subdivision of the state and operated as an
independent government agency inside Orange County.
The Mission of the Orange County ABC Board and our employees is to serve our locality
responsibly by controlling the sale of spirituous liquor, returning profits to Law Enforcement,
Alcohol Education, and the County Fund while providing excellent service in customer
friendly, modern and efficient stores.
What are your Board/Commission's most important accomplishments?
A distribution of$400,000 is being made to the Orange County General fund for 2016-2017.
The board also set aside $48,333 to contribute to the Board Retiree Health Care Plan. We
will distribute $149,000 to Alcohol Law Enforcement agencies. The board also committed
$209,150 to Alcohol Rehabilitation and Education grants for schools and local community
organizations. All of these distributions are well over and above General Statute
requirements. The board also adopted the living wage at an increased payroll cost of$100k
per year.
List of Specific Tasks, Events, or Functions Performed or Sponsored Annually.
We partner with local agencies by providing grants for work done in the community for
alcohol education, rehabilitation and underage drinking prevention in the amounts listed
below.
Lutheran Family Services $ 3,000
Mental Health Orange Co Teen Partnership $ 10,000
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El Centro Hispano $ 12,000
Freedom House Recovery $ 15,000
Carpe Diem $ 16,150
El Futuro $ 18,000
Orange County Drug Court $ 30,000
Orange County Health Department $ 30,000
Orange County Schools $ 30,000
Chapel Hill-Carrboro city Schools $ 45,000
Total Alcohol Education and Rehabilitation $209,150
Describe this boards activities/accomplishments in carrying out BOCC
goal(s)/priorities.
The Orange County ABC board provides funds to local law enforcement as listed below to
help keep Orange County a great place to live, work and get an education.
Hillsborough Police Department $ 8,000
Carrboro Police Department $ 17,000
Chapel Hill Police Department $ 24,000
Orange County Sheriff's Department $ 100,000
Total Alcohol Law Enforcement $ 149,000
If your board played the role of an Element Lead Advisory Board involved in the 2030
Comprehensive Plan preparation process, please indicate your board's activities and
accomplishments as they may relate to the Comprehensive Plan's goals or objectives.
(The Element Lead Advisory Boards include: Planning Board, EDC, OUTBoard,
Commission for the Environment, Historic Preservation Commission, Agriculture
Preservation Board, Affordable Housing Board, Recreation and Parks Advisory
Council)
Not Applicable
Identify any activities this board expects to carry out in 2017/18 as they relate to
established BOCC goals and priorities.
If applicable, is there a fiscal impact (i.e., funding, staff time, other resources)
associated with these proposed activities (please list).
Not Applicable
What are the concerns or emerging issues your board has identified for the upcoming
year that it plans to address, or wishes to bring to the Commissioners' attention?
Not Applicable
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Is.
NAME OF BOARD/COMMISSION: Adult Care Home Community Advisory
Committee
Report Period: January 1, 2016 to December 31, 2016
ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS
ANNUAL REPORT/WORK PLAN FOR THE COUNTY COMMISSIONERS
The Board of Commissioners appreciates the dedication of all the volunteers on their
boards and commissions and welcomes input from various advisory boards and
commissions throughout the year. Please complete the following information, limited to
the front and back of this form. Other background materials may be provided as a
supplement to, but not as a substitute for, this form.
Board/Commission Name:
Orange County Adult Care Home Community Advisory Committee
Person to address the BOCC at work session- if applicable- and contact information:
Maxwell Mason, Chairman
821 Tinkerbell Rd., Chapel Hill, NC 27517
919-649-7937
Primary County Staff Contact: Janice Tyler, Director, County Department on Aging,
and Mary Fraser, Aging Transitions Administrator, County Department on Aging.
Autumn Pittman, Long-Term Care Ombudsperson, Triangle J Council of
Governments, also provides staff support to the committee.
How many times per month does this board/commission meet, including any
special meetings and sub-committee meetings?
The CAC meets bi-monthly to conduct regular business. Subcommittees make
quarterly visits to assisted living facilities and annual visits to family care/group homes.
Issue specific subcommittees meet on an ad hoc basis.
Brief Statement of Board/Commission's Assigned Charge and Responsibilities.
This group's charges and responsibilities include to:
• Stay informed about living conditions for residents of long term care (LTC) adult
care homes (ACH) and family care homes (FCH).
• Make official unannounced quarterly visits to each ACH in county, and
unannounced annual visits to FCHs in the county (there are 6 ACHs and 6 FCHs
in the county).
• Prepare and submit official reports on visits to ACHs and FCHs as required by
the NC Division of Aging & Adult Services. These reports summarize findings of
visits to facilities and homes and point to concerns about care.
• Advise the County Department of Aging and the Triangle J Ombudsperson about
programs they devise to help improve care for residents in ACHs and FCHs and
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assist with implementation, as warranted and feasible.
• Foster increased community volunteerism in Orange County's LTC facilities.
• Promote community awareness of the needs of residents in LTC facilities, and
inform the public about emerging developments in long term care and the
operation of LTC facilities and homes in Orange County.
What are your Board/Commission's most important accomplishments?
This past year the OCACHCAC made 31 visits to area ACHs and FCHs, and
meaningfully interacted with numerous residents, staff and managers. Most importantly,
we continued advocacy efforts on behalf of the residents of these facilities and homes.
Overall, we maintained, or improved, our relationships with our community providers.
Additionally, CAC-members participated in important learning opportunities, including a
Death with Dignity panel, a lecture by Dr. Bill Thomas about Aging and Spirituality, and
Alzheimer's/Dementia training courses.
This information was then disseminated in various ways during facility visits and CAC
meetings. The CAC also passed a resolution recommending that all Orange County
ACHs and FCHs contact the Multi-partisan Assistance Team to ensure that all citizens
have the ability to exercise his or her right to vote (several facilities indicated that they
arranged for absentee balloting).
CAC members participated in the Orange County 2017-2022 Master Aging Plan kickoff
events. We also fostered greater community awareness of Orange County's LTC
system through various engagement efforts, including at the UNC Health and Wellness
Expo. CAC members were also involved in the creation and implementation of the
Smile Surprises initiative to distribute small uplifting gifts to facility residents.
List of Specific Tasks, Events, or Functions Performed or Sponsored Annually.
The OCACHCAC's primary standing annual task is conducting visits to area ACHs and
FCHs. Comprehensive reports of our findings were completed, reviewed and approved.
Describe this board/commission's activities/accomplishments in carrying out
BOCC goal(s)/priorities, if applicable.
The ACHCAC's activities and accomplishments described above align closely with the
Goal 1 of the BOCC's FY2016-17 work plan: "to ensure a community network of basic
human services and infrastructure that maintains, protects, and promotes the well-being
of all county residents, and particularly the gaps in quality and quantity of long-term
senior care (and especially low-income seniors)."
Describe the collaboration relationship(s) this particular board has with other
advisory boards and commissions?
This Advisory Committee works closely with the Nursing Home Community Advisory
Committee in initiatives and activities. It also has a representative on the Orange
County Aging Advisory Board, therefore participating in the actions and efforts of that
group.
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If your board/commission played the role of an Element Lead Advisory Board
involved in the 2030 Comprehensive Plan preparation process, please indicate
your board's activities/accomplishments as they may relate to the
Comprehensive Plan's goals or objectives.
(The Element Lead Advisory Boards include: Planning Board, EDC, OUTBoard,
Commission for the Environment, Historic Preservation Commission, Agriculture
Preservation Board, Affordable Housing Board, Recreation and Parks Advisory
Council)
Not Applicable.
Identify any activities this board/commission expects to carry out in 2017 as they
relate to established BOCC goals and priorities.
If applicable, is there a fiscal impact (i.e., funding, staff time, other resources)
associated with these proposed activities (please list).
The CAC's upcoming work in 2017 will continue to specifically focus on the BOCC's
Goal 1 for FY2016-17, which we intend to accomplish through:
• Continuation of quarterly visits to assisted living facilities and annual visits to family
care homes in the county.
• Continuation and expansion of the "Music and Memory" program in facilities where it
is now being used, and extension of the program to other assisted living facilities
and homes.
• Collaboration with the Department of Aging's Volunteer Connect 55+ program to
increase community volunteer linkages with the county's ACHs and FCHs.
• Continued support of initiatives and efforts aimed at the retention of qualified staff at
ACHs and FCHs.
• Involvement with the Master Aging Plan Development process.
• Expanding the Smile Surprises initiative to additional ACHs and FCHs.
• Exploring additional LTC models to potentially bridge the wide gap among facilities
in Orange County (particularly with respect to physical plant and staffing disparities).
What are the concerns or emerging issues your board has identified for the
upcoming year that it plans to address, or wishes to bring to the Commissioners'
attention?
The CAC is concerned with multiple existing and emerging issues affecting ACHs and
FCHs, including:
• The quality of care and services provided in the facilities that predominantly
serve residents receiving State-County Special Assistance.
• Challenges providers face obtaining adequate Personal Care Service (PCS)
reimbursement for residents.
• Overall occupancy and payer-mix challenges.
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• Volunteer and community engagement, which was identified as lacking in many
facilities.
• Meaningful, effective services and programming for an increasing number of
residents with Alzheimer's disease / memory dysfunction.
• Meaningful provision of "person-centered" care with the involvement of residents
and their families to determine appropriate, realistic options.
• Fostering resident dignity, respect and meaningfulness through initiatives such
as the Smile Surprises initiative.
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NAME OF BOARD/COMMISSION Advisory Board on Aging
Report Period_ January— December 2016
ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS
ANNUAL REPORT/WORK PLAN FOR THE COUNTY COMMISSIONERS
The Board of Commissioners appreciates the dedication of all the volunteers on their boards and
commissions and welcomes input from various advisory boards and commissions throughout the year.
Please complete the following information, limited to the front and back of this form. Other background
materials may be provided as a supplement to, but not as a substitute for, this form.
Board/Commission Name: Advisory Board on Aging
Person to address the BOCC at work session- if applicable- and contact information: Peggy Cohn,
Advisory Board on Aging Chair peggycohn380,gmail.com
Primary County Staff Contact: Janice Tyler, Dept. on Aging Director jtyler @orangecountync.gov
How many times per month does this board/commission meet, including any special meetings
and sub-committee meetings?
The Advisory Board on Aging meets monthly. Members also participate in the Master Aging Plan
Steering Committee (annually), monthly participation in Project EngAGE Senior Resource Team
meetings, the Long Term Care Learning Collaborative (4 times per year), the Nursing Home Community
Advisory Committee(monthly) and the Adult Care Home Advisory Committee(monthly).
Brief Statement of Board/Commission's Assigned Charge and Responsibilities.
The Advisory Board on Aging suggests policy and makes recommendations to the Board of
Commissioners and the Department on Aging while acting as the liaison between the older adults of the
County and the County government. It is charged with promoting needed services, programs and
funding that impacts older adults.
What are our Board/Commission's most important accomplishments?
Y p p
Oversight of the Master Aging Plan implementation with board participation in the following
accomplishments (A complete list of MAP accomplishments is attached):
• 41 Project EngAGE graduates working on eight Senior Resource Teams. Highlights of their work
include hosting a Faith and Aging Symposium focused around caregiver support, education and
resources; Aging In Place seminars at the public library; held Death with Dignity panel discussion
at the Friday Center with 400+ attendees; and partnering with SALT (Seniors and Law
Enforcement Together) to expand community visitation program to 200+ older adults on a weekly
basis.
• Aging in Community series held seminars on a wide variety of housing options and fostered
exploration of new options in Orange County, including work with Habitat for Humanity project's
for senior housing in Waterstone.
• Implement of the OC CARES grant to expand services to caregivers and persons with dementia.
• Continued outreach to the older adults in the Latino community through the `social club' model.
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Received American Society on Aging's national award for Multicultural work in the field of aging.
• Continuation of two award programs to promote high quality services within long-term care
organizations - the Direct Care Worker Award and the Long Term Care Quality Service Award.
• Continuing of the Orange County's Dementia-Friendly Business Campaign recognized as the first
in the State. Currently 50+ business/agencies have completed the training.
• Co-hosted Bill Thomas' Age of Disruption national tour.
List of Specific Tasks, Events, or Functions Performed or Sponsored Annually.
• Provide Orange County representation to the Triangle J Area Agency on Aging and the Senior
Tar Heel Legislature.
• Hold an annual Master Aging Plan update meeting for the public and partner agencies.
• Make recommendations to the BOCC of potential legislative issues to be included in the Orange
County legislative agenda.
Describe this board/commission's activities/accomplishments in carrying out BOCC
goal(s)/priorities, if applicable.
Through the MAP process this board addresses the BOCC goals of promoting and protecting the well-
being of all older adults, including addressing diversity, economic issues and the ability to age in
community.
Describe the collaboration relationship(s) this particular board has with other advisory boards
and commissions?
This board has representation on the Nursing Home and Adult Care Home Community Advisory
Committee and also had representation on the OUTboard until June when our board member retired.
Two representatives of this board serve on the TJCOG AAA Advisory Board on Aging.
If your board/commission played the role of an Element Lead Advisory Board involved in the
2030 Comprehensive Plan preparation process, please indicate your board's
activities/accomplishments as they may relate to the Comprehensive Plan's goals or objectives.
(The Element Lead Advisory Boards include: Planning Board, EDC, OUTBoard, Commission for
the Environment, Historic Preservation Commission, Agriculture Preservation Board, Affordable
Housing Board, Recreation and Parks Advisory Council)
Not Applicable
Identify any activities this board/commission expects to carry out in 2017 as they relate to
established BOCC goals and priorities. If applicable, is there a fiscal impact (Le., funding, staff
time, other resources) associated with these proposed activities (please list).
We are in the process of developing the 2017-22 Master Aging Plan and anticipate that some goals will
also relate to BOCC goals.
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What are the concerns or emerging issues your board has identified for the upcoming year that it
plans to address, or wishes to bring to the Commissioners' attention?
• Walkability and navigation barriers throughout the county/towns
• Need for more affordable and accessible senior housing, especially rental units and an emerging
concern of the number of seniors living in sub=standard housing.
• Poor quality of many long-term care facilities operating within the county
• Further development of a dementia capable county
• The level of financial insecurity of older adults, including the emerging issue of older adults
needing to remain in the work force
• Addressing the growth of the older adult population that are needing support services in order to
remain in their homes
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Year 4 MAP Goal Implementation Status
INIDICATOR Lead Status Status Status Status
Agency October 2015 January 2016 April 2016 July 2016
GOAL 1
1.1.2 OCDoA Faith-based Project EngAGE Received the New 2016/17
Information Senior Resource (PE)graduated American Community
Dissemination Team (SRT) is 13 members of Society on Aging Resource Guide
Plan organizing two Class 3 on Jan 7, Award for Multi- published in both
implemented - symposiums for 2016. cultural hard copy and
Electronic Nov to bring PE Faith-based programming at digital form,with
media, together FBOs SRT organized the ASA the ability to keep
outreach to around issue of two Faith and conference in it up-to-date on the
faith-based senior hunger. Aging Symposia Washington DC OCDOA website.
groups and MPH summer focused on in March for our A 3rd Faith and
medical intern organized senior hunger in program to Aging Symposium
providers, 6 outreach November, integrate the has been planned
Project EngAGE presentations drawing Mandarin for October 13th to
to UNC- representatives speaking older focus on caregiver
affiliated from 11 faith- adult population supports.
healthcare groups. into the Faith Based Project
provider groups. Seymour EngAGE SRT to
4th Project Center. publish outreach
EngAGE class newsletter sent to
began on Sept all Orange County
10th with 13 faith-based
participants. organizations;
newsletter will
highlight OCDOA
programs that can
be brought on-site.
1.2.1 OCDoA/VC On-going. On-going. 4 VITA(Volunteer Four different
Info related to 55+/Senior 4 different different classes Income Tax classes offered
finances, long- Centers classes offered offered through Assistance) through the senior
term care through the the senior Program has centers during the
insurance and Senior Centers centers during prepared past quarter
estate planning during last the past quarter income taxes for
provided quarter 1,152 persons
through Senior with 98
Centers volunteers.
Five different
classes offered
for financial and
retirement
planning at
Senior Centers
this quarter.
I
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INDICATOR Lead Status Status Status Status
Agency October 2015 January 2016 April 2016 July 2016
GOAL 2
2.2.1 Planning Orange County A new Orange The BOCC
Changes in Department Planning County Planning approved a new
policies that with help Department amendment will county affordable
may prevent from considering allow temporary housing plan that
development of OCDOA waiving the health care supports the
senior housing Advisory school impact structures and addition of 250
Board fee for new temporary new low-income
homes less than mobile homes housing units
750 square feet. up to 1,000 sq ft targeted to older
Pocket in size to be adults and persons
neighborhood placed as an with disabilities.
approved by accessory to an
Hillsborough existing single
Planning Dept. family dwelling E
Accessory unit, remove
dwelling unit required Special
policies being Use Permit for
developing with temporary
input from mobile homes.
Department on The Chapel Hill
Aging. Town Council
amended
regulations to t
make it easier to
add an
accessory
apartment on a
single-family lot
by removing the
requirement to
have double the
minimum land
area for an ADU.
2.2.3 Housing OCDOA asked to We have OCDOA public
New Dept, partner with learned about a health intern
partnerships Planning Orange County new non-profit working with
created to Dept, Habitat for business,ADB- Habitat with
increase OCDOA Humanity as Accessible Humanity to solicit
housing choices they build new Design& Build, community input,
senior housing that builds through three focus
cluster in totally groups at both
Hillsborough accessible senior centers,to {'
homes. ABD is inform planning of
partnering with new senior housing
the Universal cluster in
is
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Design Institute Hillsborough.
in Orange Co.
INDICATOR Lead Status Status Status Status
Agency October 2015 January 2016 April 2016 July 2016
2.3.1 Planning Lecture on PE Community Accessible building
Increased Dept, universal design Connections design guides
awareness of OCDOA and home Senior Resource distributed to local ,
universal design modification Team hosted a builder
needs included mini-conference
in Project for the
EngAGE (PE) community on
curriculum accessible/tech
features for
homes.
2.3.2 OC Planning
New standards Dept/
and codes OCDOA
proposed for Advisory
universal design Board
2.4.1 Planning The Aging The Aging Town of Chapel Hill
Meetings held Dept Advisory Board Advisory Board has welcomed
to advocate for /OCDOA drafted a letter presented their public input into its
safer navigation Advisory to the BOCC letter to the new Mobility and
mechanisms for Board urging action to BOCC in March. Connectivity Plan,
older adults address safe which focuses on
navigation dangerous and
around Senior desired navigation
Centers. elements.
A series on safer
pedestrian
1
information
sessions started
at Senior
Centers
2.4.4 OCDOA, Town of Chapel Hill
Navigation and Triangle J initiating a new
transportation COG, OC mobility and
needs Planning connectivity Plan.
assessments Dept,Towns
conducted every of CH, DOT survey
3-5 years in Carrboro received input from
areas densely and aging groups about
populated or Hillsborough safety K
heavily used by enhancements
older adults around senior
centers
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INDICATOR Lead Status Status Status Status
Agency October 2015 January 2016 April 2016 July 2016
2.4.6 OCDoA, 2.4.6a—Maps Local
Maps with OC Planning updated in 2014 Transportation
county-wide Dept Options
navigation and "navigation"
transportation
tools available
routes created in print
2.5.1 OCDoA/VC5 On-going On-going Application to Mobility Manager
Expansion of 5+ renew MPO program funded for
volunteer driver grant to support two more years by
programs to volunteer driver local
low-income program in Durham/Orange
older adults progress. MPO.
2.5.2 OCDoA Supporting new I
Private transportation
transportation entrepreneurs
providers
encouraged to
offer door-to
door and other
services to
shopping areas
2.5.3 OC Planning OPT bus service Hillsborough OPT began late day
Expanded bus Dept, hours extended Circulator (3pm) bus service
service between Chapel Hill to cover mid- continues to from the Passmore
the senior Transit day routes provide service Center 4 days a
centers and between Chapel from senior week. This later
other Hill and center to return time allows
businesses, Hillsborough shopping and for access to the
especially at other Circulator route
midday and businesses on during the day for
weekends weekdays. This errands and
will become shopping.
more useful
when late bus
home is started.
2.6.1 OCDOA Chapel Hill PE Senior OCRA created as OCRA invited to
More home- Advisory Meals on Hunger a 501c-3 under submit 2" round
delivered meals Board Wheels program Resource Team Orange County proposal to Kendall
provided to continues to creating a Voice to provide Foundation
more individuals expand. Senior complimentary home delivered Promising
and areas of the Hunger SRT organization to meals and other Innovations
county working on supplement services in Program ($25k)to
needs home delivered northern fund rural services,
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assessment for meals provided Orange County. including home
expanded by OCIM in delivered meals
service in northern and home repairs.
northern part of Orange County.
the county.
INDICATOR Lead Status Status Status Status
Agency October 2015 January 2016 April 2016 July 2016
2.7.1 OCDoA/AT Faith and Aging
Faith-based Symposium
groups planned in October
encouraged to to focus on
provide respite caregiver needs,
services to including respite
caregivers
2.7.2 OCDOA/AT Federal grant Volunteers are On-going
Expand Friend received to actively being
to Friend expand respite recruited for
program to support to Caregiver
provide respite caregivers of Respite Program
to caregivers persons with and Memory
dementia Café
2.7.5 OCDOA, On-going On-going On-going On-going
Carolina Villages Carolina
project Villages
supported to
promote
creation of
more "villages"
2.8.1 OCDoA
Feasibility of Advisory
raising income Board
qualification
under
Homestead Tax
program
explored
2.8.2 OCDoA/AT/ Aging Transition Creation of new "Handy Helpers"
Home Housing Team VC55+volunteer program continues
modification Department collaborating group, "Handy to expand and
assistance info with Sheriff's Helpers"; provide free repairs
included in Office SALT Lowe's of for low-income
community program to Mebane Orange County
resource guides identify and offering all older adults.
and part of address home materials at
information modification "cost"to
fairs and repair support
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needs in rural projects.
parts of the Volunteer
county design/build
efforts led by
the SALT team
to address
substandard
housing issues
(ramp built,
flooring
replaced) in two
homes.
INDICATOR Lead Status Status Status Status
Agency October 2015 January 2016 April 2016 July 2016
GOAL 3
3.1.1 OCDoA Project EngAGE Project EngAGE Faith Based PE SRT More wellness Falls Prevention Falls Prevention to publish outreach
and exercise & Exercise & Exercise newsletter mailing
classes offered Promotion SRT Promotion SRT to all Orange
to older adults provide falls partnering with County faith-based
in community prevention Eno Haven to organizations
locations, such screening and provide falls including offer to
as info at local prevention bring evidence-
congregations Wal-Mart. screening and based exercise
and community exercise or classes to them.
