HomeMy WebLinkAboutAgenda 04-04-2019 Item 1 - County Commissioners-Boards and Commissions – Annual Work Plans-Reports 1
ORANGE COUNTY
BOARD OF COMMISSIONERS
ACTION AGENDA ITEM ABSTRACT
Meeting Date: April 4, 2019
Action Agenda
Item No. 1
SUBJECT: County Commissioners: Boards and Commissions —Annual Work Plans/Reports
DEPARTMENT: Board of Commissioners
ATTACHMENT(S): INFORMATION CONTACT:
Listing of Annual Summaries and Work Clerk's Office, 245-2130
Plans
PURPOSE: To provide feedback and/or direction on the second group of boards and commissions'
annual work plans/reports with their Chairs (or representatives) in attendance. (A first group of
boards and commissions' annual work plans/reports was discussed at the Board's March 12, 2019
work session.)
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.
Internal Boards and their representatives below:
Animal Services Advisory Board Maureane Hoffman, Chair and/or
Molly Mullin, Vice Chair
Arts Commission Tim Hoke, Chair
Board of Health Tim Smith, Chair
Board of Social Services Tamara Dempsey-Tanner, Chair
Agricultural Preservation Board Cecilia Redding, Vice Chair
Commission for the Environment Bradley Saul, Chair
Historic Preservation Commission Art Menius, Vice Chair
Parks and Recreation Council Haywood Rhodes, Chair
Chapel Hill/Orange County Visitor's Bureau Anthony Carey, Chair
Economic Development Advisory Board Jim Kitchen, Chair
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FINANCIAL IMPACT: There is no financial impact associated with providing feedback and/or
direction on the boards and commissions' annual work plans/reports.
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.
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ANNUAL PLANS -BOARDS AND COMMISSIONS ( April 4th meeting)
1. Animal Services Advisory Board Page # 5-17
2. Arts Commission Page # 18-22
3. Board of Health Page # 23-28
4. Board of Social Services Page # 29-31
5. Agricultural Preservation Board Page # 32-35
6. Commission for the Environment Page # 36-41
7. Historic Preservation Commission Page # 42-46
8. Parks and Recreation Council Page # 47-50
9. Chapel Hill/Orange County Visitor's Bureau Page # 52-55
10.Economic Development Advisory Board Page # 56-60
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THIS PAGE INTENTIONALLY LEFT BLANK
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NAME OF BOARD: Animal Services Advisory Board
Report Period: 2018-2019
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)
Person to address the BOCC at Work Session—if applicable and contact
information: Currently, Maureane Hoffman, ASAB Chair; and/or Molly Mullin,
ASAV Vice-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?
The ASAB has a monthly meeting except for the months of July and
December. These meetings ensure that there is sufficient time to listen to
stakeholders and address issues and concerns in a deliberate and timely
manner.
Three (3) ASAB members serve on the Animal Services Hearing Panel Pool.
They chair the appeal hearing panels convened under the Unified Animal
Ordinance. Each month there are between two (2) and four (4) appeal
hearings.
Three members of the ASAB serve on the review committee for the Pat
Sanford Animal Welfare Award. Every fall the committee reviews
applications and makes a selection based upon award criteria.
Finally, the ASAB sometimes creates task forces to address specific issues
in greater depth. Recently, one examined how Orange County Animal
Services might approach the owners of surrendered animals that are
suffering as a result of some kind of neglect.
Brief Statement of Board/Commission's Assigned Charge and Responsibilities.
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The ASAB serves as a sounding board for 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.
Integral to this general responsibility is a concern with ensuring that the
practices and outcomes of Orange County Animal Services meet or exceed
prevailing professional standards. A good illustration is the ASAB's
support for the county's Community Spay and Neuter Program and its
effort to manage free roaming cats in more proactive and humane ways.
The board has also supported Animal Services in exploring how to serve
underserved parts of our county.
Also integral to this responsibility is receiving feedback from the board
members who serve on the Animal Services Hearing Panel Pool. This is
one basis for the ASAB to working with staff to maintain a list of challenges
and problems that may be addressed through the amendment of the
Unified Animal Ordinance.
Finally, the ASAB is concerned with the human aspects of animal issues as
well as animal welfare. Fundamental to this concern is the relation of
animals to public health and safety. Indeed, one board member is the
veterinarian for Orange County Health Board.
What are your Board/Commission's most important accomplishments?
The ASAB continued to work with staff and stakeholders managing pet
overpopulation in Orange County. Free-roaming cats have been of great
significance to recent efforts in this area, and among other things, the
ASAB and staff together have sought to establish strong working relations
with community partners Including the Agricultural Preservation Board.
Central to this effort has been the creation of a "working barn cat"
program. Within the last year more than 150 working barn cats have been
sterilized, vaccinated, microchipped and vaccinated through this program.
This innovative and important program has received very positive coverage
in the media including a feature article in the Herald Sun and News and
Observer (see Attachment A).
Also, the board worked closely with Animal Services staff and one of the
county's staff attorneys to develop some needed amendments for the
Unified Animal Ordinance. These were developed on the basis of the
county's experience with the Unified Animal Ordinance since its adoption
early in 2016. The BOCC adopted these amendments in November of 2018.
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This is also an excellent illustration of the interdependence of the ASAB
and the Animal Services Hearing Panel Pool. One of the ordinance
amendments allowed for the review and revocation of a dangerous animal
declaration made under the ordinance. This amendment was developed
because of concerns voiced by members of the Hearing Panel Pool that
lifelong declarations and restrictions were onerous and unreasonable.
In a related vein, the ASAB has collaborated with staff to develop several
recommendations for the county's legislative agenda. As can be seen from
Attachment B, these include a number of recommended changes to the
state's dangerous dog law. Specifically, they would allow for the review of
potentially dangerous dog declarations; for dogs declared potentially
dangerous to interact with a certified trainer in a secure area without being
muzzled; and for there to be an evaluation of dogs seized in dog fighting
cases in order to make a final determination as to whether they are
dangerous.
The ASAB worked with staff to develop several other important
deliverables. One was to develop a more satisfactory procedural approach
to animals suffering from neglect that are surrendered to Animal Services.
Another was a coordinated effort between Animal Services and 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. Others included the review of outside agency
funding applications and applications for the annual Pat Sanford Animal
Welfare Award.
The ASAB also supported staff in developing and working within
community partnerships. As previously mentioned, there is ongoing
contact with the Agricultural Preservation Board regarding the working
barn cat program. Staff has also been working with the county's
Homelessness Coordinator, human service providers and others to
develop resources for pets belonging to people who are homeless or
experiencing problems with housing. There has also been initial discussion
about the possibility of Orange County Animal Services working with
Orange County Adult Care Home Advisory Committee to introduce pets
into assisted living facilities in Orange County.
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.
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In addition to activities mentioned above, the board sometimes hosts
partner organizations, supports the annual Open House, and provides its
own appreciation for all Animal Services staff. As indicated earlier,
members of the board are available to serve on task forces charged with
the in depth review of a specific issue of concern from the standpoint of
operations, programs or policies.
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 2018. These are:
Sustainable Services
• Supported strategic plan for managing pet overpopulation to control
Costs as well as reduce the use of euthanasia for population control.
• Supported efforts to advance the plan for managing free roaming
cats in Orange County as part of the overall strategic plan.
• Supported efforts to meet or exceed professional standards within
the field of animal welfare and animal services.
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 BOCC and County
Manager (including vetting and recommending candidates for ASAB
vacancies).
• Made recommendations regarding various animal issues and worked
with staff to put forward needed amendments to the Unified Animal
Ordinance.
Advisory Board Roles and Responsibilities
• Provided a setting for stakeholder communication about various
animal-related matters.
• Sustained ASAB by vetting candidates for board vacancies, making
recommendations to the BOCC, and conducting orientations for new
members.
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)
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Not applicable.
Identify any activities this board/commission expects to carry out in 2019 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 2019.
