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HomeMy WebLinkAboutAgenda - 03-09-2021 Virtual Work Session; Item 2 - County Commissioners - Boards and Commissions – Annual Work Plan Summaries 1 ORANGE COUNTY BOARD OF COMMISSIONERS ACTION AGENDA ITEM ABSTRACT Meeting Date: March 9, 2021 Action Agenda Item No. 2 SUBJECT: County Commissioners: Boards and Commissions —Annual Work Plan Summaries DEPARTMENT: Board of Commissioners ATTACHMENT(S): INFORMATION CONTACT: Listing of Annual Work Plan Summaries Clerk's Office, 919-245-2130 PURPOSE: To provide feedback and/or direction on the first group of boards and commissions' annual work plan summaries with their Chairs (or representatives) in attendance. (A second group of boards and commissions' annual work plan summaries is scheduled for the Board's April 22, 2021 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 plan summaries 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. Advisory Boards and Commissions Represented at this meeting: Board Name Representative(s) Presenting Chapel Hill Orange County Visitors Bureau Anthony Carey Economic Development Advisory Commission Anthony Carey Orange County Planning Board Dave Blankfard Orange Unified Transportation Board Eric Broo FINANCIAL IMPACT: There is no financial impact associated with providing feedback and/or direction on the boards and commissions' annual work plan summaries. 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. 2 ENVIRONMENTAL IMPACT: There is no Orange County Environmental Responsibility Goal impact associated with this item. RECOMMENDATION(S): The Manager recommends the Board review the annual work plan summaries from advisory boards and commissions and provide feedback and/or direction. 3 NAME OF BOARD/COMMISSION: Chapel Hill/Orange County Visitors Bureau Report Period: Submitted January 2021 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, a division of Economic Development Person to address the BOCC at work session- if applicable- and contact information: Anthony Carey, Siena Hotel A care V(ab_sienahotel.com 919-218-5918 Primary County Staff Contact: Laurie Paolicelli 1paolicelli(a)_orangecountync.gov 919-259-1658 How many times per month does this board/commission meet, including any special meetings and sub-committee meetings? The board meets monthly except for July and December. Brief Statement of Board/Commission's Assigned Charge and Responsibilities. The Visitors Bureau Advisory Board consists of 15-members appointed by the Board of County Commissioners. The board's vision is to be the prime visitor advocate and regional leader of destination marketing and product development in Orange County, N.C. 4 What are your Board/Commission's most important accomplishments? 2019 Orange County tourism impact numbers were higher than ever(visitation up 5% and visitor spending up 6% over 2018 figures). However, we know that figures from 2020, when tallied, will tell a vastly different story of our area tourism economy, resulting from the COVID-19 global pandemic. Many local businesses, both in hospitality and in its supply chain, are hurting; their employees, and the great number of unemployed locally, are struggling to make ends meet. The VB and hospitality community must work tirelessly toward a post-COVID recovery so that we can again see tourism support 2,000+ Orange County workers who directly interact with visitors as well as support their own families. Visitors Bureau staff have worked to help Orange County's hospitality industry survive by producing tourism recovery programs on every platform possible, from videos, radio and television promotions to spotlight businesses, social media, data base analysis and communications with former, current and potential clients.. List of Specific Tasks, Events, or Functions Performed or Sponsored Annually. TASKS ALTERED DUE TO COVID-19 response and recovery efforts. • COVID-19 response and recovery efforts shifted our role as consultants for meeting planners, hotels and event venues to be a primary resource for the most updated towns, county and state guidelines pertaining to gatherings and safety. • The Visitors Bureau sales director refocused to assist with cancelling and postponing meetings and events, while proactively pursuing new business acquisition. • Additionally, the sales director concentrated on strengthening relationships with planners. • Strategies were adjusted to be sensitive to the current environment. • The Orange County Visitors Bureau Communications staff continued to focus on its content marketing strategy, including its emphasis on `live like a local," new content about restaurants, leaders and creative community. During the COVID-19 crisis, our staff has focused on: 5 • Relaying current crisis-related tourism information (status of businesses and events, travel info etc.) • supporting our partners in need (distributing information about new processes, i.e., gift cards, online purchasing, take-out, pick-up information, entrepreneur stories, special relief efforts/positive impacts our partners are making etc.) • long-term education about why certain attractions, partners and business owners are so important to our destination and to tourists. • content for the website has supported multiple