I
centers Matter of `
Balance class r
on-site.
3.1.3 DoA/Wellne UNC Capstone Capstone work Capstone Based on Capstone
Social Marketing ss Team began in progress. recommendatio recommendations,
Campaign work in Aug to ns to be OCDOA preparing
implemented to develop "Aging presented to to launch Fall 2016
encourage older Preparedness" OCDOA Advisory "Brain Health
adults to campaign to Board and staff Academy"
exercise encourage good in April. featuring evidence-
health based practices to
behaviors support optimal
brain health,
including exercise.
3.14 DOA/Wellne Exercise classes On-going. On-going On-going
Provide access ss are open to all Began an id Began an id
to exercise and adapted as mark in the ST mark in the ST
classes to needed for to identify to identify
persons with individuals access programs
physical and
mental health
disabilities r
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INDICATOR Lead Status Status Status Status
Agency October 2015 January 2016 April 2016 July 2016
3.2.1 CRC Ongoing On-going On-going On-going
Promotion of referrals to
the model of PACE programs
medical homes
3.2.2 CRC, UNC On-going On-going On-going
Expansion of hospitals
hospital
transition
programs—
decline in
hospital
readmission
rates
3.3.1 OCDoA/AT/ Two workshops Healthy Ideas Plans for free
Older adults Cardinal held on impact program Depression
educated on Innovations of substance expanded Screenings in the
mental health /Wellness use on older through Senior Centers in
and substance adults. Cardinal involvement of late fall 2016
abuse issues Innovations held Project EngAGE
Mental Health volunteers
First Aid course
at Seymour
Center in June.
Mental health
education
provided in
Project EngAGE
curriculum.
h3.3.3 OCDoA/AT 5 Project Free Memory On-going On-going
Access to free EngAGE Health
MH and SA volunteers Screenings
screening, trained in offered as part
referrals, and Healthy IDEAS in of the National
brief counseling September to Memory
services promote Screening day at
expanded at depression both Sr Ctrs.
Senior Centers identification, Educational
referral, and tools shared at
intervention event
3.3.4 Cardinal
MH needs of Innovations
long-term care —/OCDoA
residents
identified and
17
advocacy for
appropriate
f
treatment I
organized
INDICATOR Lead Status Status Status Status
Agency October 2015 January 2016 April 2016 July 2016
3.4.1 "End of life" PE End-of Life PE End-of Life Partnership with
Implement best SRT organized 3- Resource Team Senior Resource UNC Pastoral Care
ways to address part discussion sponsored Team held a program to create
[
spiritual needs series at both presentation on panel discussion student internship
of older adults, senior centers the Five Wishes event at Friday at the senior
especially re: during summer form at both Center, around centers. Hosted
loss/end of life months. senior centers, what it means first student pastor
and planning for to die with from June-Aug
panel discussion dignity, and 2016. r
of"death with possibility of PE End-of-Life SRT
dignity" legalizing death planning three Fall
legislation for with dignity in events—two
March. NC; focused on "Death
approximately with Choices"
400 persons initiative and one
attended event; on power of
SRT hosting. "forgiveness"for
healthy aging.
3.4.1 OCDOA October Faith and
Training Aging Symposium
provided to topic.
FBOs on how to
counsel
caregivers and
individuals with
dementia
GOAL 4
4.1.1 OCDOA/EMS Stay Up and Referrals from PE Falls Prevention
EMS and DoA Active ad EMS to OCDOA Team planning Fall
collaborate to purchased and for Stay Up and 2016 "Mini Falls
provide info and displayed on Active program Academy" at Eno
training on falls Hills. Pharmacy increase to Haven senior
prevention bags. Falls several per housing in
Prevention SRT week Hillsborough,
co-sponsored a highlighting
Falls Prevention primary prevention
Day event with education and
EMS in resources.
September
1
18
INDICATOR Lead Status Status Status Status
Agency October 2015 January 2016 April 2016 July 2016
4.1.2 EMS
Reduce need for
EMS ambulance
response for
falls
intervention at
LTC facilities
4.1.3 EMS/DSS/ Expanding Project EngAGe SALT program
Frail older OCDOA collaboration Collaboration expanded to 180
adults are in between the with the SALT individuals
safe laces Sheriff's Office
p program has
during SALT program expanded
emergencies— and Project service to over
development of EngAGE filling 150 individuals
buddy system in this need. in the county
rural areas
4.2.2 OCDOA Kick-off Seven LTC User group Summer public
LTC Learning Advisory luncheon for organizations meetings held health Intern
Collaborative Board/Trian LTC Learning are engaged in to shepherd LTC completed
promotes gle J AAA Collaborative palliative care Collaborative literature review
person-centered held in Sept— program activities and and action guide on
care with announcing new expansion as introduce Smile Person Centered
additional focus focus for 2016 part of LTC Surprises, Care and
on palliative Quality Service Quality Service community Implementation of
care and end of Awards to be on Award process. organized Innovations for LTC
life programs palliative Care: support for LTC organizations
The Comfort residents and
Zone providers
r
4.3.2 OCDoA/DSS On-going On-going On-going On-going
Information /
distributed CRC
about how to
report abuse
and neglect
GOAL 5 ,
4
5.1.1 OCDoA/ On-going On-going On-going On-going
Programs Senior
offered at Centers
Senior Centers,
libraries and
other
community
locations widely
advertised
19
INDICATOR Lead Status Status Status Status
Agency October 2015 January 2016 April 2016 July 2016
5.1.2 OCDoA/AT/ Information
Faith Wellness forwarded to PE
communities Faith-based SRT
encouraged to newsletter for
offer adult distribution to
education at churches re:
their sites evidenced-
based classes.
5.2.1 DoA/Housin Aging in Info sessions Aging in
Forums to g& Planning Community: held monthly Community:
discuss housing Department Planning for our for public Planning for our
and s Future series transportation Future series
transportation continued use at the offered two
services offered through Senior Centers. events: Bill Thomas
summer—focus Project EngAGE Age of Disruption
on shared Neighborhood and Paul Klever on
housing Connections SRT international
offered two models of LTC
educational
sessions at
Chapel Hill
Library.
5.2.2 DoA/VC 55+ Volunteer VC55+ VC55+ holding VC55+continues to
Volunteer Connect developed new, volunteer expand and recruit
recruitment 55+(VC55+) new comprehensive recruitment fair volunteers of all
services focus on Volunteer at Seymour ages to focus on
maintained services to older Handbook with Center focusing older adult services
through adults complete listing on community- at both senior
Volunteer announced. of volunteer based volunteer services and
Connect 55+ Non-aging opportunities, opportunities throughout the
program service as well as aimed at Orange County
providers VC55+'s providing community.
trained in how missions,goals, substantive
to recruit and procedures, opportunities to
volunteers posted on reduce social
through other website and isolation in area
resources. widely older adults.
Project EngAGE distributed.
coordinator VC55+ planning
selected to for community-
manage VC55+ based
program and recruitment fair
include PE in April.
graduates as
volunteer
leaders
20
I
INDICATOR Lead Status Status Status Status
Agency October 2015 January 2016 April 2016 July 2016
GOAL 6
6.1.1 OCDOA 2015-16 UNC Capstone Team Capstone Team New activities
Create an Aging Capstone Team work in to present final planned for
Preparedness focused on progress. recommendatio "boomers" during
Campaign to Aging ns to Aging evening hours and
encourage Preparedness Advisory Board weekends
planning and to campaign begin and staff on
challenge work in Sept April 15.
negative
stereotypes
6.2.1 OCDoA On-going Ongoing Ongoing
Members of the Advisory Aging Advisory
Aging Advisory Board Board members
Board reviewed and
designated to revised
participate in Complete
town and Streets Aging in
county housing Community
and presentation.
transportation
planning efforts
6.2.2 OCDOA MPH summer Aging in
Complete Advisory intern Community Streets policies Board developed Complete
promoted OCDOA Streets
Complete presentation.
Streets 50 attendees
presentation including
that can be planners from 4
taken to various jurisdictions and
venues . Complete
Department on Streets Coalition
Aging leaders.
participating in
regional
coalition
advocating for
complete
Streets policies
6.2.3 OCDOA
Advocate for Advisory
legislation that Board
would increase
the number of
handicapped
L
F
G
E
21
parking places in
public
developments
INDICATOR Lead Status Status Status Status
Agency October 2015 January 2016 April 2016 July 2016
6.2.4 OCDOA Part of Addressed in
Advocate for Advisory Complete Aging in
increasing Board/ Streets Community
standards for Triangle J campaign Complete
crosswalk time AAA Streets
Presentation
6.3..1 OCDOA/Hou Application to
Funding sought sing& continue
for Planning funding for
transportation Department Mobility
and housing s Manager in
initiatives process for
submission in
April
GOAL 7
7.1.1 OCDOA/UN A number of OCDOA/UNC UNC OCDOA,with help
Opportunities C Center for students from partnership in Partnerships in from UNC
for healthcare Aging and Dental, Aging Aging Program Partnerships in
providers and Health Pharmacy, represented in founded and Aging, supported 4
students to Nursing, OT, PT, HRSA grant ready to student interns
learn more ,SW, medicine initiative to collaborate over the summer: 2
about aging- and Public encourage inter- around placing MPH students, 1
related issues Health actively professional students from City and Regional
expanded involved in teamwork in all over the Planning, and 1
programming geriatrics across university in Pastoral Care.
and providing health aging-related
service at disciplines projects
OCDOA
7.1.2 OCDOA SHARP Nearly 50 Direct
Countywide Advisory Committee Care Worker
recognition Board agrees to nominations
program for organize and have been
direct care expand 2016 received for
workers Direct Care Awards process.
established— Worker Award Awards C
promote a living process Ceremony -
wage, planned for May [-
education and 2016
I,
support, and
opportunities 1-r
for decision-
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. §
22
making
. (
8.1.3 OCD A . Completed
Annual MAP
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23
NAME OF BOARD/COMMISSION Affordable Housing Advisory Board
Report Period: 1/1/2016 — 12/31/2016
ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS
ANNUAL REPORT!WORK PLAN FOR THE COUNTY COMMISSIONERS
The Board of Commissioners appreciates the dedication of all the
volunteers on their boards and commissions and welcomes input from
various advisory boards and commissions throughout the year. Please
complete the following information, limited to the front and back of this
form. Other background materials may be provided as a supplement to,
but not as a substitute for, this form.
Board/Commission Name: Affordable Housing Advisory Board
Person to address the BOCC at work session- if applicable- and contact
information:
Patsy Barbee, Chair
919-732-9223
919-732-5904
msdivapat @yahoo.com
Primary County Staff Contact:
Audrey Spencer Horsley, Director
Housing, Human Rights and Community Development
How many times per month does this board/commission meet, including
any special meetings and sub-committee meetings?
The Affordable Housing Advisory Board (AHAB) meets once a month excluding
the month of July. There are currently no sub-committee meetings.
Brief Statement of Board/Commission's Assigned Charge and
Responsibilities.
The AHAB advises the Orange County Board of Commissioners regarding
affordable housing issues and increasing the community's awareness of,
understanding of, commitment to and involvement in producing attractive,
affordable housing. Additionally, the AHAB monitors the implementation of the
Affordable Housing Bond Program.
{
24
What are your Board/Commission's most important accomplishments?
Accomplishments for 2016 included:
• Focus on educating and advocating for the affordable housing bond
• Support and input on the County's Affordable Housing Strategic Plan
• Consolidated Plan Annual Plan Update
• Speaker Presentations and Community Dialogues to address affordable
housing concerns and options that will help to increase the supply and
meet a range of needs. Speakers included the Corey Root, Orange
County Homeless Program Coordinator (August 9, 2016 meeting) and
Ashley Moncado, Orange County Planning Department (October 11, 2016
meeting).
• Sponsored Fall Affordable Housing Tour, September 10th with two
members of the BOCC and three members of the Orange County Housing
Authority.
• Review and Scoring of Outside Agency Applications
List of Specific Tasks, Events, or Functions Performed or Sponsored
Annually.
• Review and provide input on the Consolidated Plan Annual Plan Update
and Performance Report/Calendar
• Monitor the Affordable Housing Bond Program
• Conduct an Affordable Housing Tour
• Review outside funding requests/applications from organizations providing
housing services
• Educating the community on affordable housing needs, trends and
resources and related partnerships with the towns, public agencies,
nonprofits, civic and for profit organizations
Describe this board/commission's activities/accomplishments in carrying
out BOCC goal(s)/priorities, if applicable.
The AHAB advises on and supports BOCC affordable housing initiatives, goals
and priorities and conducts community outreach to obtain and share resident
concerns, comments and ideas for increasing the supply and preserving the
existing stock of affordable housing to meet the broad range of needs throughout
the County. The tasks, activities and events described above supports the
BOCC's Goal 1 and affordable housing priorities:
Goal 1: Ensure a community network of basic human services and infrastructure
that maintains, protects and promotes the well-being of all County residents.
Ii
25
Priorities:
• Providing decent, standard housing options for all residents regardless of
household income level.
• Identifying funds to develop targeted number of units (set numerical goal).
• Developing explicit plans to inform bond expenditures and other BOCC
affordable housing funding.
Describe the collaboration relationship(s) this particular board has with
other advisory boards and commissions?
This Board works closely with the Orange County Housing Authority Board. The
Affordable Housing Advisory Board was very involved in the development of the
Housing Element of the Comprehensive Plan and has thoroughly reviewed the
goals of the Housing Element and related components of the Comprehensive
Plan. The Board plans to continue to pursue the opportunity to work
collaboratively with the Planning Board to assess progress. The Board also
looks forward to working with the Human Relations Commission in implementing
the Analysis of Impediments.
If your board/commission played the role of an Element Lead Advisory
Board involved in the 2030 Comprehensive Plan preparation process,
please indicate your board's activities/accomplishments as they may relate
to the Comprehensive Plan's goals or objectives.
(The Element Lead Advisory Boards include: Planning Board, EDC,
OUTBoard, Commission for the Environment, Historic Preservation
Commission, Agriculture Preservation Board, Affordable Housing Board,
Recreation and Parks Advisory Council)
Continued to collaborate on affordable housing needs and the role the Planning
Board and planning tools that can make a positive impact on addressing county
needs and challenges identified. This includes the range of affordable housing
types permitted by right throughout the county.
Identify any activities this board/commission expects to carry out in 2017
as they relate to established BOCC goals and priorities.
If applicable, is there a fiscal impact (i.e., funding, staff time, other
resources) associated with these proposed activities (please list).
• Focus on the bond and county-owned land RFPs and land banking
priorities
• Manufactured Housing Strategies
• Consolidated Plan Annual Plan Update
• Speaker Presentations and Community Dialogues to address affordable
housing concerns and options that will help to increase the supply and
meet a range of needs
26
• Spring Affordable Housing Tour
• Joint session with the BOCC and Other Affordable Housing Boards and
Organizations that have related affordable housing goals and initiatives
What are the concerns or emerging issues your board has identified for the
upcoming year that it plans to address, or wishes to bring to the
Commissioners' attention?
Same as above.
It
5
27
is
NAME OF BOARD/COMMISSION: Agricultural Preservation Board
Report Period: 2016
ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS
ANNUAL REPORT/WORK PLAN FOR THE COUNTY COMMISSIONERS
The Board of Commissioners welcomes input from various advisory boards and
commissions in preparation for its annual planning retreat. Please complete the
following information, limited to the front and back of this form. Other
background materials may be provided as a supplement to, but not as a
substitute for, this form.
Board/Commission Name: Agricultural Preservation Board (APB)
Person to address the BOCC at work session- if applicable- and contact
information: Renee McPherson, Chair, or Kim Woods, Vice Chair, and Gail
Hughes or Peter Sandbeck, DEAPR staff support
Primary County Staff Contact:
Gail Hughes or Peter Sandbeck, DEAPR staff support
How many times per month does this board/commission meet, including
any special meetings and sub-committee meetings?
One time per month, on the third Wednesdays of January, March, May, August,
October and December. Meetings in alternate months called as needed.
Brief Statement of Board/Commission's Assigned Charge and
Responsibilities.
The Board's mission statement, adopted in 2005, is "to encourage the voluntary
preservation of farmland from non-farm development, recognizing the importance
of agriculture to the economic and cultural life of the county."
The APB serves as the County government advisory board for agricultural issues
and administers the Voluntary Farmland Protection Program Ordinance (Chapter
48, Orange County Code of Ordinances) as per NCGS 106-735 through 744.
The Board receives and makes recommendations on proposed Voluntary
Agricultural Districts and Enhanced Voluntary Agricultural Districts. The Board is
responsible for preparing and updating (in conjunction with other agricultural
agencies) the Countywide Agricultural Development and Farmland Protection
Plan, and the implementation of the Orange County Comprehensive Plan,
Natural and Cultural Systems Element (Agricultural section). The Board also
advises the Board of Commissioners on agricultural and farmland preservation,
agricultural issues including sustainable agriculture, emerging trends in
28
agriculture, and other ventures, initiatives and projects. The Board assists in
other programs such as the annual Agricultural Summit.
What are your Board/Commission's most important accomplishments?
• Hosted a successful breakfast program/informational workshop for
existing and prospective VAD/EVAD farm owners to encourage new
participants and answer questions; 75 people attended this first event held
at the Cedar Grove Community Center.
• In 2016, reviewed and recommended approval for 11 additional farms as
Voluntary Agricultural District and Enhanced Voluntary Agricultural District
farms, adding 1084 acres to these programs. This amount increased the
total enrollment into both programs to 11,464 acres on 78 farms
throughout Orange County and increased acreage in all of the seven
Agricultural Districts.
• Assisted Economic Development in reviewing and evaluating new
applications for the Ag Economic Development Grant Program; two
members of the APB serve on the grant review committee
• Continued installing new road signs to identify farms enrolled in the
Voluntary Agricultural District programs, as well as to recognize
participating farmers and increase program visibility
• Implemented revisions to the County's Voluntary Farmland Protection
Program Ordinance to conform to recent changes to NC General Statutes,
including removal of the present-use tax value requirement.
• Partnered with Animal Services to develop language to better define
nuisance livestock for the proposed Unified Ordinance
• Promoted the creation of an "Agriculture Investment Grant" program as
one of the projects to be funded by revenue generated by the new one
quarter (1,) cent "Article 46" sales tax enacted in 2012 (5% of the annual
revenue, or approximately $60,000)
• Creation and approval of the Orange County Agricultural Development
and Farmland Protection Plan (2007)
• Preparation of educational materials on Voluntary Agricultural Districts,
right-to-farm law, and other agricultural topics
• Developed list of livestock operations throughout the county for the Animal
Services department
List of Specific Tasks, Events, or Functions Performed or Sponsored
Annually.
The APB is responsible for reviewing and approving applications from farmers
seeking to participate in the VAD/EVAD program, every other month. Also,
assists in the annual Agricultural Summit and helps organize a biennial/triennial
meeting of all agricultural boards to discuss Ag issues.
2
29
Describe this board/commission's activities/accomplishments in carrying
out BOCC goal(s)/priorities, if applicable.
The APB promotes, reviews and recommends new Voluntary Agricultural
Districts and Enhanced Voluntary Agricultural Districts that help protect farmland
(Comp Plan, Natural and Cultural Systems Goal 2).
The Board oversaw the creation of a long-term plan for agricultural development
and farmland protection, and is working to implement the provisions of that plan.
(Goal 2, Goal 5).
The APB stays abreast of emerging trends in agriculture, and advises the Board
of Commissioners of new issues or concerns (Goal 5)
The APB makes recommendations on goals and objectives for the triennial
Lands Legacy Action Plan (Goal 8).
If your board/commission played the role of an Element Lead Advisory
Board involved in the 2030 Comprehensive Plan preparation process,
please indicate your board's activities/accomplishments as they may relate
to the Comprehensive Plan's goals or objectives.
(The Element Lead Advisory Boards include: Planning Board, EDC,
OUTBoard, Commission for the Environment, Historic Preservation
Commission, Agricultural Preservation Board, Affordable Housing Board,
Parks and Recreation Council)
The APB provided input to Planning throughout the development of the newly-
implemented Agricultural Support Enterprises program, to help promote
agricultural economic development and agricultural entrepreneurialism (Goal 2,
Objective AG-1).
The APB promotes, reviews, and recommends Voluntary Agricultural Districts
and Enhanced Voluntary Agricultural Districts (Goal 2 Objective AG-1, Goal 8
Objective AG-9).
The APB promotes efforts to increase purchase and consumption of local foods
(Goal 2, Objective AG-3; Goal 3, Objective AG-7).
Identify any activities this board/commission expects to carry out in 2017
as they relate to established BOCC goals and priorities. If applicable, is
there a fiscal impact (i.e., funding, staff time, other resources) associated
with these proposed activities (please list).
• Support continuation of the successful Farm-to-Table Event for 4t"-grade
students held at Blackwood Farm Park.
• Continue to promote and recommend Voluntary Agricultural Districts and
Enhanced Voluntary Agricultural Districts
• Educate/inform new, established and prospective farmers about the recent
3
ss
30
elimination of the present-use tax value requirement for VAD/EVAD
participation.
• Purchase and install additional road signs to better identify farms in the
Voluntary Agricultural District Program (existing and new farms)
• Continue the Orange County Agricultural Heritage Project to document
and make a record of the County's farms and farmers, including oral
histories and video/photo documentation
What are the concerns or emerging issues your board has identified for the
upcoming year that it plans to address, or wishes to bring to the
Commissioners' attention?
• Conflicting views of the what constitutes a "bona fide" farm as per state
law versus having a federal Farm Number continue to cause confusion,
both within the farm community and among planners and developers; the
APB supports efforts by the BOCC and Planning staff to seek ways to j
resolve this issue
• Explore ways to educate farmers and prospective farmers about the many
new agritourism opportunities that could be used to enhance and diversify
farm income and bring visitors to farms
• The APB plans to collaborate with the newly-formed Food Council on a
range of initiatives to enhance local markets for farm products.
• Continue to develop more effective methods for educating landowners
about the Present Use Valuation program application rules and deadlines;
some new owners! heirs of farmland do not realize that they must apply
for Present Use status within the 60-day deadline after a land transfer has
taken place as per state law
r'¢
4
31
NAME OF BOARD: Animal Services Advisory Board
Report Period: 2016-2017
ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS
ANNUAL REPORT/WORK PLAN FOR COUNTY COMMISSIONERS
The Board of Commissioners welcomes input from various advisory boards and
commissions in preparation for its annual planning retreat. Please complete the
following information, limited to the front and back of this form. Other
background materials may be provided as a supplement to, but not as a
substitute for, this form.