These are:
Sustainable Services
• Support strategic plan for managing pet overpopulation to control
costs as well as to reduce the use of euthanasia a means of
population control.
• Support efforts to advance the plan for managing free roaming cats
in Orange County as part of the overall strategic plan.
Support efforts to meet or exceed professional standards within the
field of animal welfare and animal service.
Making County Government Accessible, Understandable and Transparent
• Serve as a sounding board for issues and policy concerns.
• Coordinate with staff to advise the BOCC and County Manager
regarding strategic initiatives and public policy.
• Identify needed amendments to the UAO based upon the experience
of the Animal Services Hearing Panel Pool.
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.
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 continue to work with staff to
implement a plan for managing free roaming cats. In particular, the board
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will work with staff to coordinate with the Agricultural Preservation Board
and other entities to advance the "working farm cat" program. The board
will also continue to work with staff to develop and sustain community
partnerships and resources for addressing the challenges presented by
free roaming cats.
More generally, 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. This is
a critical commitment to ensure that pet overpopulation is managed in the
long run in Orange County in a humane as well as cost effective manner.
Easement Area Dog Walking Trails: The ASAB is continuing to support
staff in ensuring that dog walking trails are recreated in the area of the new
OWASA and Duke Energy Easements. The board also plans to continue to
support Animal Services working with other county staff to ensure that the
entrance and presentation of the Animal Services Center is not
compromised by these easements. Doing so is critical to the intent of
making the Animal Service Center an attractive and welcoming facility, an
actual destination for the community.
Community Centers and Services: The board will continue to work with
staff to consider how to best implement community-oriented developments
in the fields of animal welfare and animal services in Orange County. It is
expected that Animal Services will continue to work toward partnering with
established community centers in Orange County to build stronger
community relations through which various services and resources can
become better known. This is an opportunity to provide these services to
underserved areas of the county in new and different ways that are
becoming more prominent in the field of animal services and animal
welfare.
Community Partners and Services: The ASAB plans to continue to support
staff in pursuing, developing, and sustaining community partnerships. As
mentioned earlier, these are varied. In the case of the working barn cat
program, they include Independent Animal Rescue as well as the
Agricultural Board. They also include the possibility of working with
Orange County Adult Care Home Advisory Committee to introduce pets
into assisted living facilities in Orange County, And they include assorted
community partners from diverse areas of service in the case of resources
for pets belonging to homeless individuals or people experiencing housing
crises.
Unified Animal Ordinance and Legislation: The ASAB will continue to
coordinate with staff to identify and address "issues" in the administration
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of the ordinance in areas that may be subject to administrative appeal. As
in the past, it is expected that this may bring forth recommendations for
ordinance amendments based upon the experience of the Animal Services
Hearing Panel Pool with the appeal process. The ASAB will also continue
to work with staff to identify legal changes that may be addressed by the
BOCC through the county's legislative agenda.
ASAB Vacancies and Other Deliverables: The board will continue to assist
the BOCC in ensuring that board vacancies are filled in a timely and
effective manner. It will make recommendations for vacancies to the BOCC
based upon interactive candidate interviews. The board will also provide
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.
In addition, the ASAB will continue to collaborate with Animal Services on
other deliverables. These will include reviewing outside agency funding
applications and reviewing applications for the annual Pat Sanford Animal
Welfare Award. If past experience holds true for the coming year, other
tasks deserving the attention of the ASAB and staff will emerge in the
course of the year as a result of service challenges and/or stakeholders
concerns.
Approved December 13, 2018
Bob Marotto, Animal Services Director
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Xterw-
Orange
e County seeks feral-cat `fix' with barn-
cat birth control
BY OHRIE HASEGAWA
NOVEMBER 19,2018 06:00 AM
Orange County assists in controlling an abundance of barn cats
CHAPEL HILL
At first glance, Teer Farm is still and quiet. The only discernible activity comes from a herd of
Holstein cows strolling along the pond.
But then the farm comes to life: two cats appear from behind a bush, and one approaches the
house. Yet another dashes beneath the porch. Long-haired cats and short-haired cats..
Tabbies, gray and black cats.
These are the barn cats of Teer Farm.
Barn cats keep a farm's rodent population in check. Because rats and mice can feed on crops
and transmit disease, the cats are critical to a healthy farm.
When cats are left unsterilized and free to roam, however, they can multiply at an alarming
rate. And a farmer's rodent problem can quickly become a feline-overpopulation problem.
"[The cats] take over," said Sarah Holt, owner of Teer Farm.
At one point, she had more than 6o cats on the farm between her house, the barn, and her
parents'house.Adding to the problem, she said, were people dropping off their unwanted
cats, assuming they would be taken care of.
A -
13
e �
f^
a
ay # few
rU.
Sarah dolt, owner of Teer Farm in Grange County, reeds a large group of barn oats on Friday, Nov. 16, 2018. Holt
and a family member worked with Orange County Animal Services to get rabies shots and sterilization for 60 cats.
Julia Wail jwall c@newsobsetver.com
Feral cats
Most offspring of barn cats get little exposure to humans. The lack of interaction can make
kittens fearful or aggressive toward people.
"Feral cats are a big problem everywhere," said Tenille Fox, Orange County Animal Services'
spokeswoman, especially since they are difficult to domesticate after a certain age.
In 2017, the Orange County Animal Shelter took in 1,459 cats. While most were adopted, 273
cats were euthanized, nearly half of them for feral-related reasons.
In an attempt to humanely decrease the number of unwanted cats in the community,Animal
Services has launched the Working Barn Cats Program, offering free sterilization for Orange
County barn cats.
According to program coordinator Cooper Hatch, the department has spayed or neutered 147
cats (over 60 of which came from Teer Farm) since October 2017.
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The program, which works with North Carolina's Spay Neuter Association Program (SNAP),
was made possible by a $5,000 grant from the Triad Foundation based in Ithaca, New York.
In addition to the sterilization surgery, the Working Barn Cat Program provides vaccines for
rabies and other infectious diseases. After the procedure, one of the cat's ears is clipped to
show that it has been sterilized.
l
t{ /
Feral barn cats gather to eat food given to them by Sarah Holt, owner of Teer Farm in Orange County, on Friday,
Nov. 16, 2018. Holt and a family member worked with Orange County Animal Services to get rabies shots and
sterilization for 60 cats.
Julia Wall jwall@newsobserver.com
Outdoor cats
Although the program is beneficial in many ways, it may also encourage people to keep more
outdoor cats.
"Cats are terrific pets as kept indoors, but free-roaming cats are a huge problem for the
environment — a huge problem for birds," said Walker Golder, director of Audubon North
Carolina's Wilmington Coastal Office. He advises that, when possible, feral cats be confined.
While acknowledging the issue,Animal Services says most cats brought in are already outdoor
animals and sterilizing them prevents more feral cat births. The center also educates cat
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owners on subjects such as how to place a bird feeder on their property to reduce the harm
their pet might cause.
It is beginning to grow dark, and the farm is still again. The cats are out of sight, leaving
behind foggy paw prints on the car windshield.
Anyone interested in the Working Barn Cat Program or in acquiring a barn or stable cat
should contact Cooper Hatch at(919) 932-4965 or Andi Morgan at(919) 932-4961.
Go to htt s: w .heraidsun.co lnewsliocallcou ties/orange-county/article221776675.htmi to view this
article with video.
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Orange County Animal Services
Legislative Agenda Items:
North Carolina Dangerous Dog Laws
North Carolina Dangerous Dog Law(67-4.5): A provision to revoke a potentially dangerous dog
declaration when there is substantial justification for doing so, in order that a dog does not needlessly
live out its entire life with restrictions such being muzzled.
Beginning one year after a dog is declared to be potentially dangerous, an owner may request annually
that the local authority responsible for making it review the declaration.The request shall be made in
writing and shall be accompanied by an overall assessment of the animal completed by a competent
person accredited by the Certification Council for Professional Dog Trainers or another recognized and
approved professional body.The assessment shall have an emphasis on the behavior underlying the
declaration and the owner or keeper's ability to manage the animal. The local authority shall consider
revocation of the declaration only if no violations of this Chapter or, if applicable, local animal control
ordinance, have occurred within the twelve (12) months preceding the date of application for review.