partners, touched on the above objectives and has been created by partners or other media outlets (using the most efficient strategies and tactics for sharing the messages). • All communications strategies and best practices for crisis communications are be used. Describe this board/commission's activities/accomplishments in carrying out BOCC goal(s)/priorities, if applicable. Tourism helps with the increase in capital which is important for the economic development of Orange County. It helps with employment opportunities for people and it improves the socio-economic conditions of our region. The earnings that are generated from tourism helps with improving the standard of living of residents. Tourism helps in promoting cultural awareness and in preserving the local culture and traditions of the Orange County and North Carolina. Tourism is a source of generation of income and for the employment of residents. Describe the collaboration relationship(s) this board has with other advisory boards and commissions? Orange County, N.C., welcomes more than 2 million visitors into our county each year, and the Visitors Bureau has a role as a prime visitor advocate and countywide leader of tourism development. All local visitor-related businesses are the VB's industry partners, ranging from the BOCC, the University of North Carolina Chapel Hill to the towns of Chapel Hill, Carrboro and Hillsborough, to the Alliance for Historic Hillsborough, to the Orange County Arts Commission and Chapel Hill Community Arts and Culture division, the Carrboro Business Alliance the Chapel Hill/Carrboro Chamber of 6 Commerce and Hillsborough Chamber of Commerce, museums, performance centers, attractions and hotels, farms, meetings facilities, restaurants. 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. N/A Identify any activities this board/commission expects to carry out in 2021 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). Redevelop the tourism industry in Orange County. Protect and grow jobs as the travel and tourism industry rebounds. In 2021 the Visitors Bureau will use every resource, program, and collaborative partnership to rebuild the hospitality industry of Orange County and help our restaurants, retailers, hotels, performance venues and farms recover. 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? Orange County's hospitality industry has been devastated by COVID 19. The Visitors Bureau stands prepared to rebuild the hospitality community through collaboration with partners. Each week the Bureau promotes area restauranteurs, shop owners, banquet and catering facilities and accommodations businesses located in Orange County. Zoom meetings and conversations remain central to the ongoing works of the Visitors Bureau. Job loss has been distressing. It was estimated that half of hospitality's jobs were lost immediately, and as of January 2021, there are still one-third fewer people employed in these positions. 7 Financial Projections: It's not going to get better soon. The Visitors Bureau is projecting that 2021 revenues will reach $24,362,261. This is a 15.7% improvement over 2020 and is 45.7% of the 2019 revenues. Comparison 2019 2020 2021 Varto 2D19 Var to 2D20 Demand 410,301 204,416 239,652 -170,649 35,236 Revenue 53,295,011 21,056,945 24,362,261 -28,932,750 3,305,316 ADR 129.89 103.01 101.66 -28.24 -1.35 Calendar Year Comparison 6D,DDD,DDD 50,ono,000 40,ono,ona M'Ow,om 1o,ono,ona kiwi Annual ■CY2019 ■CY2020 ■CY2021 Also, of Note: The Visitors Bureau will move from its current location at 501 W. Franklin Street in spring 2021 as part of WELL, Inc., expansion in Chapel Hill into this county owned property. Currently the Visitors Bureau, in conjunction with AMS is readying for a spring move to 308 W. Franklin Street (next to Mellow Mushroom), which provides easy access for visitors and will help contribute to an economic rebirth for downtown communities. 8 NAME OF BOARD/COMMISSION: Economic Development Advisory Board Report Period: January 1 —December 31, 2020 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: Paige Zinn(Chair) Owner&President - Jennings & Company, Chapel Hill NC Mobile Tel# (919) 730-2029 pzinn(&,je� nningsco.com John Morris (Vice Chair) Owner&President- Morris Commercial, Inc., Chapel Hill NC Mobile Tel# (919) 417-2492 jmorris(d),,morriscommercial.com Primary County Staff Contact: Steve Brantley, Director, Orange County Economic Development Department (919) 245-2326 sbrantley(c,oran eg countync.gov 9 How many times per month does this board/commission meet, including any special meetings and sub-committee meetings? • Three (3) advisory board meetings were held in 2020: January 15, July 31 and October 21. The board's normal meeting schedule is to convene at least five (5) times per year(one meeting every other month). However, the board's schedule was disrupted in early 2020 due to the COVID-19 pandemic. It was eventually able to resume its' regular schedule once the County established a protocol to enable virtual advisory board meetings under these circumstances. • For 2021, scheduled virtual meeting dates have been set for January 20, March 17, May 19, July 21, September 15 and November 17. • The Orange County Small Business Grant sub-committee, comprised of 5 members of the full advisory board, met quarterly throughout 2020 to review and score all business grant applications. Those meeting dates are held on the same dates as the advisory board's regularly scheduled meetings. • A member of the advisory board also participated in 2020 in quarterly reviews of farmers' and food producers' applications submitted to the Orange County Agriculture Grant program. • Two members of the advisory board also participated in several virtual meetings in 2020 as part of their service with the Orange County Small Business Loan Program review committee. • On occasion throughout 2020, board members met individually with members of the Orange County Board of Commissioners. Brief Statement of Board'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. 