Board/Commission Name: Animal Services Advisory Board (ASAB)
43
Person to address the BOCC at Work Session—if applicable and contact
information: Currently, Maureane Hoffman is the ASAB Chair.
Primary County Staff Contact: Bob Marotto, Animal Services Director
How many times per month does this board/commission meet, including
any special meetings and sub-committee meetings?
In 2017, the ASAB will again have a monthly meeting except for the months of
July and December. Monthly meetings ensure that there is sufficient time to
listen to stakeholders and address issues and concerns in a deliberate and timely
manner.
The ASAB no longer has a standing committee. It should be noted, however,
that three (3) board members serve on the Animal Services Hearing Panel Pool.
They are responsible for chairing the panels convened to hear appeals under the
Unified Animal Ordinance. Since the adoption of ordinance earlier this year,
there have been approximately two (2) hearings each month.
In addition, task forces are created as needed to address specific issues in
greater depth. One of these is looking at community resources for pets belonging
to the homeless in coordination with Corey Root, Orange County's
Homelessness Coordinator.
Another board task force worked with staff to develop the Pat Sanford Animal
Welfare Grant which is now in place. Also, board members will be joining staff
on a panel to review grant applications in the month of November.
32
Brief Statement of Board/Commission's Assigned Charge and
Responsibilities.
The ASAB serves as a sounding board for animal-related policy issues raised by
residents or identified by the BOCC. Residents are referred to the ASAB as a
critical step in any consideration of stakeholder concerns, before bringing an item
to the Board of County Commissioners.
Also, the ASAB is concerned with the human aspects of animal issues as well as
animal welfare. Indeed, one board member is the veterinarian for Orange
County Health Board. In addition, the ASAB values and seeks to support the
"human-animal bond" and the place of animal companions in in our lives.
A special concern is the services needed by disadvantaged and often
underserved households. A good illustration is the ASAB's support for the
county's Community Spay and Neuter Program, which subsidizes cat and dog
sterilization for people on public assistance or whose household income is less
than 200 percent of the federal poverty level. The board has also supported
Animal Services in exploring other ways to serve underserved parts of our
county.
What are your Board/Commission's most important accomplishments?
The ASAB continued to work with staff and stakeholders managing pet
overpopulation in Orange County. A notable accomplishment was the approval
of the Unified Animal Ordinance (UAO), which includes a differential recovery
rate for reproductive versus sterilized stray animals and a microchip requirement
for the recovery of stray animals.
Given that the ASAB no longer is responsible for appeal hearings, the board and
staff have initiated a review of the procedures for the ASAB. Proposed revisions
including a number of updates are expected to be forthcoming by the end of
2016.
A related initiative is to change ordinance language from "vicious" to "dangerous"
which is expected to be forthcoming in a proposed amendment. This initiative
arose from the concern of members of the Animal Services Hearing Panel Pool
that the "vicious" language was alarming to the owners of animals so deemed.
They expressed their sense that for this reason alone there were appeals
requests that might not otherwise be made.
In addition, the board played an important role in creating the Pat Sanford Animal
Welfare Grant with a $5,000 donation from the Friends of Orange County Animal.
A task force worked with staff to create a concept plan and grant application.
Several board members will also sit with staff on the panel that reviews grant
33
i
applications later in the year.
Finally, the ASAB continued to assist the BOCC in ensuring that board vacancies
are filled in a timely and effective manner. It routinely makes recommendations
to the BOCC based upon interviews with candidates for vacant positions. It also
provides each new member with an orientation, which includes an introduction to
the board, a review of county policies for boards and commissions, and an
overview of Animal Services operations."
List of Specific Tasks, Events, or Functions Performed or Sponsored
Annually.
In addition to activities mentioned above, the board sometimes hosts partner
organizations, and supports the annual Open House, which promotes positive
community relations.
Describe this board/commission's activities/accomplishments in carrying
out BOCC goal(s)/priorities, if applicable.
Work done by the ASAB in coordination with Animal Services staff touches
several principles and priorities. Three principles and priorities seem noteworthy
with respect to the ASAB in calendar year 2016. These are:
Sustainable Services
• Supported strategic plan for managing pet overpopulation to control
medium and long-term costs.
• Concentrated on essential services and supported discussion of
developments in the field of animal welfare that could be implemented in
Orange County
Making County Government Accessible, Understandable and Transparent
• Served as a sounding board for stakeholder concerns about animal issues
and animal related policies.
• Coordinated openly and effectively with the County Manager and BOCC.
• Made recommendations to the BOCC regarding various animal issues as
well as regarding candidates for board vacancies.
• Supported implementation of a unified animal ordinance in order to create
more comprehensible regulatory rules for all residents.
Advisory Board Roles and Responsibilities
• Provided a setting for stakeholder communication about a broad range of
animal-related matters
• Sustained ASAB by vetting candidates for board vacancies, making
recommendations to the BOCC, and conducting orientations for new
members
iii
34
If your board/commission played the role of an Element Lead Advisory
Board involved in the 2030 Comprehensive Plan preparation process,
please indicate your board's activities/accomplishments as they may relate
to the Comprehensive Plan's goals or objectives.
(The Element Lead Advisory Boards include: Planning Board, EDC,
OUTBoard, Commission for the Environment, Historic Preservation
Commission, Agriculture Preservation Board, Affordable Housing Board,
Recreation and Parks Advisory Council)
Not applicable.
Identify any activities this board/commission expects to carry out in 2016
as they relate to established BOCC goals and priorities.
If applicable, is there a fiscal impact (i.e., funding, staff time, other
resources) associated with these proposed activities (please list).
The ASAB expects to be especially concerned with several areas in the coming
year. These are:
Sustainable Services
• Working within a plan to managing pet overpopulation with special
emphasis on free-roaming cats.
• Supporting essential services and exploring emergent trends in the field of
animal welfare and how they fit in Orange County;
• Supporting effective partnerships with other organizations
Making County Government Accessible, Understandable and Transparent
• Serving as a sounding board for various issues and policy concerns.
• Coordinating with staff to inform the County Manager and the BOCC of
strategic initiatives and significant policy considerations
• Conducting research and making policy and/or program recommendations
to the BOCC as needed
Advisory Board Roles and Responsibilities
• Provide a setting for stakeholder communication about animal-related
matters
• Providing leadership to the appeal hearing panels by having three (3)
board members be part of the Animal Services Hearing Panel Pool and
chair the hearing panels
• Recommend ASAB applicants to the BOCC and orient new members to
the role and responsibility of the advisory board.
• Supporting the Pat Sanford Animal Welfare Grant with board members
serving along with staff on the annual grant application review panel.
j=.
35
What are the concerns or emerging issues your board has identified for the
upcoming year that it plans to address, or wishes to bring to the
Commissioners' attention?
Managing Pet Overpopulation: The board will work with staff to begin to
implement the five (5) year plan for managing free roaming cats. An important
component of this effort will be exploring mutually beneficial relations with county
farms and other rural residents. These discussions started with a recent
presentation to the Agricultural Preservation Board and will continue with
discussions with Agricultural Extension staff and possibly members of Ruritan
Clubs and the Grange.
Notably, the implementation of the plan to manage free roaming cats has been
deferred more than a year due to the effort involved in implementing the Unified
Animal Ordinance. However, it remains critical to effectively managing pet
overpopulation in Orange County in the long run. In addition, the board will work
with staff to ensure that organizational forms and practices responsible for the
county's success in managing over population are recognized, supported and
extended into the future.
Exploring New Frontiers: The board will continue to work with staff to consider
the cutting edge developments for Orange County. These include efforts such as
Pets for Life oriented toward supporting pet ownership in underserved parts of
the county and related efforts seeking to reduce animal intakes. Critical to this
effort may be partnerships with neighborhood groups and community centers.
Pets of the Homeless: Working with the county's Homelessness Coordinator to
identify community resources that can be tapped to help care for pets belonging
to the homeless as they undergo different transitions. This has been a
perplexing problem for Animal Services to deal with on its own and there is a
strong sense that a broad based approach is the most successful way to find
solutions to what are very stressful situations.
School Partnerships: Continue to work with staff to explore opportunities to
collaborate with the schools to promote responsible pet ownership among future
generations of county residents. One is to create stronger relationships with
school social workers to promote subsidized spay and neuter for pets.
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NAME OF BOARD/COMMISSION: Orange County Arts Commission
Report Period 2016
ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS ANNUAL REPORT/WORK PLAN FOR
THE COUNTY COMMISSIONERS
The Board of Commissioners appreciates the dedication of all the volunteers on their boards and
commissions and welcomes input from various advisory boards and commissions throughout the year.
Please complete the following information, limited to the front and back of this form. Other background
materials may be provided as a supplement to, but not as a substitute for, this form.
Board/Commission Name: Orange County Arts Commission
Person to address the BOCC at work session- if applicable- and contact information:
Katie Murray, 919-245-2335 kmurra ov
Primary County Staff Contact:
Katie Murray, 919-245-2335 kmurray(a.orangecountync.gov
How many times per month does this board/commission meet, including any special meetings and
sub-committee meetings?
1 monthly meeting, 1 annual board retreat (sub-committee meetings starting in 2017)
Brief Statement of Board/Commission's Assigned Charge and Responsibilities.
9 g p
Created in 1985 as the official government agency on the arts by a Resolution of the Board of County
Commissioners (BOCC), the Orange County Arts Commission serves as a clearinghouse for arts
information, facilitator of arts programs & advisor to the Orange County Board of County Commissioners
regarding the arts. We have been the Designated County Partner (DCP) of the North Carolina Arts Council
in Orange County since 1985 and are responsible for sub-granting state and county funds to arts
organizations, schools and artists throughout the county.
it
What are your Board/Commission's most important accomplishments?
• The designation of state and county funds through two cycles of arts grants each year.
• Hosted three Artist Salons for local artists
• Served as ambassadors and panelists for the Emerging Artist Program, the Annual Piedmont Laureate
Program, and the 4th US Congressional District High School Art Competition
• Initiated a new public art project to be constructed Spring, 2017, at Orange County Animal Services
• Served as lead agency for Orange County in the participation of Americans for the Arts' Arts and Economic
Prosperity Survey V
List of Specific Tasks, Events, or Functions Performed or Sponsored Annually.
• Two Grant Cycles (Spring & Fall) annually that fund artists, schools & nonprofit organizations utilizing state
& county funds
• Annual Emerging Artists Program through a partnership with the Durham Arts Council
• Annual Piedmont Laureate Program through a partnership with the Durham Arts Council, the
38
Raleigh Arts Commission and the United Arts Council of Raleigh and Wake County
• Quarterly Artists' Salons featuring free professional development sessions for artists
• Annual 4th US Congressional District High School Art Competition
• Public Art initiatives on county-owned property
Describe this board/commission's activities/accomplishments in carrying out BOCC
goal(s)/priorities, if applicable.
Goal 3: Implement planning and economic development policies which create a balanced, dynamic local
economy, and which promote diversity, sustainable growth, and enhanced revenue while embracing
community values.
• Partnerships on projects with local agencies and organizations including Orange County Animal Services,
Towns of Hillsborough, Chapel Hill and Carrboro, Chapel Hill Public Arts Commission.
• Economic Development through the arts. o Serving as lead agency for Americans for the Arts' Arts and
Economic Prosperity Survey V, OCAC worked with the Chapel Hill Public Arts Commission, the Town of
Carrboro and the Town of Hillsborough to gather economic impact data from 177 arts and cultural
organizations within Orange County as well as attendees to arts events throughout the county. This data will
be compiled by AFTA and provided through a report of town, county, state and national data in March 2017.
This report is the gold-standard in determining the impact the arts have on the local economy.
Goal 6: Ensure a high quality of life and lifelong learning that champions diversity, education at all levels,
libraries, parks, recreation, and animal welfare.
• Education for at-risk children Children with exposure to the arts have lower drop-out rates and better
standardized test scores. Because of this, the socioeconomic data of area schools is considered during the
Arts Grant application process. The demographic breakdown of students served and rate of Free and
Reduced Lunch is considered when selecting funded programs.
• Increase collaboration between school districts For the OCAC Fall 2016 Grants Cycle, we will be
funding a $5k Arts Coalition Grant partnership between three Title I elementary schools within Orange
County Schools. These three schools will partner with The ArtsCenter in Carrboro to provide 16 one-week
residencies with high-qualified teaching artists in New Hope Elementary, Efland-Cheeks Global Elementary
and Center Elementary Schools. The residencies will be followed up with a professional performance at The
ArtsCenter in Carrboro. The large-scale arts immersion program will serve as a model to hopefully be
replicated in other schools in 2017.
Describe the collaboration relationship(s) this particular board has with other advisory boards and
commissions?
Throughout 2016 the OCAC Advisory Board worked in partnership with:
• Chapel Hill Public Arts Commission
• Chapel Hill/Orange County Visitors Bureau
• Orange County Animal Services
• Raleigh Arts Commission
• Durham Arts Council
• United Arts Council of Raleigh/Wake County
• North Carolina Arts Council
•Americans for the Arts
39
If your board/commission played the role of an Element Lead Advisory Board involved in the 2030
Comprehensive Plan preparation process, please indicate your board's activities/accomplishments
as they may relate to the Comprehensive Plan's goals or objectives.
(The Element Lead Advisory Boards include: Planning Board, EDC, OUTBoard, Commission for the
Environment, Historic Preservation Commission, Agriculture Preservation Board, Affordable
Housing Board, Recreation and Parks Advisory Council)
Not Applicable
Identify any activities this board/commission expects to carry out in 2017 as they relate to
established BOCC goals and priorities.
If applicable, is there a fiscal impact (i.e., funding, staff time, other resources) associated with these
proposed activities (please list).
Goal 3: Implement planning and economic development policies which create a balanced, dynamic local
economy, and which promote diversity, sustainable growth, and enhanced revenue while embracing
community values.
• Partnerships The OCAC plans to create new programs and partnerships with both agencies within
Orange County government, as well as among the overall arts community of Orange County. We plan to
host a series of focus groups and social events in Spring 2017 with the goal of uniting the arts community
and identifying ways in which we can work together to promote Orange County as an arts destination.
• Economic Development Orange County has significantly more arts resources than our neighbors in
Wake and Durham Counties, as well as a higher (and more successful) population of arts organizations and
working artists. The OCAC plans to determine a strategy in 2017 to unify the arts community and work
together to make the arts as much of a destination for the county as sports, history and food, even further
contributing to the economy of the county. We plan to identify the areas of greatest need and coordinate a
plan of action to tackle these needs. Examples may include enhanced advertising/promotion, a need for
affordable studio space for visual artists and performance space for performing arts, and better collaboration
between arts organizations.
Goal 6: Ensure a high quality of life and lifelong learning that champions diversity, education at all levels,
libraries, parks, recreation, and animal welfare.
The arts are critical to a high quality of life. The OCAC wants to make the arts accessible to all, regardless of
socio-economic status and will be working in 2017 to consider ways in which to make this possible. Priority
will continue to be places on at-risk communities during our grant cycles, as well as new projects and
partnerships to make the arts accessible.
What are the concerns or emerging issues your board has identified for the upcoming year that it
plans to address, or wishes to bring to the Commissioners' attention?
The OCAC is in a significant period of transition. It is the feeling of the commission's new director Katie
Murray, as well as the Advisory Board that in addition to serving as the Designated County Partner with the
NC Arts Council and managing grant funds, the OCAC can play a much larger role in elevating the arts
community. Currently, we are working to identify the areas of need and the challenges associated with them.
Several short-term areas of need have been identified including:
1. PROMOTION/MARKETING: Most organizations within the county are nonprofit organizations with limited
marketing budgets, working to promote their own programs and projects.
40
SOLUTIONS:
• Expanded OCAC social media presence to include twitter and Instagram (our facebook page has seen a
106% increase in followers since September)
• Improved monthly e-newsletter highlighting the arts community (our enews has seen a 20% increase in
subscribers since September, as well as twice the open and click-through rates of readership)
• Production of an Orange County Arts Map (2017)
• More useful and informative website (artsorange.org has seen 76% increase in traffic).
• Better utilization of media contacts to promote the arts in Orange County
2. UNIFICATION & COMMUNICATION One common complaint among arts stakeholders has been a lack
of communication within the arts community, both within similar groups, organizations within the same
community, and communication among the three primary communities of Chapel Hill, Carrboro and
Hillsborough.
SOLUTIONS:
• Formation of Orange County Creatives group on Facebook to "start the conversation" (105 members as of
12.13.16)
• Hosting social events and focus groups to encourage collaboration and sharing of ideas (2017)
3. COORDINATION OF COUNTY-WIDE INITIATIVES Most county arts entities are working within the
confines of the nonprofit world (limited resources and time), and are strictly focused on their own mission.
There is a lack of projects that benefit the greater arts community and promote, on a larger scale, the arts of
Orange County.
SOLUTIONS:
• Researching grant opportunities to allow for county-wide programs and projects including research
projects, public art and placemaking and events.
Long term needs and a related plan of action will be assessed through our Focus Group Series happening
in Spring 2017.
The immediate challenges we plan to address in 2017 include:
1. FUNDING All external OCAC funding (from NC Arts Council) is spent on local arts grants. Increased
streams of revenue would allow the OCAC to take on more programs and promotional campaigns and serve
as a greater resource for the arts community. The OCAC will be exploring fundraising options to support our
goals.
2. FRAGMENTED RESOURCES There are many arts resources spread throughout the county. How do we
make sure each resource is being fully utilized by those who need it? How do we make sure we're not
duplicating efforts? How do we work in collaboration to accomplish more?
3. GETTING THE ARTS IN THE CONVERSATION Almost every municipal project, tourism campaign, or
economic development initiative is an opportunity to incorporate the arts and promote Orange County as an
arts destination. Everything from new sidewalk trash receptacles to the solicitation of new businesses can
and should utilize our thriving arts community.
41
NAME OF BOARD/COMMISSION Board of Adjustment
Report Period 2016 Calendar Year
ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS
ANNUAL REPORT/WORK PLAN FOR THE COUNTY COMMISSIONERS
The Board of Commissioners appreciates the dedication of all the volunteers on
their boards and commissions and welcomes input from various advisory boards
and commissions throughout the year. Please complete the following
information, limited to the front and back of this form. Other background
materials may be provided as a supplement to, but not as a substitute for, this
form.
Board/Commission Name: Board of Adjustment
Person to address the BOCC at work session- if applicable- and contact
information: Michael Harvey, Planning and Inspections 919-245-2597
Primary County Staff Contact:
Michael D. Harvey, Planning and Inspections 919-245-2597
(Secondary Contact: Elaina Cheek 919-245-2585)
How many times per month does this board/commission meet, including
any special meetings and sub-committee meetings?
The Board meets on an as needed basis, typically the second Monday of each
month. There are no sub-committees associated with the Board of Adjustment.
Brief Statement of Board/Commission's Assigned Charge and
Responsibilities.
Review development applications requiring the issuance of a Class B Special
Use Permit, Variance requests, or appeals of decisions made by the Planning
Director.
What are your Board/Commission's most important accomplishments?
The continuous processing of various applications, in a courteous, professional
manner, consistent with the requirements of both the County's Unified
Development Ordinance and the applicable provisions of State law.
List of Specific Tasks, Events, or Functions Performed or Sponsored
Annually.
None
Describe this board/commission's activities/accomplishments in carrying
out BOCC goal(s)/priorities, if applicable.
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42
The Comprehensive Plan suggests the development be processed in a fair and
equitable manner. The Board of Adjustment operates in a strong quasi-judicial
framework.
The Board of Adjustment is not a direct creations of the BOCC but is a statutorily
required body designed to serve a myriad of functions including the review,
interpretation and application of development regulations.
While some of their actions are based on the wording of the adopted 2030
Comprehensive Plan they are required to review certain cases, such as variance
and appeal applications, on a case by case basis. There is always a likelihood
the Board may determine there are errors within staff decisions and development
regulations potentially requiring action by the BOCC to address.
The BOCC, like any aggrieved party, has the option of appealing the Board's
decisions to Superior Court for judicial review.
Describe the collaboration relationship(s) this particular board has with
other advisory boards and commissions?
The Board of Adjustment is an autonomous group that operates independently
from other Board's. As an example while the Planning Board may coordinate the
review of a text amendment with the Commission for the Environment the Board
of Adjustment does not collaborate or review specific matters within any outside
entity. Their purpose is to take specific action with respect to the processing of
certain permits (i.e. Class B Special Use Permits) or in the review of local
Planning staff decisions as they relate the enforcement and interpretation of the
UDO. The Board of Adjustment can recommend the BOCC look at specific items
but as a general rule there is no collaboration with any other advisory body.
If your board/commission played the role of an Element Lead Advisory
Board involved in the 2030 Comprehensive Plan preparation process,
please indicate your board's activities/accomplishments as they may relate
to the Comprehensive Plan's goals or objectives.
(The Element Lead Advisory Boards include: Planning Board, EDC,
OUTBoard, Commission for the Environment, Historic Preservation
Commission, Agriculture Preservation Board, Affordable Housing Board,
Recreation and Parks Advisory Council)
The Board did not play the role as detailed herein.
43
Identify any activities this board/commission expects to carry out in 2017
as they relate to established BOCC goals and priorities.
If applicable, is there a fiscal impact (i.e., funding, staff time, other
resources) associated with these proposed activities (please list).
Continued professional and courteous processing of applications consistent with
the requirements of the UDO and State law.
What are the concerns or emerging issues your board has identified for the
upcoming year that it plans to address, or wishes to bring to the
Commissioners' attention?
If permitted uses processed are being examined, then any thoughts towards a
more expanded role of the Board of Adjustment should be mutually researched.
44
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45
NAME OF BOARD/COMMISSION Board of Health
Report Period Calendar Year 2016
ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS
ANNUAL REPORT/WORK PLAN FOR THE COUNTY COMMISSIONERS
The Board of Commissioners appreciates the dedication of all the volunteers on
their boards and commissions and welcomes input from various advisory boards
and commissions throughout the year. Please complete the following
information, limited to the front and back of this form. Other background
materials may be provided as a supplement to, but not as a substitute for, this
form.
Board/Commission Name: Board of Health
Person to address the BOCC at work session- if applicable- and contact
information:
Chair— Nick Galvez, ngalvez1234Agmail.com
Primary County Staff Contact: Dr. Colleen Bridger, 919-245-2412
How many times per month does this board/commission meet, including
any special meetings and sub-committee meetings?