The local authority shall further consider the following matters when reviewing the declaration:
1. The outcomes of the assessment mentioned above.
2. The nature of the original bite or attack and the reasons for the original declaration.
3. The manner in which the animal has been cared for and managed since the declaration was
made.
4. Evidence of whether the animal's behavior has changed since the declaration due to the
animal's age, environment,training, or other factors.
The local authority may revoke the declaration after considering the application,the assessment, and
the considerations identified above. It shall issue written findings to the owner or keeper stating the
reason(s)for his or her decision and, if the revocation has been denied,the date upon which the owner
or keeper may request another review of the declaration.
North Carolina Dangerous Dog Law(67-4.2): Provisions for professional training without a muzzle in a
secured setting:
An exception to the requirement for the dog to be muzzled and leashed off the owner's property exists
for professional training in a secured setting. Professional training refers to training with a person
accredited by the Certification Council for Professional Dog Trainers or another recognized and
approved professional body. A secured setting is physically enclosed and includes only the dog owner,
trainer and other individuals directly involved in the training.
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AS Legislative Agenda
November 21,2018
Page 2
North Carolina Dangerous Dog Law(67-4.1): A provision is needed to allow fighting dogs to be further
assessed to determine whether their behavior warrants their declaration as a dangerous dog.
Support legislation to change current law so that dogs from dog fighting investigations and seizures are
not automatically deemed dangerous without further determination that the dogs alleged to have been
owned or harbored for fighting demonstrate an increased potential for unprovoked attacks on persons
or domestic animals, in order to alleviate the requirement to destroy these animals"sight unseen."
Additionally, clarify at what point in the legal process a dog is"owned or harbored...for fighting," be it
upon seizure, arrest, indictment, or conviction.
Approved by the Animal Services Advisory Board
November 21,2018
Contact: Bob Marotto, Orange County Animal Services Director(919.932.4963)
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NAME OF BOARD/COMMISSION Orange County Arts Commission
Report Period: 2018
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:
Tim Hoke, Board Chair; tim(a)_hnva.us / 919-383-7426
Primary County Staff Contact:
Katie Murray, Director; 919-245-2335 / kmurrayC .orangecountync.gov
How many times per month does this board/commission meet, including any special meetings
and sub-committee meetings?
1 monthly meeting and ad-hoc sub-committees
Brief Statement of Board/Commission's Assigned Charge and Responsibilities.
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.
What are your Board/Commission's most important accomplishments?
• Hosted annual Arts Grants Program. Thirty-eight, or 57%, of the 67 applications were funded.
Of the funded applications, 32% were first-time applicants. Requested funding totaled
$163,859, with $61,394 available for disbursement.
• Served as ambassadors and panelists for the Emerging Artist Program, the Annual Piedmont
Laureate Program, and the 4t" US Congressional District High School Art Competition.
• Served as county lead for Arts Day 2018, gathering local arts supporters to advocate for public
arts support through Arts North Carolina.
• In partnership with the Hillsborough Arts Council, hosted 2nd Annual Paint it Orange: Plein Air
Paint-out & Wet Paint Sale, as a fundraiser for OCAC and HAC drawing artists from four
states.
• Offered stories of local artists, arts spaces and events on artsorange.org through a partnership
with Alicia Stemper/Vitamin O, as well as staff-generated content.
• Coordinated "Arts Moments" to kick off each Board of County Commissioners meeting in 2018
featuring local writers.
• In partnership with The ArtsCenter, hosted a three-day Racial Equity and the Arts workshop for
leaders within the arts community.
• Hosted "Monumental Voices" public art project in collaboration with UNC-Chapel Hill Arts
Everywhere.
• In partnership with the Chapel Hill Public Library and the Chapel Hill/Carrboro NAACP, hosted
the Frederick Douglass Bicentennial Celebration by funding a free interpretive performance
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titled "The Frederick Douglass Speaking Tour" at The ArtsCenter.
• Served as part of leadership team in the coordination of the inaugural Orange County
LocalFest. Coordinated volunteers and assisted in general logistics. Solicited and juried arts
vendors.
• In partnership with Hillsborough Arts Council and Town of Hillsborough, partnered on Calvin
St. Tree project which will provide public art in River Park, slated for Spring 2020.
• Participated in the innaugural Orange County Economic Development Summit.
• Worked in partnership with Orange County Department of Parks and Recreation to determine
needs of new stage and event infrastructure in River Park. Convened meeting of stakeholders
to gather input and ideas.
List of Specific Tasks, Events, or Functions Performed or Sponsored Annually.
• One annual grant cycle that funds artists, schools and nonprofit organizations utilizing state
and 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
Raleigh Arts Commission and the United Arts Council of Raleigh and Wake County
• Annual 4th US Congressional District High School Art Competition
• Public Art initiatives
• Annual Paint it Orange: Plein Air Paint-out and Wet Paint Sale
• Regular Orange County Creatives Meet & Greets
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.
• Economic Development through the arts.
o The OCAC has presented the findings of Americans for the Arts Arts & Economic
Prosperity Study 5 to local boards and commissions, informing community leaders
that the arts are a $130.3M industry for Orange County, employing 5,001 full-time
equivalent jobs (4t" largest industry employer), and generating $5.3M for local
government. Presentations were made to Orange County Economic Development
Board, Town of Chapel Hill Town Council, Orange County Board of County
Commissioners, Hillsborough Chamber of Commerce Board of Directors, Orange
County Artists Guild, Carrboro Board of Aldermen, Chapel Hill-Carrboro Chamber of
Commerce Board of Directors, Chapel Hill/Orange County Visitors Bureau Board of
Directors, Orange County Economic Development Summit 2019, Orange County
Employee Advocacy Roundtable, and Chapel Hill Rotary.
o In partnership with the Hillsborough Arts Council, hosted 2nd Annual Paint it Orange:
Plein Air Paint-out & Wet Paint Sale, as a fundraiser for OCAC and HAC, drawing
artists from four states.
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
o 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.
o The OCAC funded The ArtsCenter's Artists in Residence programming, allowing all
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four Title 1 schools in Orange County to host 16 artist residencies during the 2018-
19 school year.
• Diversity
o The OCAC Arts Grants review process includes prioritizing of applications that hire
artists of color. Thirty-two percent of 2018-19 grants funds were allocated towards
projects that fulfilled this goal.
o In an effort to have a broader range of voices as part of our leadership, the OCAC
has continued to diversify our board during 2018. We now have two members of
Latino origin as well as one African-American.
• Quality of Life
o As the Designated County Partner with the North Carolina Arts Council, the OCAC
uses the Grassroots Arts Program funds to provide high quality arts experiences to
as many Orange County residents as possible. Our funded projects range from
festivals to classes to performances to school programs.
o All activities and programs offered by the OCAC are geared towards strengthening
the creative community of Orange County. A thriving arts ecosystem will make
Orange County a more unique and desirable place to live, thus increasing the quality
of life for all residents.
Describe the collaboration relationship(s) this particular board has with other advisory boards
and commissions?
Throughout 2018 the OCAC Advisory Board worked in partnership with:
• Ackland Art Museum
• The ArtsCenter
• Arts North Carolina
• Chapel Hill Downtown Partnership
• Chapel Hill Public Library
• Chapel Hill/Orange County Visitors Bureau
• Durham Arts Council
• FRANK Gallery
• Hillsborough Arts Council
• North Carolina Arts Council
• Orange County Artists Guild
• Raleigh Arts Commission
• Town of Hillsborough
• Town of Hillsborough Tourism Board
• Town of Hillsborough Tourism Development Authority
• United Arts Council of Raleigh/Wake County
• UNC-Chapel Hill Public Policy Senior Capstone Program
• UNC-Chapel Hill Arts Everywhere
OCAC director Katie Murray served on the following board and committees:
• Ackland Art Museum Local Advisory Board
• Town of Chapel Hill Varsity Theater Task Force
• Chapel Hill Downtown Partnership Executive Director Search Committee Focus Group
• Panelist for Carolina Public Humanities "Public Spaces and Collective Memories"
• Hillsborough Arts Council Executive Director Hiring Committee
• Orange County LocalFest Planning Committee
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
21
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)
NA
Identify any activities this board/commission expects to carry out in 2019 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 1: Ensure a community network of basic human services and infrastructure that maintains
protects and promotes the well-being of all County residents.