Ten Board meetings per year; three subcommittees (Physical Activity/Nutrition,
Substance abuse/Mental health and Social Determinants of Health) meet as
needed usually bi-monthly. Chair and Vice Chair meet with Health Director
monthly.
Brief Statement of Board/Commission's Assigned Charge and
Responsibilities.
The Board of Health is the primary policy-making and adjudicatory body (NCGS
130A-39(a) (powers and duties of the boards of health) and NCGS 130A-24
(appeals), for the health department and is charged to protect and promote the
public health of Orange County.
46
Mission and Core Functions of the Health Department:
To enhance the quality of life, promote the health, and preserve the environment
for all people in the Orange County community.
• Prevent and intervene in epidemics and the spread of disease
• Protect against environmental hazards
• Promote and encourage safe and healthy behaviors
• Assure the quality and accessibility of health services
• Assure compliance with laws and regulations that protect health and
safety
• Convene community collaborations to address common issues
What are your Board/Commission's most important accomplishments?
Overall –This year marked the completion of our every 4-year Community Health
Assessment and subsequent strategic planning/Community Health Improvement
Plan development. We had a record number (1,200) of responses to the survey,
nearly a dozen focus groups in multiple languages and extensive community
involvement in the development of the 3 shared priorities between the Board of
Health and the Healthy Carolinians of Orange. These priorities are: 1) Social
Determinants of Health; 2) Physical Activity and Nutrition and 3) Mental Health
and Substance Abuse.
By Priority (previous Strategic Plan priorities):
Substance Abuse and Mental Health
• Syringe Exchange in both HD locations
• Completed mental health gap analyses—criminal justice system and for
children and youth age 0-25
• Successful launch of integrated behavioral health services in HD clinics
• Evaluations show continued improvement in percent of OC residents who
know about the Smoke Free Public Places Rule.
Childhood and Family Obesity
• Partnering with UNC Health Promotion and Disease Prevention to pilot
online GO NAP SACC tool in OC
• Founding partner of No Kid Hungry NC
• Participating with UNC's Food for All campus theme
Access to Care
• Celebrated 2nd anniversary of the Family Success Alliance
o 1 additional Navigator hired (5 total)
47
o Kindergarten readiness evaluated as effective by FPG
o Collective Impact summit recognized statewide
• Innovation Grants Program on-going
List of Specific Tasks, Events, or Functions Performed or Sponsored
Annually.
Healthy Carolinians Annual Meeting
Review of Child Fatality Prevention Task Force Report and Recommendations
Review of State of County Health Report
Review and approve new programs for health department
Review and approve budget request for department to forward to county
Review and approve fee schedule and any fee changes and forward to county
Review department strategic plan annually
Review annual activity report for the department
Reviews quarterly and annual fiscal report for department
Reviews annual communicable disease report for the county
Review of Health Director performance
Regular Board of Health Education Session
Describe this board/commission's activities/accomplishments in carrying
out BOCC goal(s)/priorities, if applicable.
The current BOCC goal on preserving safety net functions is the goal most
closely aligned to the Health Department's functions.
Describe the collaboration relationship(s) this particular board has with
other advisory boards and commissions?
Our current Chair, Liska Lackey serves on the Healthy Carolinians of Orange
Task Force and the Family Success Alliance Advisory Board. We collaborate as
appropriate with the OUT Board and the DSS Board.
If your board/commission played the role of an Element Lead Advisory
Board involved in the 2030 Comprehensive Plan preparation process,
indicate your board's activities/accomplishments as they may relate
to the Comprehensive Plan's goals or objectives.
(The Element Lead Advisory Boards include: Planning Board, EDC,
OUTBoard, Commission for the Environment, Historic Preservation
Commission, Agriculture Preservation Board, Affordable Housing Board,
Recreation and Parks Advisory Council)
Not Applicable
48
Identify any activities this board/commission expects to carry out in 2017
as they relate to established BOCC goals and priorities.
If applicable, is there a fiscal impact (i.e., funding, staff time, other
resources) associated with these proposed activities (please list).
The Board of Health has an ambitious 2-year strategic plan which has been
attached to this report. With the exception of the FSA work (for which funding
estimates have been detailed at a BOCC meeting), this plan minimally affects the
Health Department's budget.
What are the concerns or emerging issues your board has identified for the
upcoming year that it plans to address, or wishes to bring to the
Commissioners' attention?
The political changes in Washington DC may have negative financial
ramifications for the Health Department. Additionally, if the ACA is repealed, we
may need to provide medical services for more people. This comes at a time
when we are struggling to recruit nursing and other medical provider staff, so it
will be difficult to scale up quickly to address these needs.
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Board of Health Strategic Plan 201 6-2018
The Board of Health is the primary policy-making and adjudicatory body for the Health
Department. It is charged to protect and promote the public health of Orange County. Every
two years, the Board of Health establishes a new strategic plan based on community health
priorities and research on policies proven to improve community and individual health.
Contents
Introduction Pgs. 1-4
Priority: Social Determinants of Health Pg. 5
Focus Area #1: Serve as a catalyst and advocate for health outcomes in the Family Success Alliance.
31 Focus Area #2: Advocate for and pursue policies and practices aimed at improving access to care,
with a focus on cultural and language barriers to access.
Priority: Physical Activity ft Nutrition Pg. 6
Focus Area #1: Advocate for and pursue policies, practices, and partnerships aimed at
increasing access to healthy foods and safe places for physical activity.
Focus Area #2: Advocate for and pursue evidence-based policies, practices, and
partnerships that increase physical activity and improve nutrition in
schools.
Priority: Substance Abuse ft Mental Health Pgs. 7-8
* Focus Area #1: Serve as a catalyst and advocate for policies and practices that promote
integrated care in the Orange County Health Department and other
medical providers in the county.
Focus Area #2: Advocate for and pursue policies, practices, and partnerships that
improve substance abuse and mental health services in Orange
County, especially to vulnerable populations such as the homeless
and those connected with the criminal justice system.
Engagement Pg. 8
Focus Area #1: Actively engage with local government, advisory boards, and the community on
Board of Health strategic plan priority areas.
Timeline Pg. 9
51
. J'OCltelI01
Every four years the Orange County Board of Health commissions a Community Health
Assessment (CHA) to identify pressing and emerging community health issues. The latest
Community Health Assessment was completed in December of 2015. As in years past, the
Board adopted the community's top three health priorities from the CHA to focus the
Board's next policy-focused Strategic Plan.
The three priorities: 1) Social Determinants of Health; 2) Physical Activity Et
Nutrition and 3) Substance Abuse & Mental Health were the community's top three
health priorities. More detailed information on the most recent CHA is available on
the Health Department website here.
To oversee the work of this extremely ambitious Strategic Plan, the Board of Health has
three oversight committees—one for each priority—that meet regularly to ensure action
steps and deliverables meet the deadlines established in the plan.
. � :: ..-....2016 St'Stra tog : tan Vii ,;fits
Full report accessible on Board of Health website
Access to Care
* Active participation by Board of Health Chair, Liska Lackey, as the Vice-Chair of the
Family Success Alliance
* Two successful years of OCHD Innovation Grants, with a record number of applicants
(24) during the 2016 Innovation Grant Cycle. Projects from 2015-2016 included:
• Food safety quick reference cards
• Video Remote Interpretation (VRI) equipment and software
• Feasibility study of Uber and other ride-sharing apps for community transportation
• Development of new Environmental Health tools for septic tank lid lifting
Substance Abuse Et Mental Health
* Trained and equipped over 161 first responders with naloxone, including the first law
enforcement agency in North Carolina to deploy naloxone
* Established the Orange County Safe Syringe Initiative
* Completed a gap analysis of mental health and the criminal justice system in Orange
County
Child Et Family Obesity
* Regular Health Department participation on the Transportation Advisory Board
* Provision of technical assistance, in partnership with the NAP SACC team, for two
childcare centers to successfully complete the new online GO NAP SACC tool and
improve physical activity and nutrition practices
* Partnered with Orange County Schools to identify equipment needed to increase
breakfast participation at elementary schools
52
I
The Board of Health Strategic plan is situated in a broader context of purposeful planning
and actions that provide the Board, Health Department staff, and the Orange County
community with a clear picture of local health goals, plans and strategies to achieve these
goals, and the measures used to monitor progress. These plans not only communicate how
we will address the community's health priorities, but also how our values as an
organization drive our work.
Current strategic plans focus on three different levels of impact: population, service, and
workplace priorities. Population priorities focus on policies and programs that improve the
health of the Orange County population. The Board of Health Strategic Plan focuses on
population level impact through policy. Service priorities focus on improving the services
provided by the OCHD. Workplace priorities focus on improving the OCHD workforce and
the working environment.
ti�on Prlarie g moo,K , '
Board of Health Strategic Plan &
Community Health Assessment
Physical Activity&Nutrition
Substance Abuse&Mental Health
5 �� ! � r ` t
Social Determinants of Health ,-, �.
3ea 'rca Li.taU OCHD Vision Plan
LJMJN r#E 1tT#RSSESS?k;t1.
Environment
Technology
Z r Engagement t
. _ ,,. OCHD Internal Strategic Plan
x Staff Recognition
Organizational Enlightenment
ruu REPORT 7
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Health is much more than what happens within the walls of a clinic or hospital. Health is
influenced by our homes, schools, jobs, and access to social and economic opportunities.
These impacts on health are known as the Social Determinants of Health (SDH). Issues such
as poverty, access to care, employment and transportation were all discussed as important
SDH in Orange County by residents during the 2015 Community Health Assessment. The Board
of Health will work to address these issues through two focus areas:
1) Serve as a catalyst and advocate for health outcomes in the Family Success Alliance.
2) Advocate for and pursue policies and practices aimed at improving access to care, with
a focus on cultural and language barriers to access.
Focus Area #1 - Serve as a catalyst and advocate for health outcomes in the Family Success
Alliance
1) By May 2018, the SDH Subcommittee and Board will recommend a pilot medical-legal
partnership with Legal Aid of North Carolina to address legal care needed for Family Success
Alliance cohort families to be healthy.
2) By October 2017, Health Department staff will explore the use of clinical tools, such as
ACEs screening, to use in OCHD clinics to identify important social determinants of health
and appropriate interventions.
Focus Area #2 - Advocate for and pursue policies and practices aimed at improving access to
care, with a focus on cultural and language barriers to access.
1) By May 2017, Health Department staff will explore the use of text messaging to provide
reminders, education, or self-management for OCHD programs and clinic services.
2) By February 2017, the Health Department will host at least two "translation boot camps"
with the Healthy Carolinians Access to Care committee, on specific health topics to
translate clinical language and recommendations about that health topic into culturally and
linguistically relevant and motivational messages.
3) By February 2018, the SDH Subcommittee will receive a report on Health Department staff's
research on the appropriate pathway and necessary partners to pursue policy change to
make birth control pills available over the counter.
54
pro-i'i 't : 'Physical„Ae t v i an .; . -Y " on
Obesity remains a top health concern for Orange County adults and children. Chronic
diseases are the leading cause of death in Orange County, and heavily influenced by
physical activity and nutrition. Prevention is the most effective way to address obesity and
the chronic diseases related to it. Effective prevention means ensuring safe places for
physical activity and access to healthy foods in all communities. The Board of Health will
work to address these issues through two focus areas:
1) Advocate for and pursue policies, practices, and partnerships aimed at
increasing access to healthy foods and safe places for physical activity.
2) Advocate for and pursue evidence-based policies, practices, and partnerships
that increase physical activity and improve nutrition in schools.
'Air Action 5ta?vs
Focus Area #1 - Advocate for and pursue policies, practices, and partnerships
aimed at increasing access to healthy foods and safe places for physical
activity.
1) By May 2018, the PAN Subcommittee will explore providing incentives to food retailers
to locate in and/or offer healthier food and beverage choices in underserved areas
(food deserts) with the newly formed Orange County Food Policy Council.
2) By January 2018, Health Department staff will conduct a nutritional review of the
Homestead Aquatic Center and provide policy and food labeling recommendations to
increase availability and choice of healthy food options.
3) By May 2017, the PAN Subcommittee will explore the creation of a health app, like Be
Healthy Rockingham County, to highlight safe places for physical activity, programs,
trails, and other physical activity and nutrition options in Orange County.
Ir
Focus Area #2 - Advocate for and pursue evidence-based policies, practices, and
partnerships that increase physical activity and improve nutrition in schools.
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1) By August 2017, Health Department staff will conduct an assessment of physical activity
options in both school districts, including the # and % that provide in-class activity
breaks, require daily PE, and have formal joint-use agreements to allow students and
families to use facilities after school and on weekends (School Health Index).
2) By December 2016, Health Department staff will seek a local funding partnership to
provide small grants for school staff to implement in-class or other short activity breaks
during the school day.
55
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Prior .t y . ubsI 'in(°e ,A19u e 4? ,�J3 ;'ita , R.e It
Substance abuse and mental health issues permeate local public health. From
exposure to environmental tobacco smoke causing an increase in cardiovascular
disease to the challenges associated with ensuring medication compliance in a
depressed patient with a communicable disease, mental health and substance abuse
have far-reaching health and economic impacts. Addressing these problems will take a
fully engaged and active presence by all organizations serving these clients. The Board
of Health will address this issue through two focus areas:
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1) Serve as a catalyst and advocate for policies and practices that promote
integrated care in the Orange County Health Department and other medical
providers in the county.
2) Advocate for and pursue policies, practices, and partnerships that improve
substance abuse and mental health services in Orange County, especially to
vulnerable populations such as the homeless and those connected with the
criminal justice system.
Focus Area #1: Serve as a catalyst and advocate for policies and practices that
promote integrated care in the Orange County Health Department and other
medical providers in the county.
1) By January 2017, the Board will receive report on progress of OCHD's integrated
behavioral care program. The Board will also share this report with the Board of County
Commissioners.
2) By June 2017, Health Department staff will investigate reimbursement barriers for
primary care providers to provide and bill for Screening, Brief Intervention, and Referral
to Treatment (SBIRT), telephone and face-to-face consultation with behavioral health
providers, and care provided by a behavioral health and primary care provider on the
same day in the same clinic.
3) Based on the lessons learned from 1) and 2), the Health Department will provide a
presentation/training on strategies for implementation, possibly at the annual Orange
County Provider breakfast, together with partners such as the NC Center of Excellence
for Integrated Care and UNC Center for Excellence in Community Mental Health by April
2018.
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Focus Area #2: Advocate for and pursue policies, practices, and partnerships that improve
substance abuse and mental health services in Orange County, especially to vulnerable
populations such as the homeless and those connected with the criminal justice system.
1) By January 2017, the Board will receive an annual report on the use of county dollars
invested in Cardinal Innovations Healthcare Solutions, including specified indicators of
interest to the Board of Health.
2) By June 2017, the SAMH Subcommittee will explore with Cardinal Innovations Healthcare
Solutions and other local mental health stakeholders the evidence-base and feasibility of
mental health screening and referral kiosks in target community locations.
3) By June 2018, Health Department staff will partner with criminal justice and jail partners
to explore a pilot system to ensure continuity of behavioral health care during and after
incarceration.
Engageillent.
The Board of Health plays a key role in advocating for policies and activities that
positively impact the health of Orange County residents. As a part of building an
active culture of health within our county, the Board aims to have engagement with
and from the community at large. The Board of Health will work to address this issue
through one primary focus areas:
1) Engaging with local government, advisory boards, and the community on Board of
Health strategic plan priority areas
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Focus Area #1: Actively engage with local government, advisory boards, and the
community on Board of Health strategic plan priority areas.
1) The Board will receive summaries on the activities of applicable local boards or
governing bodies at meetings two times per year, or as necessary for timely
board action.
57
11-i an - See •i :•e n/ reat:time updates
Sotlal,Determinants..of Health„' 16 17 18
#1:Family Success Affiance(ESA) J A S O N D J F M A M J J A S O N D J F M A M'
Pilot a medical-legal partnership for FSA
Explore screening tools for social determinants of health at OCHD clinics
#2:Increase Access to Care
Explore use of text messaging for OCHD programs and services
Host 2"translation boot camps”with HCOC Access Committee
Research how to make birth control pills available OTC
, ,' 16 17 18
#1:Policy&Practices for Healthy Foods and Safe Places J A S O N D J F M A M J J A S O N D J F M A M
Support Food Policy Council to explore incentive structure for
healthy food retailers
Review of nutrition and labeling at Homestead Aquatic Center&reccs.
Explore creation of health app(e.g.Be Healthy Rockingham County)
#2:Physical Activity&Nutrition in Schools
Assessment of physical activity policy&practices in OC school districts
Seek local funding partnership for grants for school staff projects
16 17 18
#1:Policy&Practice for Integrated Care J A S O N D J F M A M J J A S O :N D J F M A M
Report on OCHD's integrated behavioral care program
Investigate reimbursement barriers for PCP to provide integrated care
Provide presentation/training on integrated care in OC
#2:Policy&Practice for SAMH
Receive report on use of local dollars for SAMH services
Explore mental health screening and referral kiosks
Explore system for continuity of care before/after incarceration
: 16 17 18
#1:Engage with Policymakers&Community J A S O N D J F M A M J J A S O N D J F M A M
Summaries on policy actions of local boards 2x per year
58
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NAME OF BOARD/COMMISSION Board of Social Services
Report Period 2016-17
ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS
ANNUAL REPORT/WORK PLAN FOR THE COUNTY COMMISSIONERS
The Board of Commissioners appreciates the dedication of all the volunteers on
their boards and commissions and welcomes input from various advisory boards
and commissions throughout the year. Please complete the following
information, limited to the front and back of this form. Other background
materials may be provided as a supplement to, but not as a substitute for, this
form.
Board/Commission Name: Board of Social Services
Person to address the BOCC at work session- if applicable- and contact
information: Tamara Dempsey-Tanner, Chair, (919) 918-4086
Primary County Staff Contact: Lindsey Shewmaker, Human Services Manager
How many times per month does this board/commission meet, including
any special meetings and sub-committee meetings?
Once per month
Brief Statement of Board/Commission's Assigned Charge and
Responsibilities.
The Social Services Board:
• hires the county social services director;
• determines the director's salary (subject to approval of the board of county
commissioners);
• advises and consults with the director;
• evaluates the director's job performance;
• dismisses the director if his or her job performance is unsatisfactory or if
his or her personal conduct is unacceptable;
• appoints the fifth member of the social services board;
• assists the county social services director in planning the department's
proposed budget;
• establishes county policies for public assistance and social services
programs (consistent with applicable federal and state laws, regulations,
and policies);
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• advises county and municipal authorities on the development of policies
and plans designed to improve social conditions in the community; and
• carries out other duties and responsibilities as assigned by the General
Assembly, the state Social Services Commission, the state Department of
Health and Human Services, and the board of county commissioners.
What are your Board/Commission's most important accomplishments?
• 2016-17 budget approval
• Policy formation and approval
• Continued oversight for programs of human services
List of Specific Tasks, Events, or Functions Performed or Sponsored
Annually.
• Budget approval
• Policy review and development
Describe this board/commission's activities/accomplishments in carrying
out BOCC goal(s)/priorities, if applicable.
• Budget approval
• Policy formation and approval for programs supporting BOCC Goal 1
• Oversight for programs of human services
Describe the collaboration relationship(s) this particular board has with
other advisory boards and commissions?
The Board does not currently meet with other advisory Boards although staff
collaborate with other human services departments.
If your board/commission played the role of an Element Lead Advisory
Board involved in the 2030 Comprehensive Plan preparation process,
please indicate your board's activities/accomplishments as they may relate
to the Comprehensive Plan's goals or objectives.
(The Element Lead Advisory Boards include: Planning Board, EDC,
OUTBoard, Commission for the Environment, Historic Preservation
Commission, Agriculture Preservation Board, Affordable Housing Board,
Recreation and Parks Advisory Council)
Not Applicable
61
Identify any activities this board/commission expects to carry out in 2017
as they relate to established BOCC goals and priorities.
If applicable, is there a fiscal impact (Le., funding, staff time, other
resources) associated with these proposed activities (please list).
The Board of Social Services will continue to oversee operations of the
Department of Social Services as staff carry out programs of human services.
(Goal 1, Priority 4) The majority of the budget for Social Services relates to this
goal.
What are the concerns or emerging issues your board has identified for the
upcoming year that it plans to address, or wishes to bring to the
Commissioners' attention?
1. Potential changes to federal and state programs and funding streams r`
2. Employment services programming
3. NC FAST expansion into energy, child care subsidy, and child welfare
4. Program and services access issues for low-income families, including
transportation, technology, medical and mental health services
5. Potential child welfare program changes and impacts
• The Board of Social Services is concerned with the numbers of Orange
County residents in need of services and potential impacts on vulnerable
and disenfranchised residents. The Board wants to be certain that the
critical programs and services provided by the Department of Social
Services can continue to operate and that residents of Orange County are
able to access the services they need.
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NAME OF BOARD/COMMISSION: Visitors Bureau
Report Period: December, 2016
ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS
ANNUAL REPORT/WORK PLAN FOR THE COUNTY COMMISSIONERS
The Board of Commissioners appreciates the dedication of all the volunteers on
their boards and commissions and welcomes input from various advisory boards
and commissions throughout the year. Please complete the following
information, limited to the front and back of this form. Other background
materials may be provided as a supplement to, but not as a substitute for, this
form.
Board/Commission Name: Chapel Hill/Orange County Visitors Bureau
Person to address the BOCC at work session- if applicable- and contact
information: Rosemary Waldorf, 106 Gurnsey Trail, Chapel Hill, NC 27517
(919) 414-2047 (cell). rosemaYy.waldorf(a�gmail.com
Primary County Staff Contact: Laurie Paolicelli
How many times per month does this board/commission meet, including
any special meetings and sub-committee meetings?
The board meetings are once a month, the third Wednesday of each month. The
board does not meet in July or December.
Brief Statement of Board/Commission's Assigned Charge and
Responsibilities.
The Chapel Hill/Orange County Visitors Bureau is a division of Orange County
government and a department of Orange County Economic Development.
When Orange County established the Visitors Bureau in 1992, direct visitor
spending in Orange County was $64.55 million. Today it is $184.45 million, a
185.7% increase.
Tourism works for Orange County and this agency, staffed by six and housed in
Orange County's Bentley Building at 501 W. Franklin Street continues to work
hard to contribute to the economy.
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What are your Board/Commission's most important accomplishments?
Launching a nationwide travel writer conference, North American Travel
Journalists Association, which will bring 100 travel writers to Orange County in
May 2017.