AND
Goal 4: Invest in quality County facilities, a diverse work force, and technology to achieve a high
performing County government.
• Infrastructure
o Access to creative space is important for our arts community, as well as residents. A
primary challenge within the arts community, identified by the OCAC, is the lack of
space for the arts. This includes proper exhibit space, performing space for
community theatre/comedy groups, work/studio space, maker space, and creative
space for children and teens. The OCAC will examine the current arts infrastructure
available within the county in 2019 and examine the feasibility for future facilities.
• Access
o Access to arts experiences is critical to the overall well-being of County residents of
all ages. An increase in physical space for the arts would allow local artist
organizations the flexibility to provide more scholarships and free experiences for the
public, ensuring access despite socioeconomic status.
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.
• Economic Development
o Nearly all future OCAC projects will involve community partnerships with local
groups and organizations with the end result being a healthier arts community. A
successful arts community attracts residents and businesses, and contributes to
economic growth for the overall economy.
o The OCAC will continue to present to local boards and commissions the local
findings of Americans for the Arts Arts & Economic Prosperity Survey 5, explaining
the significant role the arts play in the economy of our county.
Goal 6: Ensure a high quality of life and lifelong learning that champions diversity, education at all
levels, libraries, parks, recreation, and animal welfare.
• Diversity
o The OCAC will continue to prioritize projects that employ artists of color and impact
diverse audiences through our Grassroots Arts Project Grants.
o The OCAC will begin work to tackle inequity in the arts, looking at projects and
programs that allow access to residents regardless of socioeconomic impact.
o Working in partnership with Free Spirit Freedom, the Orange County Department of
Human Rights, and Empowerment, Inc., the OCAC will host a series of events to
identify the subject and location of a future public art project honoring African
American residents in Orange County.
• Education
o The OCAC will continue to serve as an active partner in Arts in Education
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programming for Orange County through the ArtsCenter's Arts in Schools program,
as well as through our grant program and involvement in other school initiatives.
o The OCAC will strategize, with our community partners, ways to offer more, high
quality arts experiences for residents of all ages, races, and socioeconomic
backgrounds within Orange County through our grants program.
• Parks/Recreation
o Worked in partnership with Orange County Department of Parks and Recreation to
determine needs of new stage and infrastructure in River Park. Convened meeting
of stakeholders to gather input and ideas. Have offered input and guidance in using
River Park and Blackwood Farm Park for future festivals and events.
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?
• Funding
o In order for the OCAC to serve as the Local Arts Agency for Orange County
(comparable to Durham Arts Council for Durham County, or United Arts of
Raleigh/Wake County) additional funding is needed. Currently, the OCAC is funded
by 10% of the Occupancy Tax under the Visitor's Bureau. The future goal of the
OCAC is to become a public/private partnership. We intend to create a 501(c)3
nonprofit arm in 2019, allowing the OCAC to fundraise through traditional channels,
as well as apply for additional grant funding. We also hope to identify a greater
source of public funds that could be solely allocated to the arts without increasing
the tax burden on residents. This combined pool of private and public funds could be
used to provide:
■ Additional operating grants to arts organizations and artists
■ Offer infrastructural support for current or future arts spaces
■ Provide programming funds for the OCAC to provide programs needed for the
well-being of our arts community
Together with a committee of community partners and arts leaders, we plan to use
the findings from the UNC Public Policy Capstone Study as well as additional
research to identify a potential solution. At that time, we will present our findings to
the BOCC for input and feedback.
• A report of OCAC findings will be sent to the BOCC in early January, 2019. This report for
further explain the primary concerns of the arts community and OCAC and our plan to
address them.
23
NAME OF BOARD/COMMISSION Board of Health
Report Period 2018
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:
Quintana Stewart, Health Director— ext. 2412
Beverly Scurry, Board of Health Strategic Plan Manager— ext. 2405
Primary County Staff Contact:
Quintana Stewart, Health Director
Beverly Scurry, Board of Health Strategic Plan Manager
How many times per month does this board/commission meet, including
any special meetings and sub-committee meetings?
Board meets once monthly except for July and December
➢ Physical Activity and Nutrition Subcommittee — Bimonthly
➢ Social Determinants of Health Subcommittee — Quarterly
➢ Substance Abuse and Mental Health Subcommittee — Quarterly
Brief Statement of Board/Commission's Assigned Charge and
Responsibilities.
The Board of Health is the primary policy-making and adjudicatory body for the
health department , (NCGS 130A-39(a) - powers and duties of the boards of
health and NCGS 130A-24 — appeals) and is charged to protect and promote the
24
public health of Orange County.
The Health Department's mission is to enhance the quality of life, promote the
health, and preserve the environment for all people in Orange County.
Core responsibilities include:
• 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
What are your Board/Commission's most important accomplishments?
The Board of Health continues to work on identified priority areas from the 2015 -
2019 Community Health Assessment: Social Determinants of Health, Physical
Activity & Nutrition, and Mental Health & Substance Abuse.
Social Determinants of Health
➢ Family Success Alliance
o Created a new strategic plan
o New Zone Navigators were hired
o New Family Engagement Specialist was hired
o Summer Enrichment Program — Ready for K Camp
o Received Kenan Grant
o Addressed housing issues around mobile parks
➢ Orange County Healthy Carolinians
o June 2018 — Supported the countywide 211-a-thon
o Sept 201/8 — Supported Try Transit Week
o October 2018 — Supported the Transit Academy
o Poverty Simulation — collaborated with Person County Health
Department & Chapel Hill-Carrboro City Schools Pre-K and Head
Start Program
➢ June 2018 — Viewing of the Resilience documentary during an all staff
meeting. Debrief and discussion about ACEs (Adverse Childhood Events)
facilitated by Ennis Baker, Early Childhood Mental Health Specialist
➢ October 2018 — OCHD clinical staff met with Ennis Baker, Early Childhood
Mental Health Specialist and Sara Garrison, ABCD Coordinator Kidscope,
to discuss ACEs and trauma-informed care
➢ November 2018 — OCHD's Immigrant and Refugee Health Program
hosted an event titled Trauma & Resilience Ethical Approaches when
Supporting Refugees & Latinx Immigrants, for the community.
Physical Activity and Nutrition
➢ May 2018 — Board Of Health awarded Orange County Schools with
funding to purchase the CATCH Curriculum (Coordinate Approach to
25
Child Health) for elementary and middle school students
➢ Supported the Orange County Food Council by posting the Community
Food Resource Guide on OCHD's website.
Supported Department of Environment, Agriculture, Parks and Recreation
by linking their Facilities Locator map
Mental Health and Substance Abuse
Participation on the Criminal Justice Advisory Council and Jail Mental
Health Workgroup
➢ FIT Program — OCHD hired a Community Health Worker in February 2018
who began seeing clients in April. During the first six months, the Orange
County program has become a model in NC and other states. In
November, members of the National Transition Clinic Network (TCN)
visited Orange County and the Health Department to learn more about the
successful work happening.
➢ September 2018 - Suicide Prevention Walk
Updated tobacco free signage with e-cig depiction to support the tobacco
free policy
Engagement
➢ March — Reviewed applications and provided feedback to County
Manager for non-profit agency requests for funding.
➢ May — December - CounterPart Consulting conducted a racial equity
assessment of the organization that included feedback from the
community and staff.