Launching a new website, with the URL, www.visitchapelhill.orq that promotes
Orange County's rich history, the University of North Carolina, Chapel Hill,
Carrboro and Hillsborough to 50,000 monthly website viewers.
A new agricultural AP, titled North Carolina Farms, spotlight on Orange County,
with Annie Baggett at North Carolina Department of Agriculture. The App will be
released in February and spotlights farming, farm markets, self-guided tours and
pick your own stands.
A tourism advertising campaign was launched that reminds visitors that ALL ARE
WELCOME in Orange County. The LGBT friendly campaign won a platinum
award in September from the Destination Management Association of North
Carolina.
Annually, the agency services 12,000 guests through a walk in Visitors Center,
distributes 50,000 visitor guides and maps and lends support to special event
celebrations in Orange County, from the Handmade Puppet Parade in
Hillsborough to Carrboro Music Festival, and Chapel Hill's Festifall.
List of Specific Tasks, Events, or Functions Performed or Sponsored Annually.
The Visitors Bureau's accomplishments are possible only through collaborations
with local partners. Some of these partners include:
UNC
• Orange County's annual Agricultural Summit
• Town of Chapel Hill Parks and Recreation
• Orange County Parks and Recreation
• Heritage events and sponsorship of historical venues and their events
• Black Alumni Reunion and other key events through the.General Alumni
Association
• Film Festival in Carrboro
• TerraVita
• 2nd Friday Artwalk
• Orange County Arts Commission marketing
• Farms and annual Farm tour
• Advertising in publications that attract family reunions and events
• Building the number and variety of wedding events in Orange County
• Handmade Art parade and cultural events throughout the county
• Farm to Fork annual event
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• Ongoing promotion of Orange County events
Describe this board/commission's activities/accomplishments in carrying
out BOCC goal(s)/priorities, if applicable.
The Visitors Bureau works to help the BOCC accomplish its economic
development goals by providing a clean and green economic development
sector. Chapel Hill, Carrboro and Hillsborough all thrive, in part, because of
visitors, and that's why we encourage them, through the Visitors Bureau, to come
here. Tourism is an industry, but it's different from every other industry in one
noteworthy way: it's invisible. For the most part. We see visitors, of course —
they're what makes parking more challenging and the lines at restaurants longer
— but there is no dramatic fanfare: they come, make investments in our
community, and go. It's a clean, green and sustainable form of economic
development that boosts revenues and helps local businesses thrive.
In addition the Visitors Bureau supports the county's sustainability goals by
continuing to build an industry that does not require infrastructure and one that
tells the story of our preservation efforts, historic milestones and unique narrative
in the state and the south.
Describe the collaboration relationship(s) this particular board has with
other advisory boards and commissions?
The Visitors Bureau works daily with the local cultural arts group, the Orange
County Arts Commission, Orange County Economic Development, various parks
and recreation groups, cultural tourism, the State of NC Department of
Commerce, RDU Authority, historic and preservation society and various
priorities and conference bids from Towns of Chapel Hill, Carrboro and
Hillsborough.
If your board/commission played the role of an Element Lead Advisory
Board involved in the 2030 Comprehensive Plan preparation process,
please indicate your board's activities/accomplishments as they may relate
to the Comprehensive Plan's goals or objectives.
(The Element Lead Advisory Boards include: Planning Board, EDC,
OUTBoard, Commission for the Environment, Historic Preservation
Commission, Agriculture Preservation Board, Affordable Housing Board,
Recreation and Parks Advisory Council)
Not Applicable
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Identify any activities this board/commission expects to carry out in 2017
as they relate to established BOCC goals and priorities.
If applicable, is there a fiscal impact (i.e., funding, staff time, and other
resources) associated with these proposed activities (please list).
• Continue to improve economic development
• Continue to recruit new sources of business for Orange County hotels,
restaurants, events and hospitality related business.
• Study the feasibility of a multi-purpose conference center for Orange
County
• Study the feasibility of increased sports fields for Orange County
• Attract a new hotel property to Hillsborough
What are the concerns or emerging issues your board has identified for the
upcoming year that it plans to address, or wishes to bring to the
Commissioners' attention?
• The financial participation of Carrboro and Hillsborough in dedicating a
portion of their occupancy taxes to the agency.
• A continued study of a possible move to Chapel Hill's Old Town Hall.
• Finding new conference business to replace the $500,000 in business we
have lost due to HB2.
• Committing to a Civil Rights project in conjunction with BOCC.
• Continuing to study the brand and assure that it reflects the goals of
BOCC.
• Finding new sources of overnight business for Orange County's growing
hotel inventory so that we don't end up with market cannibalization and
empty properties.
• Support Orange County's Community Relations goals where applicable.
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i
NAME OF BOARD/COMMISSION: Commission for the Environment
Report Period: 2016 - 2017
ORANGE COUNTY ADVISORY BOARDS & COMMISSIONS
ANNUAL REPORT/WORK PLAN FOR THE COUNTY COMMISSIONERS
The Board of Commissioners welcomes input from various advisory boards and
commissions in preparation for its annual planning retreat. Please complete the following
information, limited to the front and back of this form. Other background materials may be
provided as a supplement to, but not as a substitute for, this form.
Board/Commission Name: Commission for the Environment
Persons to address BOCC at work session and contact information: i"
Chair: Lynne Gronback 919-219-3219 Ironback@gmail.com
Vice Chair Bill Kaiser 919-933-979 w_mckaiser@hotmail.com
Primary County Staff Contacts:
Department of Environment, Agriculture, Parks and Recreation
Tom Davis (Water Resources Coordinator) 245-2513 tdavis @orangecountync.gov
Brennan Bouma (Sustainability Coordinator) 245-2626 bbouma @orangecountync.gov
How many times per month does this commission meet, including any special
meetings and sub-committee meetings?
One meeting per month (2"d Monday); committees meet as needed during meeting
Brief Statement of Commission's Assigned Charge and Responsibilities.
Purpose: to advise the BOCC on matters affecting the environment, with particular
emphasis on environmental protection and enhancement. Other duties include:
• Perform special studies/projects on environmental issues as requested by BOCC
• Recommend environmental initiatives to the BOCC, especially of local importance
• Study changes in environmental science and environmental regulations in the
pursuit of the CFE's duties
• Educate the public and local officials on environmental issues
What are your Commission's most important accomplishments?
• Made recommendations to BOCC on UDO amendment to flexible subdivisions (2016)
• Initiated a series of newspaper articles on environmental issues featured previously in
the Orange County State of the Environment report (2015-16)
• Made recommendations to BOCC on 2016 bond package, the use of herbicides/
pesticides at County facilities, and incentives for energy efficient construction (2015)
• Commented to Planning Bd on proposed changes to impervious surface rules (2015)
• Provided ideas for Public Services Announcements for County radio spots (2015)
• Collaborated with other entities on energy conservation and mgmt. projects (2015-16)
• Published the 2014 Orange County State of the Environment report
(previous reports were completed in 2000, 2002, 2004, 2009)
• Convened Orange County Environmental Summit (2005, 2009, 2014)
• Made recommendations to BOCC on food waste and solid waste tax district (2014)
• Worked with Orange County Schools to introduce local environmental indicators/
status and trends into middle and high school science curriculum (2004, 2009, 2014)
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• Hosted a Solid Waste Forum with the Chapel Hill Sustainability Committee (2013)
• Co-sponsored the annual The Nature of Orange photography contest (2012 - 2016)
• Advocated for 1/2 cent sales tax referendum for Triangle Region public transit (2012)
• Compiled annotated bibliography of the effects of forestry on water quality (2012)
• Developed sustainable landscaping and forest management policies for the
administration of County-owned facilities (2010)
• Assisted County staff in completing the Natural and Cultural Systems Element of the
Orange County Comprehensive Plan (2008)
List of Specific Tasks, Events, or Functions Performed or Sponsored Annually.
• Liaisons to Intergovernmental Parks Work Group and Orange Unified Transp. Board
• Review and comment on environmental issues (e.g., fracking, biosolids application,
water pollution, air quality, forest mgmt.) and other issues assigned by the BOCC
• Identify priorities for the Lands Legacy Action Plan (natural areas and wildlife habitat)
• Conduct special studies pertaining to Orange County environment (e.g., energy
efficiency/sustainability, forestry effects on water quality, herbicides and native flora)
• Conduct environmental education outreach (e.g., Last Fridays, Earth Evening)
Describe this commission's activities/accomplishments in carrying out BOCC
goals/priorities, if applicable.
BOCC Goal Five: Create, preserve, and protect a natural environment that
includes clean water, clean air, wildlife, important natural lands and sustainable
energy for present and future generations.
• Presented findings and recommendations to BOCC on selected environmental
issues: effects of forest mgmt. on water quality; effects of herbicides on roadside
native plant habitat; potential effects of hydraulic fracturing ("fracking") in Orange
County; problems caused by hydrilla in the Eno River (BOCC Priorities#1 and#12)
• Stayed abreast of ongoing and developing env. issues of importance to the County,
such as Falls & Jordan Lake nutrient mgmt. rules, reducing commercial food waste in
solid waste stream, and permitting of biosolids on farmland (Priorities#12 and #16)
• Provides comments on proposed master plans for future parks/preserves
If your commission played the role of an Element Lead Advisory Board involved in the
2030 Comprehensive Plan preparation process, please indicate your activities/
accomplishments as they may relate to the Comprehensive Plan's goals or objectives.
(Element Lead Advisory Boards include: Planning Board, Commission for the Environment,
Historic Preservation Commission, Agriculture Pres. Board, and Parks &Recreation Council)
The CFE provided extensive input into DEAPR staff development of the Natural and
Cultural Systems Element of the Comprehensive Plan—specifically the chapters on Air
and Energy Resources, Water Resources, and Natural Areas and Wildlife Habitat.
Objective AE-1:
Assess and implement the current countywide greenhouse gas emissions inventory and
action plan target reductions.
• The CFE helped to initiate a countywide inventory of greenhouse gas emissions
(2005), and continues to advise on ways to reduce the County's "carbon footprint."
Objective AE-15:
Foster participation in green energy programs such as installation incentives for solar hot
water/solar generation/solar tempering in residential or commercial construction. The
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County should develop programs that will link citizens and businesses with options for
alternative and sustainable energy sources.
• The CFE's Energy Resources Committee has developed proposals that address
energy efficiency and renewable power issues, and will pursue further in collaboration
with other advisory boards and stakeholders.
Objective NA-3:
Develop a more detailed and consistent methodology for monitoring changes in forest
cover throughout the County, and specifically the extent of mature hardwood forest.
• The CFE's State of the Environment report documented significant reductions in
mature hardwood forest that occurred from 2003-2008 and since 1988.
Objective NA-11:
Develop a comprehensive conservation plan for achieving a network of protected open
space throughout Orange County, which addresses 1) threats to important natural areas;
2) connectivity between protected areas; 3) coordination with neighboring counties; and
4) sustainable management of critical natural resources.
• The CFE's Land Resources Committee is participating in a County effort to identify
and preserve important landscape corridors that connect significant natural areas.
Objective NA-16:
Create a system of public and private open space and conservation areas, including
parks, nature preserves, and scenic vistas representative of Orange County landscape.
• The CFE advises County's Lands Legacy program in its efforts to protect the most
important natural and cultural resource lands through a variety of means.
• The CFE's Land Resources Committee is participating in a County effort to identify
and preserve important landscape corridors that connect significant natural areas.
Objective WR-5:
Promote and participate in regional efforts to plan for use of water supplies in the region
in an equitable manner, including contingency planning for water supplies during
droughts. [Also Objectives WR-9, WR-10, and WR-15]
• CFE stays abreast of Jordan Lake Partnership and advises staff as needed
• CFE advocates for full implementation of the Water Resources Initiative to ensure
planning for an adequate water supply for current and anticipated future needs
Objective WR-11:
Provide incentives and educational information to landowners to increase protection of
watersheds and ground water supplies and their inter-relationships.
• The CFE distributes groundwater and surface water educational materials at Earth
Evening and Last Fridays events and as part of its State of the Environment reports
NOTE: The Orange County State of the Environment 2014 identified specific
recommendations on ways to help maintain and improve Orange County's
environmental quality, many of which address objectives stated in the
Orange County Comprehensive Plan.
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Identify any activities this commission expects to carry out in 2017 as they relate to
established BOCC goals and priorities. If applicable, is there a fiscal impact(i.e.,
funding, staff time, other resources) associated with these proposed activities (list).
• Continue to write news articles on environmental issues of importance to Orange
County, including climate change, energy conservation, and other important topics
• Continue to explore ways to improve the County's ability to foster local sustainable
energy production and energy efficiency strategies, including making Orange County
an even better place for appropriately-sited solar energy generation, including
developing incentives for increasing energy efficiency in new construction
• Recommend ways to reduce the County's "carbon footprint" and implement the
County's Environmental Responsibility Goal (BOCC Priority#10)
• Continue to help with public outreach and management efforts related to hydrilla in
the Eno River
• Participate in a County effort to identify and preserve important landscape corridors
that connect significant natural areas and open space (BOCC Priority#1)
• Co-sponsor the annual DEAPR photography contest (The Nature of Orange)
cr
• Help plan for and participate in County's annual Earth Evening event
What are the concerns or emerging issues your board has identified for the upcoming
year that it plans to address, or wishes to bring to the Commissioners' attention?
• The CFE will continue to advocate for an expansion of the County's commercial food
waste pickup and composting services to reduce food waste in the solid waste stream
• The CFE remains interested in developing incentives for increasing energy efficiency
in new construction
• The CFE will continue to learn more about environmental justice matters and
incorporate relevant information and considerations in the next State of the
Environment report (2020) and its other activities
• The CFE will continue to follow the Solid Waste Advisory Group's discussions of how
to improve the handling and disposal of Orange County's solid waste, and will
advocate for better long-term solutions
• The CFE will continue to advocate for increased efforts to gather information related
to water resources in Orange County and to increase public awareness and
understanding of water supply sources, related concerns, and what steps can be
undertaken to maintain or improve the quantity and quality of Orange County water
supply resources
• The CFE will continue to address, as appropriate, the critical environmental issues for
Orange County as enumerated on page 3 of the 2014 State of the Environment
report, which include potential adverse effects from a) invasive, non-native, plant and
animal species; b) reductions in State-led collection of water resources data; c)
potential drilling for natural gas in the Deep River basin; d) urban sprawl; and CFE
support for e) the responsible deployment of clean and appropriately-sited renewable
energy and reductions in energy use to help fight climate change
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NAME OF BOARD/COMMISSION: Economic Development Advisory Board
Report Period: January 1 — December 31, 2016
ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS
ANNUAL REPORT/WORK PLAN FOR THE COUNTY COMMISSIONERS
The Board of Commissioners welcomes input from various advisory boards and
commissions in preparation for its annual planning retreat. Please complete the following
information, limited to the front and back of this form. Other background materials may be
provided as a supplement to, but not as a substitute for, this form.
Board/Commission Name:
Orange County Economic Development Advisory Board
Person to address the BOCC at Work Session, if applicable, and contact
information:
Jim Kitchen (Chair of Advisory Board)
Tel # (919) 801-5230 or jim "imkitchen.org
Paige Zinn (Vice Chair of Advisory Board)
Tel # (919) 730-2029 or pzinnPienningsco.corn
Primary County Staff Contact:
Steve Brantley
Director, Orange County Economic Development Department
(919) 245-2326
sbrantley{a}aorangecountync.gov
How many times per month does this board/commission meet, including any special
meetings and sub-committee meetings?
• Meetings were held from 8:00 am — 9:30 AM of the second Monday of every other
month on January 11, March 14 and April 11. In August, the Advisory Board voted
to switch the meeting date to noon on the second Tuesday of every month, and the
year's remaining meetings were held on September 13 and November 8. The
location of each meeting rotated to various County locations.
• The Advisory Board did not host other annual public events or functions in 2016.
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Brief Statement of Board/Commission's Assigned Charge and Responsibilities. 1
• The Advisory Board works cohesively with Orange County's Economic ,
Development staff and other economic development partners to help market
Orange County as a competitive location for the recruitment & retention of business
ventures, new & expanding capital investment, and the promotion of innovation
start-up small businesses.
• I
The Advisory Board also supports the growth and recruitment of agricultural &foods
systems related local businesses, promotion of entrepreneurial talent via the
"LAUNCH Chapel Hill" innovation facility,and the expansion of new, high-
technology employment opportunities that pay at or above a living wage.
What are your Board/Commission's most important accomplishments?
i
• The Advisory Board approved 24 awards to small businesses totaling $114,751.00 I
for the Small Business Investment Grant program in 2016. In addition, the
Agriculture Economic Development Grant program approved 10 awards totaling
$70,881.00 to small farmers and food processors, and the Orange County Small
Business Loan program made 4 new loans totaling $340,000.00 for the year. This
activity in support of small business helped inject a total of$525,632.00 in Article 46
funding throughout the County & all 3 towns for the year.
• Endorsed the County's recruitment of the Wegmans Food Markets retail facility to
Chapel Hill, and attended the Board of Commissioners' October 18th public hearing
on financial incentives to speak in favor of the performance-based inducement
agreement. The Wegmans facility offers the likely potential, over the first 6 years of
operation, to create 185 full-time jobs (with full benefits), an additional 350 full-time
equivalent jobs, an increase of$18.1 million in net new real and personal property
tax valuation, and as much as $1.5 million in annual retail sales taxes.
• Met with the County Manager's office to help shape the County's plan to issue a
Request for Proposal (RFP) seeking professional consultant work on an economic
development-themes SWOT analysis (strengths, weaknesses, opportunities,
threats). This analysis, tentatively planned to occur in the first half of 2017, will
focus exclusively on the business recruitment development potential of the 3
economic development districts (EDDs). 1
List of Specific Tasks, Events, or Functions Performed or Sponsored Annually:
Describe this board/commission's activities/accomplishments in carrying out BOCC
goal(s)/priorities, if applicable.
• The Advisory Board's normally scheduled meetings are held at noon on the first
Tuesday of every other month, and are tentatively scheduled for 2017 as follows:
January 10, March 14, May 9, September 12 and November 14.
t
1
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• Members also meet, as required, in various subcommittee gatherings to discuss
specific topics. For example, special meetings in 2016 included quarterly reviews of
small businesses' applications received for the Small Business Investment Grant &
Agriculture Economic Development Grant programs, which are funded by Article 46
(1/4 cent sales tax proceeds for economic development).
If your board/commission played the role of an Element Lead Advisory Board
involved in the 2030 Comprehensive Plan preparation process, please indicate your
board's activities/accomplishments as they may relate to the Comprehensive Plan's
goals or objectives.
Not Applicable
Identify any activities this board/commission expects to carry out in 2017 related to
established BOCC goals and priorities. If applicable, is there a fiscal impact (Le.,
funding, staff time, and other resources) associated with these proposed activities
(please list).
• Give close assistance to the County and the Economic Development Department
with the SWOT analysis of the 3 economic development districts. This assistance
will include helping to review all submitted bids from consultants to the County's
Request for Proposal, and help formulating various parameters in the actual
analysis (for example, the development potential of sites to attract new businesses,
and factors such as utility infrastructure and water/sewer volume capacity, realistic
land sale prices or properties, topography & related geotechnical features, road
access, and suggestions for desired targeted industry sectors and other business
prospects).
• Given the dramatic shift occurring in the food and beverage market, and the
resulting disruptive effects in the existing and emerging food processing and
manufacturing industry, the Advisory Board recommends that Orange County
Economic Development's efforts embrace and capitalize on these global, national,
and statewide trends, particularly the efforts outlined in the current North Carolina
Food Processing and Manufacturing Initiative. The Advisory Board believes this will
have positive effects on our local economy, create jobs, and diversify and
strengthen local agricultural opportunities and the tax base.
• Assist and advise the County on the recommended levels of retail, industrial,
commercial and light manufacturing development to target for recruitment in the
County's three (3) Economic Development Districts. h'
• Assist, advise and advocate for diverse, sustainable and appropriate economic
development throughout our community, including the attraction and retention of
new retail, manufacturing, commercial, distribution, entrepreneurial, agricultural,
arts, tourism, affordable housing & senior housing options.
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• Participate and advise in discussions, evaluations and County Commissioner
decisions on appropriate economic development uses of the proceeds from the '
cents sales tax revenues to be used for economic development;
• Assist with and provide advice to Orange County's small business loan program.
• Assist the Economic Development department with the development of new
marketing materials, ad campaigns and effective media, and general "branding"
efforts that promote business recruitment to Orange County.
• Help advise the Economic Development department, the County Manager's Office
and BOCC on appropriate levels of financial incentives for a variety of potential
recruitment projects, and best uses of Article 46 funding.
• Become more involved with the County's agriculture economic development &
business retention efforts.
What are the concerns or emerging issues your board has identified for the
upcoming year that it plans to address, or wishes to bring to the Commissioners'
attention?
• Increase & diversify Orange County's overall tax base and employment
opportunities among clean, high-tech and desirable firms through the recruitment of
new businesses, and from retention and expansion efforts with existing businesses.
• Promote the addition of clean, light manufacturing, warehouse operations, corporate
headquarters, commercial and retail businesses.
• Improve the County's communication relations effort regarding the importance of
economic development, endorsing the continuing utility infrastructure development
of Orange County's 3 economic development districts (EDDs).
• Support small business and agricultural related small business ventures, the
LAUNCH Chapel Hill" innovation center", help administer the small business loan
and grant programs, and play an advisory role in the key uses of Article 46 funds
(1/4 quarter cent sales tax proceeds for economic development) that generally
promotes the County's local economy.
• Advocate for reasonable County property tax rates and programs that best serve
the residents of the County, while at the same time promotes social justice in
economic development access for all.
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NAME OF BOARD/COMMISSION: Historic Preservation Commission
Report Period: 2016
ORANGE COUNTY ADVISORY BOARDS & COMMISSIONS
ANNUAL REPORT /WORK PLAN FOR THE COUNTY COMMISSIONERS
The Board of Commissioners welcomes input from various advisory boards and
commissions in preparation for its annual planning retreat. Please complete the following
information, limited to the front and back of this form. Other background materials may be
provided as a supplement to, but not as a substitute for, this form.
Board/Commission Name: Historic Preservation Commission (HPC)
Person to address the BOCC at Retreat (if requested) and contact information:
Chair: Bob Ireland (919) 732-7538 ireland.bob @gmail.com
Vice Chair: Vacant (as of 12/16/16; new vice-chair to be selected in January, 2017)
Primary County Staff Contact:
Department of Environment, Agriculture, Parks and Recreation
Peter Sandbeck (Cultural Resources Coordinator): 245-2517
psandbeck@orangecountync.gov
is
How many times per month does this commission meet, including any special
meetings and sub-committee meetings?