December - Healthy Carolinians hosted the Racial Equity Institute's
Groundwater Training in conjunction with the Department of Social
Services, Family Success Alliance, and Organizing Against Racism
The Board of Health updated their policies and procedures to include
specific language around board membership and diversity
Other
➢ New Board member was welcomed — Keith Bagby
Began work with Race for Equity consultant Deitre Epps to develop the
departmental strategic plan using the Results Based Accountability
framework
List of Specific Tasks, Events, or Functions Performed or Sponsored
Annually.
➢ State of County Health Report — Annual Review
➢ Financial Reports and Billing Dashboards — Quarterly Review
➢ Budget—Annual Review
➢ Outside Agency Funding Request — Annual Review
➢ Cardinal Innovations Annual Report—Annual Review
26
➢ FSA Update — Biannual Update
➢ Advisory Board Summary Report — Biannual Review
➢ Racial Equity Commission (REC) — Annual Update
➢ Policy Review—Annual Review
➢ Innovation Grant — Annual Review
➢ Communicable Disease Report —Annual Review
➢ Child Fatality Report — Annual Review
➢ Tobacco Prevention Program —Annual Update
➢ Health Director Annual Review
➢ BOH Reappointments — Chair and Vice Chair—Annual Review
➢ Healthy Carolinians of Orange County — Annual Update
➢ BOH Strategic Plan — Biannual Update
➢ BOH Meeting Schedule — Annual Review
➢ Delinquent Accounts —Annual Review
Describe this board/commission's activities/accomplishments in carrying
out BOCC goal(s)/priorities, if applicable.
Ensure a community network of basic human services and infrastructure
that maintains, protects, and promotes the well-being of all county
residents
o BOH is the primary policy-making and adjudicatory body for
the Health Department and is also charged with protecting and
promoting the public health of Orange County residents.
Promote an interactive and engaging system of governance that reflects
community values
o 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.
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
o The BOH created an Ad Hoc Fluoride Committee to fulfill
OWASA's request to conduct a review on drinking water
fluoridation
Ensure a high quality of life and lifelong learning that champions diversity,
education at all levels, libraries, parks, recreation, and animal welfare
o The BOH arranges educational sessions every month during
meetings to learn more about the community at-large, OCHD
programs and services, and other opportunities to learn about
programs across the state.
27
Describe the collaboration relationship(s) this particular board has with
other advisory boards and commissions?
Board members serve on other boards in the county such as OUTBoard,
Healthy Carolinians, Family Success Alliance Advisory Committee, and
Animal Services Board. They also receive a biannual update summarizing
the work of other local boards and governing bodies within Orange
County. Some those include:
o Orange County Schools Board of Education
o Chapel Hill-Carrboro City Schools Board of Education
o DEAPR
o BOCC
o Chapel Hill Town Council
o Carrboro Board of Alderman
o Hillsborough Board of Commissioners
o OUTBoard
o Healthy Carolinians of OC
o Family Success Alliance
o Justice Advisory Council
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 2019
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).
Ensure a community network of basic human services and infrastructure
that maintains, protects, and promotes the well-being of all county
residents
o Conduct the Community Health Assessment (CHA)
28
o Develop a new Orange County Health Department Strategic
Plan
o Research Substance Abuse Mental Health kiosks
o Continuous work to meet/satisfy requirements of the NC Local
Health Department Accreditation Board Program
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
o Participate on Chapel Hill's new pedestrian safety initiative —
Road to Zero.
Promote an interactive and engaging system of governance that reflects
community values
o Provide opportunity to Orange County Schools and/or Chapel
Hill-Carrboro City Schools to apply for funds to promote
physical activity and nutrition initiatives
o Support efforts of the Orange County Food Council
o Support efforts of the Department Environmental, Agriculture,
Parks and Recreation
o Support racial equity efforts in the community
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
o Complete the process of conducting a review on drinking
water fluoridation for OWASA. The process includes securing
experts, gathering community feedback, creating themes from
community feedback, compiling the expert's responses to the
identified themes, and creation of a final report of findings for
OWASA.
Ensure a high quality of life and lifelong learning that champions diversity,
education at all levels, libraries, parks, recreation, and animal welfare
o Raise Awareness/Support for the following:
■ Family Success Alliance
■ Orange County Healthy Carolinians
• 211-A-Thon
• Try Transit Week
• Transit Academy
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?
➢ Electronic Cigarettes (E-cig)
➢ Adverse Childhood Experiences (ACEs) & Trauma-Informed Care
➢ Medicaid Transformation
29
NAME OF BOARD/COMMISSION Board of Social Services
Report Period 2018-19
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);
• advises county and municipal authorities on the development of policies
and plans designed to improve social conditions in the community; and
30
• 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?
• 2018-19 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)
NA
Identify any activities this board/commission expects to carry out in 2019 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 Social Services will continue to oversee operations of the
Department of Social Services as staff carry out programs of human services.
31
(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. Social Services and Child Welfare reform efforts
2. MOU and Performance measures
3. Medicaid transformation
4. Child Welfare policy changes and program improvement plan
5. Potential changes to federal and state programs and impact on county
funds
6. Program and services access issues for low-income families, including
transportation, technology, medical and mental health services
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.
32
NAME OF BOARD/COMMISSION: Agricultural Preservation Board
Report Period: 2018
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: 336-214-5965 or renee(cD_mcphersonfarms.com
Cecilia Redding, Vice Chair: (919) 522-2285 or cecilia .d2efarms.com
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?
Once every other month, on the third Wednesdays of January, March, May, July,
September and November.
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
agriculture, and other ventures, initiatives and projects.
2
33
What are your Board/Commission's most important accomplishments?
• In 2018, reviewed and recommended approval for 16 additional farms as
Voluntary Agricultural District and Enhanced Voluntary Agricultural District
farms, adding 1,748 acres to these programs. This increased the total
enrollment in both programs to 14,303 acres on 109 farms throughout the
County, and increased acreage in all of the seven Agricultural Districts.
• Hosted the third annual breakfast program/informational workshop for
existing and prospective VAD/EVAD farm owners to encourage new
participants and answer questions; nearly 100 attended at the Schley
Grange Hall.
• Starting in 2018, the APB fills a dedicated seat on the board of the Orange
County Food Council, in recognition of the close ties between the two
programs.
• Promoted participation in the Century Farm Program by assisting farm
owners with the enrollment process.
• 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 ('/4) 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)
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.
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).
3
34
• 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 APB provided input to Planning for the Agricultural Support
Enterprises program, to help promote agricultural economic development
and agricultural entrepreneurial ism (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 2019
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).
• Continue to promote and recommend Voluntary Agricultural Districts and
Enhanced Voluntary Agricultural Districts
• Support continuation of the successful Farm-to-Table Event for 4t"-grade
students held annually at Blackwood Farm Park.
• Educate/inform new, established and prospective farmers about the recent
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)
• Enroll additional farm owners in the Century Farm Program
• Continue the Orange County Agricultural Heritage Project to document
and make a record of the County's farms, farmers and farm life, 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?
• Dairy farms, which have been an important part of Orange County's
agricultural heritage, are in crisis. The number of dairies in Orange County
4
35
has dwindled to 3. Commodity milk prices can no longer support our local
dairies. One way forward is to work to help create a local market for our
Orange County dairy products, as a way to encourage more dairy farms
and keep the ones still active. Dairy farming once represented a significant
percentage of the County's farmland. Action is needed to retain enough
infrastructure to support the existing dairy farms now.
• The average age of our farmers continues to increase, causing concerns
about retirement and farm succession planning. This is an ongoing issue
despite the rising numbers of young people taking up farming. Our "senior"
farmers control and farm a large percentage of the County's prime open
farmland, thus creating the potential for a significant decline in active farm
acreage over the next decade.
• The majority of the new farm operations now being started in Orange
County are small market crop farms, where crops are grown intensively on
smaller parcels, to be sold locally at markets.
• The APB supports the concept of creating a "Present Use Value Trust
Fund" to support a grant program to promote local agricultural activities
and increase local markets for food produced in the County. This is
proposed to be funded by deferred property tax revenue collected by the
County when farmland ceases to be used for agricultural purposes. When
land is taken out of the PUV program, state law requires the owner to pay
three years of deferred property taxes back to the County. Cabarrus
County established a very successful program on this model.
• 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 newly-formed Food Council offers ways for the APB to become more
involved in a range of initiatives to enhance local markets for farm
products.
36
NAME OF BOARD/COMMISSION: Commission for the Environment
Report Period: 2018-2019
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: Commission for the Environment
Person to address the BOCC at work session- if applicable- and contact
information:
Chair: Pending (election postponed due to inclement weather)
Vice Chair: Pending
Primary County Staff Contact:
DEAPR Staff:
Tom Davis, Water Resources Coordinator, 919-245-2513, tdavis orangecountync.gov
Kim Livingston, Land Resources Manager, 919-245-2514, klivingstoncaD-orangecountync.gov
Asset Management Staff:
Brennan Bouma, Sustainability Coordinator, 919-245-2626, bboumaccDorangecountync.gov
How many times per month does this board/commission meet, including any
special meetings and sub-committee meetings?
The board meets once per month (2nd Monday). No meeting is held during the month of
July. Committees meet as needed during regular meetings.
Brief Statement of Board/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
37
What are your Board/Commission's most important accomplishments?
• Planning the upcoming 2019 State of the Environment report and related event
• Prepared resolutions for BOCC consideration concerning: Anti-Idling Campaign,
Support for Carbon Fee and Dividend legislation, Request for NC to Divest from
Fossil Fuel Corporations, Roadside Wildflower Conservation (2018)
• Requested the BOCC consider joining the Global Covenant of Mayors and Chairs
organization concerned with global climate change (2018)
• Wrote a series of climate change articles (2017)
• Developed and posted a Facebook page (2017)
• Edited and recommended a renewable energy resolution to the BOCC (2017)
• Recruited UNC capstone students to assist with the 2019 State of the Environment
report (2017)
• Provided input on updates to the Lands Legacy Action Plan (2017)
• 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 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 others on energy conservation and mgmt. projects (2015-16)
• Published the 2014 Orange County State of the Environment report
(reports were previously completed in 2000, 2002, 2004, and 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
into middle and high school science curricula (2004, 2009, 2014)
• Hosted a Solid Waste Forum with the Chapel Hill Sustainability Committee (2013)
• Co-sponsored The Nature of Orange photography contest (2012 - 2018)
• Advocated for '/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)
List of Specific Tasks, Events, or Functions Performed or Sponsored Annually.
• DEAPR Photography Contest
• Liaison to Intergovernmental Parks Work Group
• Review and comment on environmental issues (e.g., anti-idling efforts, fracking,
biosolids application, water pollution, air quality, forest mgmt.) and other issues
assigned by the BOCC
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• 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 events (e.g., Earth Evening)
Describe this board/commission's activities/accomplishments in carrying out
BOCC goal(s)/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: 1) roadside wildflower preservation; 2) effects of forest mgmt. on water
quality; 3) effects of herbicides on roadside native plant habitat; 4) potential effects
of hydraulic fracturing ("fracking") in Orange County; 5) need for 100% renewable
energy in Orange County (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)
Describe the collaboration relationship(s) this particular board has with other
advisory boards and commissions?
As needed relationship.
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 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."
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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 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 advocates for full implementation of the Water Resources Initiative to ensure
planning for an adequate water supply for current and anticipated future needs
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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 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.
Identify any activities this board/commission expects to carry out in 2019 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).
• Continue to plan for and prepare the 2019 State of the Environment report.
• Continue to prepare articles on environmental issues of importance to Orange
County, including climate change, energy conservation, and other important topics.
• Recommend ways to reduce the County's "carbon footprint" and ways to
implement the County's Environmental Responsibility Goal (BOCC Priority #10)
• 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).
• Participate in the 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?
• Water Supply — Strive to educate county residents about their source of water,
especially those residents utilizing groundwater for their supply.
• Request the BOCC sign on to the Global Covenant of Mayors for Climate and
Energy, which includes committing to completing a greenhouse gas inventory
within a year. Upon signing, the committee will assist staff, as appropriate, with the
associated Greenhouse Gas inventory update and climate action planning.
• The CFE will continue learning about environmental justice and incorporate
relevant information in the 2019 State of the Environment report.
• Develop plan for researching potential environmental impacts of the rural buffer.
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• Develop methodology for monitoring changes in forest cover/land cover in Orange
County and also tie into the "No Net Loss of Tree Canopy" petition.
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NAME OF BOARD/COMMISSION: Historic Preservation Commission
Report Period: 2018
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: Todd Dickinson (919) 732-7538 email: dicres(a)_mindspring.com
Vice Chair: Art Menius (443) 605-4355 email: art(cDartmenius.com
Primary County Staff Contact:
Department of Environment, Agriculture, Parks and Recreation
Peter Sandbeck (Cultural Resources Coordinator): 245-2517 psandbeck@orangecountync.gov
How many times per month does this commission meet, including any special
meetings and sub-committee meetings?
One meeting per month (41"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?
• Historic Resources Publication Protect: The HPC is nearing completion of its major project to
publish a book documenting the historic resources of Orange County and Hillsborough, in
partnership with the Alliance for Historic Hillsborough/Town of Hillsborough. Author now
under contract and is preparing manuscript for this long-awaited book, to be printed in 2020.
Obtained a grant of$25,000 from the Alliance, to match County funds made available in
2018/19 budget. (ongoing)
• Schley Grange National Register Nomination: Initiated a project to have the historically
significant Schley Grange Hall nominated to the National Register of Historic Places.
Contracted with a historic preservation consultant to prepare the nomination report, to be
approved by the State Historic Preservation Office in 2019. Project funded jointly by the
Grange and County through Lands Legacy program. (2018-19)
• Cedar Grove Community Center National Register Designation: Consultant completed draft
National Register Nomination for the historic Cedar Grove Negro School and submitted to
State Historic Preservation Office for final review. Property should be listed on National
Register in 2019. A plaque will be installed. (2018-19)
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• Piper-Cox House at Eno River State Park: The HPC assembled a team of members and
historic restoration experts to assist the State Park in assessing damage caused when a
large tree fell on the roof of this important historic house,. HPC prepared report outlining
recommendations and submitted to park; HPC chair made personal contacts with local
legislator to get state to take action to make repairs to prevent damage. (2018)
• Annual "Farm to Table" Demonstration for Historic Preservation Month: HPC members once
again presented hands-on programs on historic woodworking, historic hand tools and
traditional farm life skills for over 300 fourth graders at Blackwood Farm Park, as part of the
annual "Farm to Table" event sponsored by DEAPR. (2018)
• Efland Home National Register Nomination: Completed a project to prepare a National
Register Nomination for the historic Efland Home (NC Industrial Home for Colored Girls) with
funding provided through the County's Lands Legacy Program. (2017).
• Historic Courthouse Archaeology and Preservation Protect: Contracted with professional
archaeologists to carry out archaeological survey of the Old Courthouse Square, using
ground penetrating radar (GPR). Contracted with an architectural historian to carry out
research about Old Courthouse and Square as part of upcoming CIP project to preserve the
historic Old County Courthouse and the Courthouse Square. (2017-19)
• Historic Resources Inventory: Completed a two-year project to update the County's historic
resources inventory. The HPC obtained federal grants totaling $20,000 for this effort from the
State Historic Preservation Office, through the Certified Local Government (CLG)
program.(2016)
• New Historic Landmarks: Designated four additional properties as Orange County Local
Historic Landmarks since 2013: the Dr. Arch Jordan House in Caldwell (2017); 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
ten landmarks.
• Blackwood Farm Park: Provided assistance with the restoration work at Blackwood Farm
Park, including development of interpretive signage for the Strayhorn slave cemetery (2015).