One meeting per month (4th Wednesday)
Brief Statement of Commission's Assigned Charge and Responsibilities.
The Historic Preservation Commission (HPC) is charged with the identification, inventory
and protection of architectural and archaeological sites in the County, with publishing and/or
offering online records of this inventory, and advising the Board of County Commissioners
on matters pertaining to historic preservation. The HPC is also charged with providing
guidance and a forum for public comments on National Register nominations and
administering the Local Landmark Program as outlined in the Certified Local Government
Program.
What are your Commission's most important accomplishments?
• In 2016, completed a two-year project to update the County's historic resources
inventory, including documentation of African-American resources, agricultural/farm
heritage sites and post-World War II modernist structures. Work included GIS
mapping, digital photography, research and draft written text for the HPC's planned
publication documenting the county's historic properties. The HPC obtained federal
grants totaling $20,000 for this effort from the State Historic Preservation Office,
through the Certified Local Government (CLG) program.
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• Designated three additional properties as Orange County Local Historic Landmarks:
the White Cross School in White Cross (2015); the Nicholas Corbett Hester House in
Cedar Grove (2015); and the Captain John S. Pope Farm in Cedar Grove (2013).
This brings the total to nine landmarks.
• Provided assistance with the restoration work at Blackwood Farm Park, including
development of historical interpretive signage for the Strayhorn slave cemetery.
• Held a successful piedmont regional history symposium in partnership with
Preservation Chapel Hill and the Alliance for Historic Hillsborough (2014)
• Hosted a historic preservation training workshop for piedmont region city and county
historic preservation and planning staffers, in partnership with the State Historic
Preservation Office and the Certified Local Government Program (2014)
• Held a full membership retreat to review goals and establish a new five-year action
plan to focus the energies of the HPC on a series of major projects and initiatives
(2013)
• Completed an archaeological survey (Phase II) of Hollow Rock Access Area (New
Hope Creek Preserve) to further identify Native American sites, with funding
assistance from a $15,000 federal grant through the State Historic Preservation
Office (2013)
• Convened the Orange County Historic Preservation Summit (May 2012) involving ten
organizations (historic commissions and non-profits) from the county and
municipalities
• Completed Design Standards for Orange County Local Landmarks and Local Historic
Districts to provide the HPC with proper design review guidelines (2010)
• Prepared the Cultural Resources Chapter of the 2030 Comprehensive Plan (2008)
List of Specific Tasks, Events, or Functions Performed or Sponsored Annually.
• Submits detailed annual report of all preservation activities to the State to comply with
p p pY
federal and state requirements to maintain Orange County's status as Certified Local
Government, including mandatory member and staff training; thereby allowing the
County to apply for special federal grants for historic preservation activities
• Partners with Preservation Chapel Hill, the Alliance for Historic Hillsborough and
other local history groups to promote and encourage historic preservation as a tool to
slow down sprawl, encourage smart growth
• Administers the Orange County Local Historic Landmark Program, including reviews
of proposed restoration work or additions through Certificates of Appropriateness.
• Provides forum for public comments on nominations to National Register of Historic
Places
• Conducts reviews of proposed new infrastructure projects that might have an impact
on historic resources, including cell towers, pipelines and transportation projects,
including the Light Rail project, in partnership with the State Historic Preservation
Office.
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Describe this commission's activities/accomplishments in carrying out BOCC
goal(s)/priorities, if applicable.
Goal Two: Promote an interactive and transparent system of governance that
reflects community values.
Priority 7: Improve intra-and intergovernmental coordination, cooperation and
collaboration. (a) Work with Town of Hillsborough on: Joint land use planning
approaches, policies/ ordinances, and annexation, and Economic Development
Districts.
• The HPC is currently partnering with the Town of Hillsborough's Historic District
Commission on a joint project to publish a book documenting the historic
resources of the Town and County. The HPC and the Town worked together to
establish a joint review process for projects affecting cultural resources (2014).
The HPC is also proposing a process to allow for the future designation of historic
landmarks located in the Town's ETJ. All of these initiatives speak to Priority 7.
Goal Three: Implement planning and economic development policies which create
a balanced, dynamic local economy, and which promote diversity, sustainable
growth and enhanced revenue while embracing community values.
• Three of the HPC's major activities (Local Historic Landmark Program, inventory
and mapping of historic resources, and historic preservation education/public
programs) help to ensure that historic preservation continues to be an integral part
of the planning process to promote sustainable growth while respecting
community values and the treatment of historic resources.
Goal Five: Create, preserve, and protect a natural environment that includes clean
water, clean air, wildlife, important natural lands and sustainable energy for
present and future generations.
Priority 15: Complete stewardship and management plans for Lands Legacy.
• The HPC has been actively involved in the stabilization and ongoing preservation
work for the historic buildings at the County's future park sites, with a special
focus on Blackwood Farm Park. Members have offered suggestions on potential
new uses for buildings that outlived their original purpose. The HPC is using the
collective expertise of its members and staff to advise in the repair and use of
these important farm structures and other County-owned historic buildings.
If your commission played the role of an Element Lead Advisory Board involved in
the 2030 Comprehensive Plan preparation process, please indicate your activities/
accomplishments as they may relate to the Comprehensive Plan's goals or
objectives.
(The Element Lead Advisory Boards include: Planning Board, EDC, OUTBoard,
Commission for the Environment, Historic Preservation Commission, Agriculture
Preservation Board, Affordable Housing Board, Recreation and Parks Advisory Council)
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• The HPC provided extensive input into DEAPR staff's development of the Natural
and Cultural System Element of the Comprehensive Plan—specifically the chapter on
Cultural and Historic Resources. The HPC frames its annual work plan around
efforts to implement the objectives outlined in the Cultural and Historic Resources
Chapter.
Objective CR-1:
Provide for the systematic identification of historic buildings, objects, districts, sites,
structures and archaeological sites. Update and improve these inventories at regular
intervals.
• Completed a project to update the old 1992-93 county-wide historic resources
inventory by obtaining federal grants through the State Historic Preservation
Office in 2014 and 2015; project included first phase of text preparation for a
publication that documents and shares those resources. These projects have
produced new property data that has been entered into the joint county/state
historic resources database and in the state's master GIS mapping system (HPO-
GIS).
• The HPC collaborates on an ongoing basis with AMS and Planning departments
to ensure all archaeological and cultural resources are properly identified and
protected during County-funded or initiated projects (guided by the County's
"Cultural and Archaeological Resources Policy adopted by BOCC in 2006).
Through this process, dozens of Native American and historic archaeological sites
have been identified, documented, and mapped.
Objective CR-3:
Work within the Orange County government system to identify and resolve existing
policies which may be in conflict with the County's historic preservation mission.
• HPC and DEAPR staff work closely with Planning & Inspections staff and
Environmental Health staff on permitting requirements for historic properties, as
well as active coordination with AMS in the identification and protection of
archaeological resources during County-initiated construction projects.
• Established, in partnership with the Planning Department, a program called the
"Quick Response Team," which provides a notification process that allows the
HPC to document historic properties slated for demolition or practice burning.
Objective CR-7:
Encourage publication of material relating to the County's heritage.
• The historic resources inventory update project was completed in 2016. The next
phase, to be carried out in 2017, is to prepare written text and high quality
photography needed for the planned publication/book documenting the county's
historic resources.
• Completed Design Standards for Orange County Local Landmarks and Local
Historic Districts (adopted October 2010).
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Objective CR-10:
Establish a dialogue with the other jurisdictions in and adjacent to Orange County to
address cultural resources in areas with or without designated Historic
Preservation/District Commissions.
• The HPC and DEAPR staff collaborated with the Town of Hillsborough to develop
a joint County/Town policy to better coordinate the mapping and sharing of
information regarding cultural resources within the municipal limits of the Town.
This policy was adopted by the BOCC in 2014.
• The HPC is partnering with the Hillsborough Historic District Commission in a joint
project to produce a publication on the historic resources of the County and Town
(ongoing).
• The HPC continues working with the Town of Hillsborough to establish a process
to permit the HPC to designate Local Historic Landmarks within the boundaries of
the Town's ETJ. To further this goal, DEAPR staff and Town planning staff will
prepare a draft interlocal agreement that would extend the County's Local
Landmark program into the Town of Hillsborough's ETJ.
Identify any activities this commission expects to carry out in 2017 as they relate to
established BOCC goals and priorities. If applicable, is there a fiscal impact (i.e.,
funding, staff time, other resources) associated with these proposed activities.
• The HPC will seek grant funds from private foundations to allow the HPC to
partner with the Town of Hillsborough to produce a comprehensive
book/publication documenting the historic resources of the Town and County
(Fiscal impact: HPC will request$10,000 in County funds to secure $25,000
in matching/challenge grants in 2017; HPC staff will provide project support)
• Develop guidelines and procedures for a proposed Orange County Historic
Marker program, modeled on several other successful county marker programs.
The goal is to create a County-sponsored system of attractive, durable roadside
markers to identify important historic resources, places and people for the
educational benefit of the general public. This would complement the state
highway marker system, which is restricted to mark only persons, events or
places of statewide significance. This would require creating a special marker
review committee of qualified historians to evaluate and review the text for all
proposed markers. A web site would be established to allow for access to more
in-depth information. Such markers will enhance other efforts to promote tourism
in rural parts of the county. (Fiscal impact—None; the HPC staff will provide
support in 2017)
• Continue working with the Hillsborough Planning Staff and the County Attorney on
an approach for the handling the further identification and protection of historic
resources in the Town's extra-territorial jurisdiction (No fiscal impact)
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• Increase efforts to promote the Local Historic Landmark program to eligible
property owners, working in cooperation with the Lands Legacy Program, to
generate at least two new landmark applications per year (No fiscal impact—
funding already budgeted for this in the Lands Legacy program funding)
What are the concerns or emerging issues your board has identified for the upcoming
year that it plans to address, or wishes to bring to the Commissioners' attention?
• The HPC wishes to initiate a project to develop a long-range historic preservation
plan to guide all future work on the Historic Old Orange County Courthouse. Such
a plan will guide and inform current planning for technological upgrades and
changes to needed to continue to accommodate court system requirements. This
is the next logical step to follow the current project now underway to develop a
master plan for the historic Courthouse square grounds and landscaping. The
HPC believes it has a responsibility to protect one of the county's most significant
historic structures—also one of the finest Greek Revival-style courthouses in the
state. This project will be carried out in partnership with AMS, to develop a
planning document for review and input from the BOCC, the courts and other
stakeholders. (Note: the last major work was done in 1985, when the courthouse
was renovated to improve fire safety and ADA accessibility. The tower and clock
were restored in 2004 in partnership with the Town and private donors.
• The HPC hopes to create a "rural heritage preservation grant program" to offer
small incentive grants of approximately $1,000 to 3,000 to owners of endangered
types of historic resources. The focus will be on the buildings that represent our
agricultural heritage, such as diary barns, tobacco barns, silos, corn cribs, and
livestock barns. Other eligible types of endangered resources include log houses,
old schoolhouses and slave cemeteries. These are the resources help give
Orange County its special historic character. Such a program will help owners
afford modest repairs that could greatly extend the life of these resources, like
new barn tin roofing or simple structural repairs. The protection and preservation
of these historic resources will enhance the county's efforts to preserve its rural
character and will help efforts to promote agri-tourism and heritage tourism. Any
such incentives would require agreements with the property owner stipulating
ongoing protection of that resource, similar to the agreements used for the VAD
program. The HPC envisions seeking grants from foundations to match a small
amount annually from the County, to be able to offer a total of about $10,000 per
year in grants to multiple property owners. HPC staff would administer the
program.
• The HPC seeks to broaden the diversity of the Local Historic Landmark and
National Register programs in the County, to encourage such historic
designations for sites of significance to the County's African-American heritage,
as well as archaeological sites representing the importance of the Indian culture of
the area.
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NAME OF BOARD/COMMISSION: Orange County Housing Authority
Report Period: 1/1/2016-12/31/2016
ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS
ANNUAL REPORT/WORK PLAN FOR THE COUNTY COMMISSIONERS
The Board of Commissioners appreciates the dedication of all the volunteers on
their boards and commissions and welcomes input from various advisory boards
and commissions throughout the year. Please complete the following
information, limited to the front and back of this form. Other background
materials may be provided as a supplement to, but not as a substitute for, this
form.
Board/Commission Name:
Orange County Housing Authority
Person to address the BOCC at work session- if applicable- and contact
information:
Jean Bolduc, Board Chair
Primary County Staff Contact:
Audrey Spencer-Horsley, Director, Orange County Housing, Human Rights and
Community Development
How many times per month does this board/commission meet, including
any special meetings and sub-committee meetings?
Once monthly
Brief Statement of Board/Commission's Assigned Charge and
Responsibilities.
This board provides citizen oversight of the County's Housing Choice Voucher
(HCV or"Section 8") program.
What are your Board/Commission's most important accomplishments?
• Development and Submission of the HCV Five Year Plan and Annual Plan
following required Public Hearing
Participated in a day-long, county-wide Affordable Housing Bus Tour to
raise awareness of the variety and quality of housing options in Orange
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County.
• Continuing development of Resident Advisory Committee. Meeting held
with HCV Program participants and other community affordable housing
providers on April 13, 2016 in Chapel Hill.
• Educated the Community and BOCC on affordable housing needs in
support of including affordable housing in the Bond Referendum.
• Full membership and active participation and attendance of members
For next fiscal year some items already discussed include:
• Planning for a 2017 Affordable Housing Conference (in collaboration with
the Affordable Housing Advisory Board) (deferred from 2016)
• Developing a family self-sufficiency program
• Landlord outreach and incentives
• Review and Amendment of the HCV Program Administrative Plan
• Increasing homeownership participation
• Educating the community on affordable housing needs and the importance
to the vitality of the County (ongoing)
• Continued advocacy on behalf of low-income families in need of
sustainable housing solutions (ongoing)
List of Specific Tasks, Events, or Functions Performed or Sponsored
Annually.
• Submission of Five Year and Annual Plan (mandated by HUD)
• Submission of Section Eight Management Assessment Program (SEMAP)
score
• Review/adoption of Administrative Plan
Describe this board/commission's activities/accomplishments in carrying
p Y g
out BOCC goal(s)/priorities, if applicable.
Our board continues to provide oversight and accountability (on behalf of the
BOCC) to the U.S. Department of Housing and Urban Development (HUD)
ensuring that complaints about the HCV are reviewed and responded to as well
as being available to speak to and work with community groups (like the
Affordable Housing Alliance) who advocate for housing programs and policies
that benefit low-income families.
Describe the collaboration relationship(s) this particular board has with
other advisory boards and commissions?
Several of our appointed commissioners also serve on the Affordable Housing
Advisory Board and regarding Fair Housing, we share an interest in the work of
the Orange County Human Relations Commission.
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If your board/commission played the role of an Element Lead Advisory
Board involved in the 2030 Comprehensive Plan preparation process,
please indicate your board's activities/accomplishments as they may relate
to the Comprehensive Plan's goals or objectives.
(The Element Lead Advisory Boards include: Planning Board, EDC,
OUTBoard, Commission for the Environment, Historic Preservation
Commission, Agriculture Preservation Board, Affordable Housing Board,
Recreation and Parks Advisory Council)
The Housing Authority, via the Housing Choice Voucher program, provides direct
services that support the following goals from the 2030 Comprehensive Plan:
Provide decent and affordable housing for low-income households. Strategies
include assisting low-income homeowner and low-income renter properties
through rehabilitation, weatherization, and lead-based paint improvements;
continuation of the County's Urgent Repair Program; constructing new rental
housing; providing financial and educational assistance to qualified homebuyers ;
providing education and advocacy regarding tenant's rights; and providing
financial assistance to homeowners wanting to install indoor plumbing and/or
connect their properties to public water and sewer facilities.
Provide housing and services for populations with special needs. Such special
needs groups include the homeless, elderly, disabled, mentally ill, and persons
with AIDS. Strategies to assist these groups include financial assistance to
shelters and other services to special needs groups; strengthening partnerships
with the local Continuum of Care; and assisting with the acquisition of funding to
develop permanent housing for persons with special needs
Rental unit strategy that accepts that older rental properties should be targeted
for reinvestment and rehabilitation to provide needed housing for households
earning 30% or below the area median income.
Identify any activities this board/commission expects to carry out in 2017
as they relate to established BOCC goals and priorities.
If applicable, is there a fiscal impact (Le., funding, staff time, other
resources) associated with these proposed activities (please list).
If the Authority successfully sponsors a housing conference, this may require
funding to facilitate the event. We anticipate that a contribution of$5,000 from the
Commissioners to match an Authority allocation of unrestricted funds would
make such an event possible.
With the Affordable Housing Bond issue passed, the Housing Conference should
take shape around the question of which options would be the best use of the
bond money.
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The Board Chair recommends that two staff members and two board members
attend a professional development event (in 2017).
Estimated fiscal impact: $5,000
What are the concerns or emerging issues your board has identified for the
upcoming year that it plans to address, or wishes to bring to the
Commissioners' attention?
We consider it essential that the Orange County's leadership find creative ways
to engage the community in the development of an array of affordable housing
solutions. We need to change the way we think about the problem, focusing on
families and their sustainability as stable citizens with the resources they need to
be resilient and self-sufficient.
We have to think strategically about:
• What we authorize to be built
• What can be renovated
• Where vital transportation corridors are located and who they serve
• How does the county secure maximum benefit from federally funded
programs like the Housing Choice Voucher program? i'
• Are there ways for the County to use seed funding to create self-funded 1'
assistance programs for families who struggle with housing affordability?
• What are the risks to the County when lower income workers cannot
afford to live here?
r
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p
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NAME OF BOARD/COMMISSION Human Relations Commission
Report Period January 2016 — December 2016
ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS
ANNUAL REPORT/WORK PLAN FOR THE COUNTY COMMISSIONERS
The Board of Commissioners appreciates the dedication of all the volunteers on
their boards and commissions and welcomes input from various advisory boards
and commissions throughout the year. Please complete the following
information, limited to the front and back of this form. Other background
materials may be provided as a supplement to, but not as a substitute for, this
form.
Board/Commission Name:
The Orange County Human Relations Commission (HRC)
Person to address the BOCC at work session- if applicable- and contact
information:
Monica Richard, HRC Chair
Human Relations Commission
mlrichardCa?mindspring.com
919-245-2487
Primary County Staff Contact:
Uvonka Mercer, Civil Rights Specialist
Housing, Human Rights and Community Development
umercerorangecountync.gov
919-245-2488
How many times per month does this board/commission meet, including
any special meetings and sub-committee meetings?
The HRC meets monthly except for the month of July. The HRC convenes sub-
committee meetings to plan events such as the Human Relations Month Forum.
Subcommittee members also meet to review the nominations for the Pauli
Murray Awards, judge the Student Essay Contest entries, and to conduct other
subcommittee business that will be presented to the full HRC membership for
consideration.
Volunteer applications for subcommittees were reviewed to enforce the
86
Ordinance and carryout the other functions on behalf of the HRC as mandated by
the U.S. Department of Housing and Urban Development (HUD) through its
cooperative agreement with the County.
Brief Statement of Board/Commission's Assigned Charge and
Responsibilities.
The Orange County Human Relations Commission was officially informed by a
resolution to Hate Crimes in Chapel Hill. The Orange County Board of
Commissioners expressed its desire to "encourage mutual understanding and
fair treatment of all citizens," and "encourage actions which reduces tensions
among groups of citizens in Orange County." Currently, the HRC's charge
includes, but is not limited to:
a. Studying and making recommendations concerning problems in the field of
human relationships;
b. Anticipating and discovering practices and customs most likely to create
animosity and unrest, and seeking solutions to problems as they arise;
c. Making recommendations designed to promote goodwill and harmony among
groups in the County irrespective of their race, color, creed, religion, ancestry,
national origin, sex, affectional preference, disability, age, marital status or status
with regard to public assistance;
d. Monitoring and investigating complaints of discrimination;
e. Addressing and attempting to remedy the violence, tensions, polarization, and
other harm created through the practices of discrimination, bias, hatred, and civil
inequality; and
f. Promoting harmonious relations within the County through hearings and due
process of law.
The Human Relations Commission (HRC) is considering implementing a Hate
Crime Hotline due to recent concerns in the community, to address hate,
harassment and intimidating issues. A subcommittee has been formed to work
with staff to enforce the Ordinance and carryout the other functions on behalf of
the_ HRC as mandated by the U.S. Department of Housing and Urban
Development (HUD) through its cooperative agreement with the County.
What are your Board/Commission's most important accomplishments?
The HRC held its annual Fair Housing Poster Contest and Human Relations
Essay Contest to engage Orange County youth in the quest for social justice and
equal opportunities. Winning entries of the poster contest were enshrined in the
Department cover folders for fair housing materials disseminated to the public.
Winners of the essay contest received cash awards through volunteer donations
from the HRC members.
On November 1, 2016 the HRC Board presented a Proclamation to Support the
87
full Implementation of the New Logo Icon of the Americans with Disabilities Act.
Upon its adoption by the Board of County Commissioners, it was recommended
that the County investigate utilizing the logo at all of its facilities and other public
uses where possible. The HRC continues to work with the Department of Asset
Management and has collaboratively engaged in the process of assessing the
County facilities and presented recommendations to the Board to improve access
to persons with disabilities.
On November 15, 2016 the HRC supported Commissioner Renee Price's petition
to the Board for a Resolution in support of the Equal Rights Amendment.
HRC staff closed ten (10) housing discrimination complaints, meeting HUD's
minimum six (6) annual requirement for Orange County; and conducted fair
housing education sessions, investigated discriminatory complaints, and
presented fair housing information at the following outreach venues in an effort to
inform citizens of their rights under the Orange County Civil Rights Ordinance
and the federal Fair Housing.
List of Specific Tasks, Events, or Functions Performed or Sponsored
Ann ually(chart reflects outreach for FY2016):
, ,.F»x.�-b.m ..F�.�>.'.?�'�--.