• Regional History Symposium: Held a successful piedmont regional history symposium in
partnership with Preservation Chapel Hill and the Alliance for Historic Hillsborough (2014)
• Hosted Statewide Training Workshop: provided a regional historic preservation training
workshop for local government planners and preservation staffers, in partnership with the
State Historic Preservation Office (2014)
List of Specific Tasks, Events, or Functions Performed or Sponsored Annually.
• Submits detailed annual report of all preservation activities to the State Historic Preservation
Office to meet federal and state requirements needed to maintain Orange County's status as
Certified Local Government, including mandatory member and staff training. This allows 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 preserve and
enhance community character, slow down sprawl and 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
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• Conducts reviews of proposed new infrastructure projects that might have an impact on
historic resources, including cell towers, pipelines and transportation projects, in partnership
with the State Historic Preservation Office.
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 and Town of Carrboro on: Joint land use planning
approaches, policies/ ordinances, and annexation, and Economic Development Districts.
• The HPC and the Town of Hillsborough 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 ETJ's of
both Hillsborough and Carrboro. 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)
• 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
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45
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. 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 last update
was in 2006. The next phase, now being carried out in 2018-19, is to prepare written text
and high quality photography needed for the publication/book documenting the county's
historic resources, in partnership with the Alliance for Historic Hillsborough. This book will
be completed and released in 2020.
• Completed Design Standards for Orange County Local Landmarks and Local Historic
Districts (adopted October 2010).
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 continues working with Hillsborough and Carrboro to establish a process to
permit the HPC to designate Local Historic Landmarks within the boundaries of both
town's ETJs. To further this goal, DEAPR staff is working with the County Attorney to
prepare a draft interlocal agreement that would extend the County's Local Landmark
program into the those ETJs.
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Identify any activities this commission expects to carry out in 2019 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.
• Historic Resources Publication Project: The HPC will complete the final text for the
historic resources book, in preparation for publication in 2020. Author is now under
contract and writing is well underway. (Fiscal impact: the FY 2018-19 budget included
$25,000 in County funds, allowing the project to secure $25,000 in matching funds
from the Alliance. HPC staff will provide project support
• Historic Piper-Cox House at Eno River State Park: Continue a partnership with the Eno
River State Park to promote the appropriate restoration of this historic site, to repair roof
damage caused by a falling tree in 2018. The HPC will help the Park develop creative
new uses for the house to ensure that it remains a viable attraction for park visitors.
County Historic Marker Program: Develop guidelines and procedures for a proposed
County Marker Program, modeled on other successful marker and map-driven programs.
The goal is to provide historical content in an accessible/interactive format about
important historic resources, places and people, for the educational benefit of the public.
The project would be linked to a web site to provide access to more in-depth information.
This program can be linked to other efforts to promote heritage tourism in rural parts of
the county. (Fiscal impact: 2018-19: none; the HPC staff will provide support)
• Designating Landmarks in Town ETJ's: Continue working with the various municipalities
to develop an interlocal agreement to govern the designation of historic landmarks within
the various town's ETJ's. (No fiscal impact)
• Promote Landmark and National Register Programs: Increase efforts to promote the
Local Historic Landmark and National Register programs, with special focus on African
American sites and other important but overlooked or threatened historic resources. Goal
is to generate at least two new landmark and/or National Register applications per year
(No fiscal impact—already budgeted 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?
• Rural Heritage Preservation Grants: 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 who wish to repair their endangered 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 include log houses, old
schoolhouses and slave cemeteries. These 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 preservation of these historic resources will enhance the county's
efforts to preserve its rural character and will help efforts to promote agritourism 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.
• Increase Diversity for Landmarks and National Register Properties: The HPC seeks to
continue to broaden the diversity of the Local Historic Landmark and National Register
programs to encourage historic designations for sites of significance to the County's
African-American heritage and archaeological sites relating to the region's Indian culture.
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NAME OF BOARD/COMMISSION: Parks and Recreation Council
Report Period: 2018
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
Person to address the BOCC at work session- if applicable- and contact
information:
Tori Williams Reid, Chair
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 Intergovernmental Parks Work Group meetings (semiannual)
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.
48
What are your Board/Commission's most important accomplishments?
The Council annually reviews progress toward the adopted Parks and Recreation
Master Plan 2030, and received regular reports and provided feedback on the
Mountains to Sea Trail progress. The PRC also advised the Board and staff on a
variety of topics, including:
• Reviewed construction/opening plans for Blackwood Farm Park and
Seven Mile Creek Natural Area
• Heard from local residents and tennis groups about tennis court needs,
and developed recommendation
• Capital funding for parks (FY 2018-23 Capital Investment Plan projects)
• Recommendations on FY 2018-19 Outside Agency Funding Requests
• Sponsored The Nature of Orange Photography Contest
• Received report and provided feedback on LocalFest
• Conducted periodic site visits to County parks
• Reviewed and advised on potential "home park" at Millhouse Road Park
• Reviewed and advised on new Parks Operations Base and Environment
and Agricultural Center plans
• Reviewed and commented on River Park upgrades and amenities
• Reviewed Sportsplex fieldhouse improvements and programs
List of Specific Tasks, Events, or Functions Performed or Sponsored
Annually.
• Serve as Mountains to Sea Trail (MST) Advisory/Steering Committee
• 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
• Receive annual report on Recreation and Athletics programs
• Receive annual report on Parks and Trails facilities
• Prepare Annual Report and Work Plan for BOCC
• Receive requests from county residents and organizations for local
recreation facility needs, and develop recommendations for the BOCC
Describe this board/commission's activities/accomplishments in carrying
out BOCC goals)/priorities, if applicable.
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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
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)
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
Blackwood Farm Park and River 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)
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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 2019
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).
• Provide advice and review quarterly updates from staff on efforts to secure
and construct segments of the Mountains to Sea Trail
• Review and advise on planned River Park improvements, including
possible future decision on a performance shell.
• Review and advise on Blackwood Farm Park Phase II construction plans
and plans for disc golf and nature center.
• Review and advise on plans for the expansion of the Soccer.com Center.
• Explore potential for collaboration with other potential partners for
additional indoor recreational facilities.
• Review and provide comment on update to Little River Regional Park and
Natural Area interlocal agreement, and new master plan.
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?
• As noted in 2017, there continues to be a demand for additional
gymnasium space for County recreation and athletic programs, which
continue to grow in numbers of participants.
• The PRC believes that the County should look into the potential for
creating an "Inclusive Playground" at one of its park sites that
accommodates a greater potential for accessibility, age and
developmental capabilities.
• The need for protecting and enhancing pollinator-friendly habitats within
parks has been widely-acknowledged, and has been championed by the
Board of Commissioners. It would be prudent to conduct a holistic
assessment of the potential for pollinator gardens at County parks,
building on the work done to date.
• The PRC would like to pursue better opportunities for communication
between all of the parks and recreation advisory boards in the county.
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NAME OF BOARD/COMMISSION: Chapel Hill/Orange County Visitors Bureau
Report Period: July 1, 2017- October 2018
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:
Anthony Carey, Siena Hotel, Chairman
Primary County Staff Contact:
Laurie Paolicelli, Director
How many times per month does this board/commission meet, including
any special meetings and sub-committee meetings?
Monthly except for July and December
Brief Statement of Board/Commission's Assigned Charge and
Responsibilities.
Develop visitor services in Orange County that grow economic development,
including spending, taxes, jobs and investment opportunities for businesses in
Orange County.
What are your Board/Commission's most important accomplishments?
• Visitors to and within Orange County, NC spent $197.99 million in 2017. This
represents a tax savings of $105.53 per county resident.
• The travel and tourism industry directly employs 1,910 in Orange County, up
1.91% over 2016.
53
• Total payroll generated by the tourism industry: $40.07 million.
• State tax revenue generated in Orange County totaled $10.69 million through
state sales and excise taxes, and taxes on personal and corporate income.
These statistics are from the "Economic Impact of Travel on North Carolina Counties 2017."
List of Specific Tasks, Events, or Functions Performed or Sponsored
Annually.