01/29/2016 Fair Housing Construction & Design Workshop
02/28/2016 Pauli Murray Awards Ceremony Community Event
03/01/2016 Latino Health Fair-Chapel Hill Community Event
03/20/2016 Disability Expo Community Event
04/14/2016 Durham Fair Housing-Joint Event Community Event
04/16/2016 Gateway Family Fun Day Community Event
04/18/2016 Latino Health Fair& Unity Day Community Event
04/19/2016 DSS Presentation- Hillsborough Community Event
05/27/2016 Last Friday/Presentation Community Event
06/24/2016 Last Friday Community Event
07/29/2016 Last Friday Community Event
07/30/2016 Disability Awareness Community Event
08/26/2016 Last Friday Community Event
09/13/2016 Central Park Five Screening Community Event
09/24/2016 Health & Resource Fair Community Event I'
09/25/2016 La Fiesta del Pueblo Community Event
09/29/2016 Northside Initiative Community Event
09/30/2016 Last Friday- Hillsborough Community Event
10/02/2016 FestiFall- Chapel Hill NC Community Event
10/27/2016 Project Connect Community Event
11/03/2016 NC Fair Housing-Greensboro Meeting
11/08/2016 GSC Training-City of Durham Community Event
12/02/2016 Fair Housing Rules-Cary NC Training
Describe this board/commission's activities/accomplishments in carrying
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out BOCC goal(s)/priorities, if applicable.
BOCC Goal Two, Priority 6: "Promote an interactive and transparent system of
governance that reflects community values," and "[d]evelop plan[s] and tools to
improve how County and citizens communicate with each other; foster two-way
exchange."
The HRC is continuously seeking opportunities to build a rapport with
underrepresented communities and bridging any gaps in communication of their
respective civil rights, equal access to opportunities and their rights to participate
in government. Collaborative efforts with organizations that serve minority
populations will ensure that persons with disabilities, racially diverse, multi-ethnic
and immigrant communities in Orange County will have equal access to and an
understanding of available resources within the County.
Describe the collaboration relationship(s) this particular board has with
other advisory boards and commissions?
The HRC and/or staff have collaborated with the following County Departments
and Advisory Boards, as well as outside agencies as detailed below:
• Dept. of Asset Management: County facility disability accessibility
assessments;
• Americans United: presentation of the above-referenced Constitution and
Citizenship Day event;
• Orange County Disability Awareness County: fair housing presentations;
• Legal Aid of North Carolina: fair housing presentations;
• Dept. on Aging: Human Rights Day event
• Orange County School System: fair housing presentations for LEP
parents
If your board/commission played the role of an Element Lead Advisory
Board involved in the 2030 Comprehensive Plan preparation process,
please indicate your board's activities/accomplishments as they may relate
to the Comprehensive Plan's goals or objectives.
Ih`
(The Element Lead Advisory Boards include: Planning Board, EDC,
OUTBoard, Commission for the Environment, Historic Preservation
Commission, Agriculture Preservation Board, Affordable Housing Board,
Recreation and Parks Advisory Council)
Not Applicable
Identify any activities this board/commission expects to carry out in 2017
89
is
as they relate to established BOCC goals and priorities.
If applicable, is there a fiscal impact (i.e., funding, staff time, other
resources) associated with these proposed activities (please list).
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Participate in events to commemorate the life • Staff time
and legacy of Dr. Martin Luther King,Jr.
Jan. 16,2017
Human Relations Month Forum on disability • Staff time
awareness • Dept. allocation for HRC events
Jan. 29,2017 • Fair Housing case reimbursement funds
Pauli Murray Human Relations Award • Staff time
(includes fair housing poster contest and human • Fair Housing case reimbursement funds
relations essay contest) • Donations
Feb. 28,2017
Community Read and discussion on disability • Staff time
awareness • Dept. allocation for HRC events
March 2017
HRC Retreat • Staff time
Date TBD • Dept. allocation for HRC events
Proclamations to Promote Diversity, Equality • Staff time
and/or Inclusion
Participate in on-going discussions regarding the • Staff time
best way to address issues of equity and inclusion
Work in collaboration with the Town of Chapel • Staff time
Hill's Justice in Action Committee on matters of
social justice
Engage the migrant community in the system of • Staff time
governance for Orange County
The HRC plans to present or co-sponsor the following upcoming events for FY
2017 to promote harmonious relationships throughout the County:
• Human Relations Forum (January 29, 2017) Religious Pluralism &
Islamophobia
• Pauli Murray Human Relations Award ceremony (February 2017)
• Community Read (March 2017) book "No god but God"
• Fair Housing Poster Contest (Spring School Semester-April 2017)
• Human Relations Essay Contest (Fall School Semester)
• Human Rights Day (December 10, 2017) Resolution in Support of the
Equal Rights Amendment
What are the concerns or emerging issues your board has identified for the
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upcoming year that it plans to address, or wishes to bring to the
Commissioners' attention?
1. Ensuring that the membership of the HRC reflects racial, cultural and gender
diversity;
2. Identifying the areas of discrimination, disparate treatment or social injustice
that the HRC should addressed;
3. Improving fair housing outreach and investigate viable complaints.
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NAME OF BOARD/COMMISSION - Orange County Nursing Home Community
Advisory Committee
Report Period - January through December 2016
ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS
ANNUAL REPORT/WORK PLAN FOR THE COUNTY COMMISSIONERS
The Board of Commissioners appreciates the dedication of all the volunteers on their
boards and commissions and welcomes input from various advisory boards and
commissions throughout the year. Please complete the following information, limited to
the front and back of this form. Other background materials may be provided as a
supplement to, but not as a substitute for, this form.
Board/Commission Name: Orange County Nursing Home Community Advisory
Committee
Person to address the BOCC at work session- if applicable- and contact information:
Teri Driscoll, Chair; 422 Hampton Pointe, Hililsborough, NC 27278
E-Mail: driscoll323cnc.rr.com; Telephone: 919-245-1127
Primary County Staff Contact: Autumn Pittman, Long-Term Care Ombudsman, Triangle
J Council of Governments, Mary Fraser, Aging Transitions Administer, County
Department of Aging both provide staff support to our committee
How many times per month does this board/commission meet, including any
special meetings and sub-committee meetings?
Bi-monthly committee business meetings and quarterly subcommittee visits to nursing
home facilities.
Brief Statement of Board/Commission's Assigned Charge and Responsibilities.
• Staying informed about living conditions for residents living in nursing homes.
• Make official unannounced quarterly visits to each nursing home in Orange
County. There are 4 nursing homes that are currently operational in the county.
• Prepare and submit official reports on visits to nursing homes. Approved reports
are posted on the county website.
• Advise and assist the County Department of Aging and the Triangle J
Ombudsman about programs they devise to help improve care for residents
living in county nursing homes.
• Foster increased community volunteerism in Orange county's nursing homes.
• Promote community awareness of the needs of residents in nursing homes, and
inform the public about emerging developments in nursing home care in Orange
County.
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What are your Board/Commission's most important accomplishments?
1. Completed quarterly advocacy site visits for nursing homes in Orange County.
2. Encouraged and monitored organized activities for nursing home residents.
List of Specific Tasks, Events, or Functions Performed or Sponsored Annually.
• Attendance at all Triangle J Leadership training sessions.
• Continuing meetings and site visits by our CAC volunteers.
• Preparation of detailed site visit reports after visit to each nursing home.
• Partnering with the Department of Aging's 2016 Long-Term Care Learning
Collaborative on Palliative Care: The Comfort Zone.
Describe this board/commission's activities/accomplishments in carrying out
BOCC goal(s)/priorities, if applicable.
See above answers
Describe the collaboration relationship(s) this particular board has with other
advisory boards and commissions?
We have a very close relationship with the Orange County Department of Aging.
If your board/commission played the role of an Element Lead Advisory Board
involved in the 2030 Comprehensive Plan preparation process, please indicate
your board's activities/accomplishments as they may relate to the
Comprehensive Plan's goals or objectives.
(The Element Lead Advisory Boards include: Planning Board, EDC, OUTBoard,
Commission for the Environment, Historic Preservation Commission, Agriculture
Preservation Board, Affordable Housing Board, Recreation and Parks Advisory Council)
N/A
Identify any activities this board/commission expects to carry out in 2016 as they
relate to established BOCC goals and priorities.
If applicable, is there a fiscal impact (i.e., funding, staff time, other resources)
associated with these proposed activities (please list).
None of the activities or functions have a fiscal impact.
What are the concerns or emerging issues your board has identified for the
upcoming year that it plans to address, or wishes to bring to the Commissioners'
attention?
The committee plans to continue encouraging all levels of planned activities for nursing
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home residents. This is easily done with privately owned facilities. We are concerned
with care of residents in Medicaid-dependent nursing homes due to the quality of
caregivers and the high turnover of staff. Some facilities struggle in continuing to
provide basic service. We will continue to advocate for fair wages and proper treatment
of staff. Facility management challenges, vacancies and turnover of key administrative
positions at Orange County's Nursing Homes is of much concern. The CAC will
continue to provide consultation to recently appointed administrators to help them
address these challenges.
Decreases in census at some nursing homes creates some fiscal difficulties at the
facility.
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NAME OF BOARD/COMMISSION: Orange Unified Transportation Board
(OUTBoard)
Report Period: 2016
ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS
INPUT FOR COUNTY COMMISSIONERS' ANNUAL PLANNING RETREAT
The Board of Commissioners welcomes input from various advisory boards and
commissions in preparation for its annual planning retreat. Please complete the
following information, limited to the front and back of this form. Other
background materials may be provided as a supplement to, but not as a
substitute for, this form.
Person to address the BOCC at Retreat (if requested by BOCC) and contact
information:
Heidi Perry, Chair. Telephone 919-618-8199
E-mail: heidiperov@gmail.com
Primary County Staff Contacts:
Primary Administrative and Professional Support for General Agenda Topics —
Abigaile Pittman, Transportation/Land Use Planner
Burlington-Graham Metropolitan Planning Organization (MPO) -Abigaile Pittman,
Transportation/Land Use Planner
Durham-Chapel Hill-Carrboro MPO and Triangle Area Rural Planning
Organization (RPO) — Max Bushell, Transportation Planner
Transit Services/OPT— Peter Murphy, Transportation Administrator, OPT
Secondary Administrative — Meredith Pucci, Administrative Assistant (Provided
for distribution/website posting of agenda packets, quorum polling, room set-up,
recording of meetings, note taking and preparation of detailed minutes, and
coordination with the Clerk's office regarding Member appointments and
attendance records.)
Management — Craig Benedict, Planning Director; Tom Altieri, Comprehensive
Planning Supervisor
How many times per month does this board/commission meet, including
any special meetings and sub-committee meetings?
The OUTBoard meets as needed per its BOCC adopted Rules of Procedure
(09/06/2016), generally 6 to 8 times per year. When held, meetings take place
on the third Wednesday of the month. The Board met eight (8) times in 2016, as
needed to address Board of County Commissioners (BOCC) priorities. At three
(3) of these meetings the Transit Advisory Services/OPT Group, including
supplemental staff from other County departments (Aging; DSS; Housing,
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Human Rights and Community Development; health; Child Support Enforcement;
and the Library) jointly addressed transit services agenda items with the
OUTBoard. Additionally, two (2) members of the OUTBoard were appointed to a
Bicycle Safety Task Force (BSTF) along with sixteen other people representing
stakeholder groups. The BSTF met three (3) times in 2016, and the three (3)
subcommittees of the Task Force met a total of five (5) times.
Brief Statement of Board/Commission's Assigned Charge and
Responsibilities:
1. The OUTBoard is charged with advising with Board of County Commissioners
on the planning and programming of transportation infrastructure
improvements and other County transportation planning initiatives, as
directed by the Board
2. From time to time the OUTBoard may be directed to provide input on
regulations on which the Planning Board has primary statutory and local
ordinance advisory duties. In such instances, the OUTBoard shall serve in an
advisory capacity to the Planning Board.
What are your Board/Commission's most important accomplishments?
In 2016, the OUTBoard has:
1. Jointly addressed transit topics relating to Orange Public Transportation
(OPT), with supplemental staff from other County departments (Aging;
DSS; Housing, Human Rights and Community Development; Health; Child
Support Enforcement; and the Library:
a. Reviewed and provided comments on the OPT Quarterly Operational
Statistics, including Orange County ridership data 2014-2016.
b. Received and provided comments on an update of the Orange County
Bus and Rail Investment Plan (OCBRIP).
c. Reviewed the OPT Five-Year Plan for Bus Replacement, including
financial assumptions, and provided comments.
d. Reviewed and recommended prioritization of improvements for
proposed new bus stops for OPT route expansions.
e. Reviewed and commented on the status of OPT expansion services,
including new services started, bus purchase options, and vehicles
already received.
f. Received an update on the OPT Assessment Study which analyzed
current conditions, service plans, and organization and staffing, and
near-term service improvements to provide improved service.
g. Reviewed and commented on how information on transit barriers can
best be collected, and development of strategies for addressing.
h. Reviewed and commented on the replacement proposal for the North
Hills Shopping Center Park-and-Ride in north Hillsborough.
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i. Received, reviewed and adopted the North Carolina Department of
Transportation (NCDOT) Success Plan.
j. Received an update on OPT becoming its own department at the
beginning of FY 2016-2017 with a new position of Transit Director to
be filled at the beginning of 2017.
k. Reviewed and recommended prioritization of OPT transit related
technologies.
I. Received and reviewed an update on the addition of Wake County to
the renamed Triangle Tax District and approval of the Wake County
Transit Plan and multiparty Interlocal Transit Agreement.
2. Reviewed and recommended Bicycle Task Force membership, charge
and initial term and forwarded to the BOCC for consideration and action.
3. Received and reviewed an update on the status of the Safe Routes to
School (SRTS) Plan.
4. Received and reviewed regular updates regarding NCDOT Division 7
projects located in the Durham-Chapel Hill-Carrboro Metropolitan Planning
Organization (DCHC MPO), (Burlington-Graham Metropolitan Planning
Organization) BG MPO, and (Triangle Area Rural Planning Organization)
TARPO.
5. Reviewed the methodology for identifying and ranking new Transportation
Improvement Program (TIP) project requests for the DCHC MPO, the BG
MPO, and the TARPO.
6. Received and reviewed information regarding Orange County's SPOT 4.0
project lists and scores submitted by the DCHC MPO, the BG MPO, and
the TARPO and NCDOT for ultimate consideration of inclusion in the
2018-2027 Statewide Transportation Improvement Program (STIP).
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List of Specific Tasks, Events, or Functions Performed or Sponsored
Annually.
1. The Transportation Improvement Program (TIP) is typically a recurring
two-year process:
First year: Develops priority list of projects to request in
TIP for BOCC approval.
Second year: Recommends comments regarding draft TIP
for BOCC approval to submit to NCDOT during
the public comment period.
The OUTBoard assists with the identification and prioritization of NCDOT
projects for rural (TARPO) and metropolitan (DCHC MPO and BG MPO)
planning areas.
2. Reviews active NCDOT projects in the County, including various paving,
construction and Congestion Mitigation and Air Quality (CMAQ) Grant
projects.
3. Receives updates and reviews the progress of NCDOT transportation
projects within rural Orange County.
4. Receives updates and reviews the progress of Orange County
transportation planning efforts.
5. Receives updates and reviews OPT Operational Statistics for federal and
state program transportation grants including the North Carolina
Department of Transportation Rural Operating Assistance Program
(ROAP) Grant, NC Community Transportation Program (CTP) Grant, and
the CMAQ Grant.
6. Receives updates on TARPO, BG MPO and DCHC MPO transportation
planning activities.
7. Receives updates from the Planning staff on the NCDOT quarterly
luncheon topics of discussion.
8. Submits comments and questions for discussion with OPT staff during
Transit/OPT Advisory Services Group meetings.
9. Reviews and discusses current Board vacancies.
10.Other items as assigned by the BOCC.
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Describe this board/commission's activities/accomplishments in carrying
out BOCC goal(s)/priorities, if applicable. The following pertains to the
2009 BOCC Goals set:
Orange County BOCC Goals and Priorities OUTBoard
Accomplishments
(From Pages 2-3)
Goal One: Ensure a community network of basic human 1a, 1b, 1c, 1d, le, 1f,
services and infrastructure that maintains, protects and 1g, lh, 1 i, 1j, 1k, 11
promotes the well-being of all County residents.
Goal Two: Promote an interactive and transparent la, lc, le, 1 f, 1 i, 1k,
system of governance that reflects community values. 11, 4,
Goal Three: Implement planning and economic lb, 1 i
development policies which create a balanced, dynamic
local economy, and which promote diversity, sustainable
growth and enhanced revenue while embracing
community values
Priority 20: Support transit, pedestrian, and bicycle la, lb, lc, 1 d, le, 2,
facilities and other alternatives to the single 3
passenger automobile.
Goal Four: Invest in quality County facilities, a diverse lc, 1j, 1k
work force, and technology to achieve a high performing
County government.
Priority 11: Invest in technology to increase work 1k
efficiencies; e.g. web streaming, paperless agendas,
integrated tracking systems between field and office.
Priority 22: Review and update County personnel la, 1f, lj
and operational policies and procedures.
Goal Five: Create, preserve, and protect a natural lb
environment that includes clean water, clean air, wildlife,
important natural lands and sustainable energy for
present and future generations.
Goal Six: Ensure a high quality of life and lifelong 1k
learning that champions diversity, education at all levels,
libraries, parks, recreation, and animal welfare.
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If your board/commission played the role of an Element Lead Advisory
Board involved in the 2030 Comprehensive Plan preparation process,
please indicate your board's activities/accomplishments as they may relate
to the Comprehensive Plan's goals or objectives.
(The Element Lead Advisory Boards include: Planning Board, EDC, OUTBoard,
Commission for the Environment, Historic Preservation Commission, Agriculture
Preservation Board, Affordable Housing Board, Recreation and Parks Advisory
Council)
Orange County 2030 Comprehensive Plan OUTBoard
Goals or Objectives, as applicable Accomplishments
(From Pages 2-3)
Transportation Goal 1: An efficient and integrated 1a, 2, 3, 4, 5, 6
multi-modal transportation system that protects the
natural environment and community character.
Objective T-1.1: Increase the occupancy of
1a, 1c, 1d, 1e, 2
automobiles through ridesharing and other means;
and expand the use of public transit (including bus
and rail), walking, and biking as primary modes of
travel.
Objective T-1.2: Facilitate the overall development la, 1c, 1d, If
and use of a transportation system that is more
energy-efficient, reduces carbon emissions, and
reduces the use of fossil fuels while promoting the
use of local renewable and sustainable fuels.
Objective T-1.3: Develop new transportation 1 b
facilities in a manner that has a positive impact or
avoids negative impacts on the natural environment,
including air quality, water resources, biological
resources, and wildlife habitat.
Objective T-1.4: Develop new transportation 1 a, 3
facilities in a manner that has a positive impact or
avoids negative impacts on the community, including
historical or cultural assets, existing neighborhoods,
schools and recreational facilities, and the overall
rural character in Orange County.
Objective T-1.5: Identify prime view sheds along
major transportation corridors and protect these areas
for their scenic and natural resource values.
Objective T-1.6: Expand the availability and use of 1 a, 1 c, 1 d, le, 1f, 1g,
public transportation (including bus and rail) 1 i, 1k, 4
throughout the County to provide better connections
between employment centers, shopping and service
locations, and other key points of interest in both
urban and rural areas, particularly for the County's
senior and disabled populations and others without
access to automobiles.
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Orange County 2030 Comprehensive Plan OUTBoard
Goals or Objectives, as applicable Accomplishments
(From Pages 2-3)
Transportation Goal 2: A multi-modal transportation la, 1 b, lc, 1 d, le, 1 f,
system that is affordable, available, and accessible to all 1 g
users and that promotes public health and safety.
Objective T-2.1: Increase the provision of bikeways 1a, 2, 3
and walkways, and also increase supportive facilities
such as bicycle parking zones.
Objective 1-2.2: Evaluate and serve special 1 a, 1 c, 1 f, 1 g
transportation needs of the senior population, youth,
the economically disadvantaged and the disabled,
including both everyday needs and disaster transit
provision.
Objective T-2.3: Increase countywide access for
emergency vehicles, including ways to improve
response times, both for existing and new
developments.
Objective T-2.4: Improve the provision of public 1 a, 1 b, lc, 1 d, 1 h
transit facilities and services, and also increase
supportive facilities for transit, such as park and ride
lots.
Objective T-2.5: Improve public education and 1a
advertising of existing transit services.
Objective T-2.6: Increase safety awareness 2, 3
between car drivers and bicycle riders, and increase
safety for pedestrians.
Objective T-2.7: Construct bicycle facilities in Orange 2
County that will make cycling safer, more convenient,
and more efficient.
Transportation Goal 3: Integrated land use planning 1 b
and transportation planning that serves existing
development, supports future development, and is
consistent with the County's land use plans which include
provisions for preserving the natural environment and
community character.
Objective T-3.1: Improve the County's transportation 1 b, 1 c
system by first enhancing existing facilities as
opposed to developing new facilities.
Objective T-3.2: Create and implement an Orange
County Comprehensive Transportation Plan that
provides the framework for a comprehensive and
connected transportation system supporting a mix of
all transportation modes, including sidewalks and
bicycle facilities, bus and rail transit facilities, and
highways. The plan should be coordinated with the
goals and objectives of this Comprehensive Plan and
seek to maintain and enhance community character
and the natural environment.
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Orange County 2030 Comprehensive Plan OUTBoard
Goals or Objectives, as applicable Accomplishments
(From Pages 2-3)
Objective T-3.3: Determine the policies to guide 1c, le
connectivity within and between residential
developments based on their impact on neighborhood
character.
Objective T-3.4: Direct development to higher
density mixed-use districts along transit corridors and
make necessary multi-modal transportation
improvements to service lands that are slated for
future intense development, such as Economic
Development Districts
Objective T-3.5: Use innovative techniques to 1k
increase mobility and reduce rush hour congestion.
Transportation Goal 4: A countywide and regionally- 1 b, If
integrated, multi-modal transportation planning process
that is comprehensive, creative and effective.
Objective T-4.1: Work with nearby jurisdictions to 1b, 1f, 4
integrate the County's transportation plans with those
of other transportation planning agencies and service
providers in Orange County and the Triangle region.
The resulting intermodal transportation system should
reflect regional goals and objectives to meet projected
travel demand and to reduce congestion and reliance
on single occupancy vehicles.
Objective T-4.2: Plan and integrate the County's 1b, 1f, 4
multi-modal transportation routes and services with
regional transportation agencies and transit service
providers, agencies and transit providers in
neighboring counties, the North Carolina Department
of Transportation, Amtrak, and the North Carolina
Railroad.
Objective T-4.3: Revive rail transportation in Orange
County and the Triangle region.
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Identify any activities this board/commission expects to carry out in 2017
as they relate to established BOCC goals and priorities. If applicable, is
there a fiscal impact (Le., funding, staff time, other resources) associated
with these proposed activities (please list).
1. Review, comment and make a recommendation on Bicycle Safety Task
Force Report to the BOCC (BOCC Goal 3, Priority 20).