• Orange County information produced & distributed to 71,100 guests.
• Area marketed online, in print and television to 20 million
• Website VISITS for rooms bookings and info: 229,751
• Page views on area events: 445,597
• Walk-ins to Franklin Street Visitor Center 8,650
• Attendance at Attractions & Tours 2.2 million
• 15 international editors hosted in direct multi-day press trips.
• Directly assisted 233 journalists on their Orange County stories during the
year.
• 396 Orange County editorial stories appeared
Describe this board/commission's activities/accomplishments in carrying
out BOCC goals)/priorities, if applicable.
• Visitors Bureau works with Orange County departments to achieve economic
development goals in agriculture, arts, retention and services.
• Visitors Bureau is represented on the Chapel Hill Downtown Partnership
Board.
• Ongoing partnerships with the Alliance for Historic Hillsborough,
Hillsborough/Orange County Chamber of Commerce and Chapel Hill-
Carrboro Chamber of Commerce in supporting community events, efforts and
programs.
• Agri-tourism partnership launch with NC Department of Agriculture
• Area event support includes TerraVita Food & Drink Festival, Ackland Art
Museum, Hog Day, Florafitti, General Alumni Association, and ArtsCenter in
Carrboro.
• 2nd Friday Artwalks throughout the fiscal year are supported by keeping
Visitors Center open and on the tour.
• Work with Triangle area CVBs on Triangle Campus Guide website; Triangle
Grown website; and Arts in the Triangle website.
• Visitors Bureau sponsors event for UNC Black Alumni Reunion Dinner at the
Sheraton Chapel Hill Hotel.
• Partnership with NC Corrections and the NC Call Center (1-800-VISITNC)
housed at the NC Women's Correctional Facility in Raleigh
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• Funder and partner with the 2016-17 North Carolina High School Athletic
Association to keep championship events including basketball and football
held in Chapel Hill.
• Partner with Tar Heel Sports Marketing to bring more visitors to UNC Athletic
events throughout the year.
• Members of North Carolina Travel Industry Association and Destinations
International.
• Partner of Moorefields Hillsborough
Describe the collaboration relationship(s) this particular board has with
other advisory boards and commissions?
• Visitors Bureau works with Orange County departments to achieve economic
development goals in agriculture, arts, retention and services.
• Ongoing partnerships with the Hillsborough/Orange County Chamber of
Commerce and Chapel Hill-Carrboro Chamber of Commerce in
• partnership launch with NC Department of Agriculture
• Partnership with NC Corrections and the NC Call Center (1-800-VISITNC)
housed at the NC Women's Correctional Facility in Raleigh
• North Carolina High School Athletic Association to keep championship events
including basketball and football held in Chapel Hill.
• Economic Development board
• Funding providing for Orange County Arts Commission
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)
NA
Identify any activities this board/commission expects to carry out in 2019
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).
55
The Visitors Bureau staff, with the guidance of the advisory board, will help
BOCC meet its economic development goals. To this end, the Visitors Bureau's
business plan helps recruit new hospitality businesses to Orange County,
supports the needs of existing businesses through a sound marketing plan;
provides market research to potential investors helping business owners get their
start, and attracting tourists and visitors from all over the world.
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?
• Airbnb is like an untamed wolf running by its own rules; and to traditional
hotel operators, it's naturally viewed as a cutthroat competition.
• In communities with already high demand for housing, Airbnb rentals
deplete the supply of housing for residents.
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NAME OF BOARD/COMMISSION: Economic Development Advisory Board
Report Period: January 1 — December 31, 2018
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.
Person to address the BOCC at work session and contact information:
Jim Kitchen (Chair)
Tel # (919) 801-5230
jim .jimkitchen.org
Paige Zinn (Vice-Chair)
Tel # (919) 730-2029
pzinn ienningsco.com
Primary County Staff Contact:
Steve Brantley, Director, Orange County Economic Development Department
(919) 245-2326
sbrantleyC@.orangecountync.gov
How many times per month does this board/commission meet, including
any special meetings and sub-committee meetings?
• Meetings were held every other month, taking the summer off. The 2018
meeting dates included January 9, March 20 and May 15, September 11 and
November 13.
• The small business grant sub-committee of the advisory board met quarterly
to review and score all business grant applications.
• The Advisory Board supported the Orange County Economic Summit and
reception that was held on October 17th and 18th of 2018.
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Brief Statement of Board/Commission's Assigned Charge and
Responsibilities.
• The Advisory Board works cohesively with Orange County's Economic
Development staff and other economic development partners to help market
Orange County as a desirable and competitive location for the recruitment &
retention of business ventures, new & expanding capital investment for non-
residential (retail, commercial, light manufacturing and distribution/logistics)
business prospects.
• The Advisory Board also supports the growth and recruitment of agricultural &
foods systems related local businesses, promotion of entrepreneurial talent
via the "LAUNCH" high-tech incubator facility in Chapel Hill and the Piedmont
Food & Agriculture Processing facility (PFAP) in Hillsborough, 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?
• The Advisory Board's subcommittee reviewed numerous detailed small
business grant applications for the Small Business grant program, and
approved 33 small business grant awards, totaling $154,525.00 (as of
11/26/18) in 2018.
• The Advisory Board also assisted in the Agriculture Economic Development
Grant program to receive and review applications, approving 14 grant awards
totaling $99,999.98 in support of Orange County's small farmers and food
processors in 2018.
• Overall, grant award activity benefiting small business & small farmers
injected a total of $254,524.98 (as of 11/26/18) in Article 46 funding
throughout Orange County and the towns of Hillsborough, Chapel Hill and
Carrboro for the year in 2018.
• The Advisory Board continues to have a dialog with the County Manager's
office to recommend the County's direction resulting from the economic
development-themed SWOT analysis (strengths, weaknesses, opportunities,
threats) of our industrial zoned sites that completed in the spring of 2018.
List of Specific Tasks, Events, or Functions Performed or Sponsored
58
Annually.
• The Advisory Board works to promote the quarterly review of Small Business
Grant and Agriculture Grant programs.
• One member of the Advisory Board also serves on the monthly review of all
applications considered by the Orange County Small Business Loan
Committee.
Describe this board/commission's activities/accomplishments in carrying
out BOCC goals)/priorities, if applicable.
• Advisory Board members' service to assist the County with the frequent
review of small business loan & grant applications, and agriculture grant
applications, is a valuable service that promotes the growth of Orange
County's local economy. This effort aids the Orange County Board of
Commissioners' social justice goal in economic development, which is to
"Ensure Economic Self Sufficiency. The creation and preservation of
infrastructure, policies, programs and funding necessary for residents to
provide shelter, food, clothing and medical care for themselves and their
dependents."
Describe the collaboration relationship(s) this particular board has with
other advisory boards and commissions?
• N/A
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 expects to carry out in 2019 as it relates 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?
• Continue to give close assistance to Orange County and the Economic
Development Department with the next steps related to the results of the
SWOT analysis of the County's various commercial nodes and 3 economic
development districts completed in 2018.
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• Ensure that the SWOT Analysis consultant's and Advisory Board's
recommendations are pursued. This assistance will include identifying
suitable acreage located outside of the County's designated Economic
Development Districts (EDDs) and commercial transition nodes (CITANs)
which have long-term development potential.
• Encourage the Board of Commissioners to consider setting long-range
economic goals in a strategic plan to covers the next 5, 10 and 20 years.
• Work with the Orange County Economic Development business recruitment
staff & Orange County Planning & Inspections staff (transportation planners)
to resolve issues contained within a proposed road network draft proposal
(called the Efland-Buckhorn-Mebane Road Access Management Plan) that
would introduce detrimental challenges to the County's economic
development districts.
• 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.
• 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.
• Participate and advise in discussions, evaluations and County Commissioner
decisions on appropriate economic development uses of the proceeds from
the '/4 cents sales tax revenues to be used for economic development;
60
• 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 to 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 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) &
commercial transition nodes (CITANs).
• 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.