2. Review and comment on amendment to UDO and revise Efland-
Buckhorn-Mebane and Eno EDD access management plans (BOCC Goal
3, Priority 2).
3. Continue to work with staff and the BOCC to recommend and monitor
Orange County Transportation Improvement Program (TIP) projects,
including recommending new projects in 2017 (BOCC Goal 3, Priority 20).
4. Continue to coordinate with the Orange County Department of Aging
Mobility Manager on implementation efforts of the Master Aging Plan
Transportation Goals (BOCC Goal 3, Priority 20).
5. Continue quarterly Transit Advisory Services/OPT meetings to discuss
unmet needs in the service area, service design and scheduling,
marketing, billing rates and fares, resolve complaints; and to monitor
compliance with federal regulations and the status of any deficiencies
noted in any official federal, state or local review or report (BOCC Goal 2,
Priority 8; and BOCC Goal 3, Priority 20).
6. Review, comment and make a recommendation on the DCHC MPO CTP
and MTP (BOCC Goal 2, Priority 6).
7. Review and make comments on the TARPO Locally Coordinated Human
Service Transportation Plan update (BOCC Goal 1, Priority 4; and BOCC
Goal 2, Priority 6)
8. Review, comment and make a recommendation on grant initiatives for
funding transportation projects (BOCC Goal 2, Priority 6; and BOCC Goal
3, Priority 20).
9. Continue to jointly addressed transit topics relating to Orange Public
Transportation (OPT), with supplemental staff from other County
departments (Aging; DSS; Housing, Human Rights and Community
Development; Health; Child Support Enforcement; and the Library),
including new bus routes proposed to be initiated in 2017 ( BOCC Goal 1;
BOCC Goal 2, Priority 8).
10. If referred by the BOCC:
a. Review and comment on language for establishing appropriate
linkages between Economic Development area Access
Management Plan(s) and CTP/MTP documents of the BG MPO
and DCHC MPO for the purpose of addressing the dedication of
right-of-way under local ordinances (BOCC Goal 3, Priority 9);
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b. Implementation efforts related to the Safe Routes to School (SRTS)
Action Plan, to serve as a subcommittee in an advisory capacity,
supplemented by additional staff from other agencies/jurisdictions
as needed (BOCC Goal 3, Priority 20.
What are the concerns or emerging issues your board has identified for the
upcoming year that it plans to address, or wishes to bring to the
Commissioners' attention?
1. Implementation efforts for the Bicycle Safety Task Force (BSTF) Report,
as directed by the BOCC;
2. Pursue implementation opportunities for Safe Routes to School (SRTS)
projects;
3. Pursuit of funding sources for prioritized transportation projects and track
status of project implementation;
4. Coordinate connectivity and infrastructural changes with the towns in
order to create better conditions for bicycling and other alternate forms of
non-motorized transportation;
5. Should it be necessary to supplement existing transit plans, explore
expansion of commuter rail; and
6. Work with NCDOT to promote funding of pedestrian and bicycle projects
in rural areas to a greater degree.
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NAME OF BOARD/COMMISSION: Parks and Recreation Council
Report Period: 2016
ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS
ANNUAL REPORT/WORK PLAN FOR THE COUNTY COMMISSIONERS
The Board of Commissioners appreciates the dedication of all the volunteers on
their boards and commissions and welcomes input from various advisory boards
and commissions throughout the year. Please complete the following
information, limited to the front and back of this form. Other background
materials may be provided as a supplement to, but not as a substitute for, this
form.
Board/Commission Name: Parks and Recreation Council (PRC)
Person to address the BOCC at work session- if applicable- and contact
information: Tori Williams Reid, Chair (toridwms(cgmaii.com)
Primary County Staff Contact: David Stancil, DEAPR Director
How many times per month does this board/commission meet, including
any special meetings and sub-committee meetings?
Once a month, plus quarterly Intergovernmental Parks Work Group meetings;
and biennial joint county/town parks and recreation advisory board meetings.
Brief Statement of Board/Commission's Assigned Charge and
Responsibilities.
The Council serves as the advisory board for provision of parks facilities and
recreation programs. It shall suggest policies, within its powers and
responsibilities as stated in Article 26 of the Code of Ordinances. The Council
shall consult with and advise the Board of Commissioners and staff in matters
affecting recreation policies and programs, advise on the acquisition of parkland
and lands for recreation programs, and advise on long-range planning for
recreation and parks, including the development of plans, studies and reports.
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What are your Board/Commission's most important accomplishments?
The Council reviewed progress toward the Parks and Recreation Master Plan
2030 (adopted November 2014), and also advised staff on a variety of topics,
including:
• Blackwood Farm Park
• Review and comment on FY 2016-21 Capital Investment Plan projects
• Reviewed and made recommendations on FY 2016-17 Outside Agency Funding
Requests (recreation agencies)
• Sponsored The Nature of Orange Photography Contest
• Developed recommendations for a disc golf course at County Park
• Worked with staff on primitive camping possibilities
• Review of Orienteering Course options
i
• Attended meetings on and discussed and advised staff on Mountains to Sea Trail
(MST) Orange County segments l%
• Advised and received updates on Community Center openings, including the
grand opening of the Cedar Grove Community Center in June 2016, and met
with Community Center Coordinator
• Opening of Little Free Library at Cedar Grove Park
• Reviewed, advised and attended Hollow Rock Nature Park opening
• Hosted and conducted interjurisdictional advisory board meeting in March 2016
with four topical focus areas (teen programming, county/town park collaboration ■
(Millhouse Road Park), protecting open space and natural areas, and trail
connectivity. Pursued followup on the four topical interjurisdictional groups.
• Received updates on Town of Hillsborough new Churton Street pedestrian
improvements and bus lane at River Park
• Met with Sportsplex executive director on upcoming changes and collaboration
possibilities
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List of Specific Tasks, Events, or Functions Performed or Sponsored
Annually.
• Nature of Orange Photography Contest
• Review of Outside Agency Funding recommendations (recreation)
• (Biennial) Joint Advisory Board meeting
• Support for Department Functions and Special Events
• Review of Annual Capital Investment Plan proposal for parks
• Annual Report and Work Plan
Describe this board/commission's activities/accomplishments in carrying
out BOCC goal(s)/priorities, if applicable.
The PRC reviews site plans for major subdivision applications in the county's
jurisdiction. Recommendations are made on potential land dedication for parks
and open space. (Goal 5)
The PRC was the lead advisory board for the Parks and Recreation Master Plan
2030 and regularly reviews progress toward the Comprehensive Plan goals and
has served as a "steering committee." The PRC also was the lead advisory board
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in the creation of the Parks and Recreation Master Plan 2030. (Goal 5)
The Council reviews plans and advises on new park construction and openings
(such as Blackwood Farm Park, Hollow Rock Nature Park), and participates in
park master planning efforts. (Goal 6)
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Describe the collaboration relationship(s) this particular board has with
other advisory boards and commissions?
The Council has collaborated with the Commission for the Environment and the
Intergovernmental Parks Work Group, and also shared information with the
Board of Health on healthy lifestyles and parks. The PRC regularly meets with its
sister advisory boards in the three towns, and hosted a joint meeting in March
2016. The Council has also advised and reviewed information from Orange
County Sportsplex, the Town of Hillsborough, Fairview Community Watch, the
Occoneechee Tribal Council and the Alliance for Historic Hillsborough (River
Park).
If your board/commission played the role of an Element Lead Advisory
Board involved in the 2030 Comprehensive Plan preparation process,
please indicate your board's activities/accomplishments as they may relate
to the Comprehensive Plan's goals or objectives.
(The Element.Lead Advisory Boards include: Planning Board, EDC,
OUTBoard, Commission for the Environment, Historic Preservation
Commission, Agriculture Preservation Board, Affordable Housing Board,
Recreation and Parks Advisory Council)
The PRC assisted in the implementation of park master plans, such as the
Hollow Rock Nature Park (Objective PR 3.2).
Assist in and advise on the planning for the Mountains to Sea Trail (Objective PR
5.4).
The PRC reviewed and made recommendations on community center operations
and mission. (Objective E 2)
The PRC addressed status of recommendations and issues from P&R Master
Plan 2030 (Objective PR 5.6).
Identify any activities this board/commission expects to carry out in 2017
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as they relate to established BOCC goals and priorities.
If applicable, is there a fiscal impact (i.e., funding, staff time, other
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resources) associated with these proposed activities (please list).
• Maintenance of existing parks and facilities to a high-quality standard
(fiscal impact— continued funding of the annual Parks Facility Repairs and
Renovations capital project)
• Review potential funding for identified park needs and lay groundwork for
a future funding mechanism (bond referendum?)
• Improve communication methods on new parks and trails, with publicized
updates when new facilities are improved or opened. Develop new maps
and resources for public to learn about and enhance enjoyment of parks
and trails
• Develop with staff a plan for expansion of the Soccer.com Center planned
for 2019 to address the need for more soccer facilities
• Help develop revisions to Blackwood Farm Park master plan in advance of
planned 2018 construction.
• Try to engage Town of Chapel Hill in moving ahead with master planning
for Millhouse Road Park.
What are the concerns or emerging issues your board has identified for the
upcoming year that it plans to address, or wishes to bring to the
Commissioners' attention?
• With new national reports due out in 2017, examine the feasibility of
synthetic turf athletic fields. Look at how creation of the new field at Cedar
Falls has absorbed demand and whether this has changed the overall
need for fields.
• Examine new ideas for healthy and accessible play areas, including
inclusive play areas, natural play areas and other new ideas. Determine
whether these should be incorporated into existing or future park master
plans.
• Address a need for long-term funding to achieve the adopted goals of the
Orange County Comprehensive Plan and Parks and Recreation Master
Plan 2030.
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NAME OF BOARD/COMMISSION: Planning Board
Report Period: 2016 calendar year for annual report; 2017 calendar year for
work plan
ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS
ANNUAL REPORT/WORK PLAN FOR THE COUNTY COMMISSIONERS
The Board of Commissioners appreciates the dedication of all the volunteers on
their boards and commissions and welcomes input from various advisory boards
and commissions throughout the year. Please complete the following
information, limited to the front and back of this form. Other background
materials may be provided as a supplement to, but not as a substitute for, this
form.
Board/Commission Name: Planning Board
Person to address the BOCC at work session- if applicable- and contact
information: Lydia Wegman, Chair, (919) 382-1904, InwegmanRgmail.com
(please note that Chair elections occur in January of each year, so the
Chair could change in January)
Primary County Staff Contact: Craig Benedict, Planning Director; secondary
contact: Perdita Holtz, Planner III (Planning Systems Coordinator)
How many times per month does this board/commission meet, including
any special meetings and sub-committee meetings?
Once or twice per month (12 regular meetings + 4 Quarterly Public Hearings
(attendance expected) + special or sub-committee meetings such as the
Ordinance Review Committee [ORC] which meets prior to the regular meeting
several times a year).
Brief Statement of Board/Commission's Assigned Charge and
Responsibilities.
Under the authority of NC General Statute, the BOCC created the Planning
Board to embark upon a continuing planning program, including but not limited to
the preparation and maintenance of a Comprehensive Plan for Orange County,
in protection of the public health, safety, and general welfare of present and
future residents and businesses, landowners and visitors. The duties of the
Planning Board are listed in Section 1.6.3 of the Unified Development Ordinance.
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What are your Board/Commission's most important accomplishments?
Within last 2 years:
• UDO text amendments for revisions to the public hearing process to enhance !
public input opportunities, streamline when possible, and improve legal
integrity.
• UDO, Comprehensive Plan & Zoning Atlas Amendments to adopt two new
zoning overlay districts in Efland that recognize community character and add
flexibility to target development.
• In 2015, two property-owner initiated applications for non-residential
rezonings were processed. The Planning Board reviewed these and issued a
recommendation to the BOCC on each application.
• UDO text amendments related to temporary health care structures.
• Henderson Woods major subdivision concept plan and preliminary plat.
• UDO text amendments related to impervious surface matters.
•
Class A SUPs for a solar facility in Bingham Township and for Emerson
Waldorf School.
• UDO text amendments related to recreational land uses.
More recently:
• UDO text amendments pertaining to:
o Temporary healthcare structures
o Sign regulations
o Modifications to the former O/I (Office/Institutional) zoning district (now
named O/RM — Office/Research and Manufacturing)
o The Hillsborough Economic Development District (EDD)
o Cluster subdivision regulations
• Provided input and comments on the Draft Affordable Housing Strategic Plan.
• Reviewed and made recommendation on Orange County/Town of
Hillsborough Joint Land Use Plan Amendment and Zoning Atlas Amendments
for the Hillsborough EDD.
• Class A SUP for the Oakwood Solar Facility (in Cheeks Township).
• ORC review of proposed Rural Master Plan Development Conditional Zoning
District (RMP-CZ).
• Reviewed and made recommendations on non-residential rezonings to
address conformity of zoning district boundaries with totality of non-residential
use (i.e., parking, septic, buffer areas, etc.)
List of Specific Tasks, Events, or Functions Performed or Sponsored
Annually.
• Monthly Planning Board meetings
• Quarterly Public Hearings (4)
• Ordinance Review Committee (ORC) meetings and special meetings as
required
• Review applications for ordinance amendments, major subdivisions, and
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Class A special use permits and provide recommendations to the BOCC
• Develop and recommend policies, ordinances, administrative procedures and
other means for carrying out plans
• Coordinate with staff on ongoing planning updates, changes, and new
techniques
Describe this board/commission's activities/accomplishments in carrying
out BOCC goal(s)/priorities, if applicable.
The Planning Board is involved in the ongoing implementation of the 2030
Comprehensive Plan. Potential projects listed in the "UDO Implementation
Bridge," continue to be worked on as do small area plan implementation
measures. The Implementation Bridge is a list of topics that were raised during
the UDO adoption process in 2010-11 that further the goals and objectives of the
Comprehensive Plan through the UDO.
Describe the collaboration relationship(s) this particular board has with
other advisory boards and commissions?
Currently, the Planning Board includes a member who also serves the
Commission for the Environment. There is a position on the Board of Adjustment
for a Planning Board member but that position is currently unfilled. Three
members of the Planning Board have expressed interest in serving on the Board
of Adjustment and discussion over who could better serve in the position has
occurred. In 2016, there was not direct collaboration with other advisory board
(e.g., joint meetings).
If your board/commission played the role of an Element Lead Advisory
Board involved in the 2030 Comprehensive Plan preparation process,
please indicate your board's activities/accomplishments as they may relate
to the Comprehensive Plan's goals or objectives.
(The Element Lead Advisory Boards include: Planning Board, EDC,
OUTBoard, Commission for the Environment, Historic Preservation
Commission, Agriculture Preservation Board, Affordable Housing Board,
Recreation and Parks Advisory Council)
The processing of small area plan recommendations specifically addresses an
objective included in the 2030 Comprehensive Plan. Following are specific
Comprehensive Plan Goals and Objectives that have been part of the Planning
Board's recent work: is
Land Use Overarching Goal: Coordination of the amount, location,
pattern and designation of future land uses, with availability of County
services and facilities sufficient to meet the needs of Orange County's
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population and economy consistent with other Comprehensive Plan
element goals and objectives.
Objective LU-1.1: Coordinate the location of higher intensity/ high
density residential and non-residential development with existing or
planned locations of public transportation, commercial and
community services, and adequate supporting infrastructure (i.e.,
water and sewer, high-speed internet access, streets, and
sidewalks), while avoiding areas with protected natural and cultural
resources. This could be achieved by increasing allowable
densities and creating new mixed-use zoning districts where
adequate public services are available.
Objective LU-1.2: Evaluate and report on whether existing and
approved locations for future residential and non-residential
developments are coordinated with the location of public
transportation, commercial and community services, and adequate
supporting infrastructure (i.e., water and sewer services, high-
speed internet access, streets and sidewalks).
Land Use Goal 3: A variety of land uses that are coordinated within a
program and pattern that limits sprawl, preserves community and rural
character, minimizes land use conflicts, supported by an efficient and
balanced transportation system.
Objective LU-3.1: Discourage urban sprawl, encourage a
separation of urban and rural land uses, and direct new
development into areas where necessary community facilities and
services exist through periodic updates to the Land Use Plan.
Land Use Goal 4: Land development regulations, guidelines, techniques
and/or incentives that promote the integrated achievement of all
Comprehensive Plan goals.
Land Use Goal 6: A land use planning process that is transparent, fair,
open, efficient, and responsive.
Objective LU-6.1: Undertake a comprehensive effort to inform and
involve the citizens of Orange County in the land use planning
process.
Objective LU-6.2: Maintain a cooperative joint planning process
among the County municipalities and those organizations
responsible for the provision of water and sewer services to guide
the extension of service in accordance with the Comprehensive
Plan, the Orange County-Chapel Hill-Carrboro Joint Planning
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Agreement and Land Use Plan, and the policies of the
municipalities.
Economic Development Overarching Goal: Viable and sustainable
economic development that contributes to both property and sales tax
revenues, and enhances high quality employment opportunities for County
residents.
Objective ED-1.5: Identify barriers to development of desirable
businesses and local businesses, and mitigate these barriers.
Transportation Goal 3: Integrated land use planning and transportation
planning that serves existing development supports future development,
and is consistent with the County's land use plans which include
provisions for preserving the natural environment and community
character.
Identify any activities this board/commission expects to carry out in 2017
as they relate to established BOCC goals and priorities.
If applicable, is there a fiscal impact(Le., funding, staff time, other
resources) associated with these proposed activities (please list).
The Board will continue its work in partnership with staff to further
implement recommendations contained within small area plans and the
UDO Implementation Bridge and to implement existing and new BOCC
priorities, some of which may emerge at the January 2017 BOCC retreat:
1. Affordable and Senior Housing, including Co-Housing: On-going need
for affordable housing opportunities, including senior housing, in the county.
Continue to work with the Housing and Community Development Department
on the Affordable Housing Strategic Plan and develop any necessary
regulatory amendments that would further the plan once it's adopted..
2. Emergency Access: Continue to work with appropriate staff/departments to
better ensure properties can be reached by emergency personnel (e.g.,
driveway width and clearance, bridge weight limit signage and sufficiency to
allow a fire truck to pass, gate width, curve radii sufficient for emergency
vehicles). Amendments currently being worked on related to private road
standards address a portion of this topic.
3. Clustering in Rural Areas: Consider rural village concepts. Examine
innovative septic systems whether in individual or community settings.
Clustering does not increase density in rural areas but creates a higher
percentage of open space. Amendments currently being considered related
to subdivision regulations address a portion of this topic.
4. Population Projections: Analyze regional population and employment
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projections (including MPO 2040 and the development of the MPO 2045
MTP). Rationalize and offer `ground truth' (i.e. what can realistically be built)
to the amount and location of new development noted from population
modeling (i.e. Community VIZ). Work with municipalities to aggregate their
projected ceiling density totals based on their densification efforts and create
composite countywide total by adding unincorporated projections. Use in
update to Comprehensive Plan Data Element.
5. Parks and Recreation Dedications and Payment in Lieu Fees: Jointly
work with the Department of Environment, Agriculture, and Parks &
Recreation (DEAPR) to evaluate level of service standards and how they
would be implemented through the subdivision process included in the UDO.
Also include hiking and/or preservation corridors in the land use plan so land
dedications during the subdivision process can occur where necessary.
6. Tables of Permitted Uses Revisions: Complete the substantial work
involved with revising the tables of permitted uses in response to the Byrd vs.
Franklin County judicial decision.
7. Fiscal Impact Analysis: Work with the Manager's office and Finance and/or
a consultant to analyze the impacts of development to County services
(revenues and expenditures) and to the cities as necessary.
8. Legislative Changes: Amend regulations as necessary in response to.
legislative changes at the State level
9. Streamline Regulations: Continue to streamline regulations where possible
10.2017 BOCC Retreat: Any priorities that emerge at the January 2017 BOCC
retreat
What are the concerns or emerging issues your board has identified for the
upcoming year that it plans to address, or wishes to bring to the
Commissioners' attention?
1. Rural Enterprises: Determine need to address innovative water & sewage
disposal issues in the Rural Activity Nodes to encourage development in
these nodes. Evaluate non-residential acreage thresholds and determine if
changes are necessary.
2. Mass Gathering/Special Events: Revisions to UDO regarding mass
gathering and special events (must wait until after Emergency
Services/Attorney's Office enacts a Mass Gathering Ordinance)
3. Pre-zoning for Economic Development Projects: Continue to "prezone"
areas where possible to focus growth in appropriate areas with consistent
land uses, thereby improving the review and approval process.
4. Nuisance Ordinance: Consider a nuisance ordinance for Economic
Development, Commercial, and Commercial-Industrial Transition Activity
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Nodes and areas adjacent to these land use classifications to "protect" these
areas slated for economic development projects. In addition, consider these
"city-like" rules in "urban" transition land use classifications of the county to
protect existing community value.
5. Transportation Issues: Evaluate the need for better public transit in rural
areas, including senior citizen mobility, transit dependent and commuter
populations. Determine if rural "transit oriented development" could be hubs
of transit located in the rural community nodes. Accent focus on transit
dependent populations and their connection to other transit infrastructure.
6. Wireless and Broadband Access: The County (IT Department) is currently
undertaking a study regarding wireless and broadband access in rural areas.
Many rural areas lack reliable access to these services and solutions to
providing areas with these services should be sought.
7. Long-Term Planning for Potable Water and Waste: Planning for potable
water and waste (wastewater and solid waste) should continue to be a topic
for study and discussion as growth in Orange County continues.
8. City of Mebane Long-Range Land Development Plan: Planning staff
continues to contribute to the City's on-going Land Development Plan. Future
amendments to Orange County planning documents, such as the
Comprehensive Plan, may be warranted. Future analysis and deliberations,
with elected official input, may be necessary.
9. UDO Implementation Bridge: Staff has annually been updating the status
of the UDO Implementation Bridge, a document that was produced in 2011
when the UDO was adopted. Planning Board members have noted that
many of the people currently serving on Boards have little to no knowledge of
the UDO process because it was completed more than 5 years ago, prior to
service start dates. Additionally, many of the items in the document have
been completed, or partially completed, and it appears that those items that
have not been addressed may not be addressed because they do not align
with current goals. The Planning Board has suggested that this document be
"retired." The document is available for viewing at:
http://www.orangecountync.gov/Implementation Bridge.pdf. The most recent
status update was part of the November 2, 2016 Planning Board agenda
materials (pages 63 through 83):
http://www.orangecountync.gov/November%202%20Planninq%20Board%20
Agenda%20Packet..pdf.
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