10 • 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. What are your Board/Commission's most important accomplishments? • The Advisory Board Members met with members of the County Commissioners to have direct dialogue regarding economic development needs and objectives. The plan is to continue to have these conversations periodically each year. • The Advisory Board's subcommittee reviewed many small business grant applications that were submitted by Orange County residents for the "Small Business Grant Program", and approved 23 small business grant awards, totaling $134,200.00 in 2020. • The Advisory Board also assisted in the "Agriculture Economic Development Grant Program"to receive and review applications, approving 11 grant awards totaling $88,223.00 in support of Orange County's small farmers and food processors in 2020. • Members of the Advisory Board also participated in 2 rounds of the Board of Commissioners' special "COVID emergency small business grant programs", approving 78 awards totaling $520,131.00 in 2020. • Overall, grant award activity benefiting small businesses & small farmers placed a total of$742,554.00 in economic development funding throughout Orange County and the towns of Hillsborough, Chapel Hill and Carrboro for the year in 2020. All of these grants were made possible by funds provided by the County's Article 46 (1/4 cent retail sales tax)proceeds for the year. 11 List of Specific Tasks,Events, or Functions Performed or Sponsored Annually. • The Advisory Board works to promote the quarterly review of the Orange County Small Business Grant and Orange County Agriculture Grant programs. • One member of the Advisory Board serves on the monthly review committee of all applications considered by the non-profit Orange County Small Business Loan Program Company. Describe this board's activities & accomplishments in carrying out BOCC goal(s) and 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 12 Identify activities this board expects to carry out in 2021 as it relates to established BOCC goals and priorities. If applicable,is there a fiscal impact (funding, staff time, and other resources) associated with these activities? • The Advisory Board plans to work to identify additional areas in the county that are suitable & desirable for economic development,perhaps in conjunction with affordable housing. • 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 which was completed in 2018. • 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. • 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 the 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. 13 • Participate and advise in discussions, evaluations and County Commissioner decisions on appropriate economic development uses of the proceeds from the 1/4 cents sales tax revenues to be used for economic development; • 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, and the required County infrastructure (sites with zoning and utility service). • 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) and commercial/industrial transition activity nodes (CITANs) to attract future non-residential growth by private businesses that create new employment and property tax/retail sales tax revenue. • 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. 14 • 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. 15 NAME OF BOARD/COMMISSION: Planning Board Report Period: 2020 calendar year for annual report; 2021 calendar year for work plan ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS ANNUAL REPORT/ WORK PLAN FOR THE COUNTY COMMISSIONERS The Board of Commissioners appreciates the dedication of all the volunteers on their boards and commissions and welcomes input from various advisory boards and commissions throughout the year. Please complete the following information, limited to the front and back of this form. Other background materials may be provided as a supplement to, but not as a substitute for, this form. Board/Commission Name: Planning Board Person to address the BOCC at work session- if applicable- and contact information: David Blankfard, Chair, (919) 259-9671, blankfard(a_hotmail.com Primary County Staff Contact: Craig Benedict, Planning Director; secondary contact: Perdita Holtz, Planner III (Planning Systems Coordinator) How many times per month does this board/commission meet, including any special meetings and sub-committee meetings? Generally once per month for a regular meeting + optional Ordinance Review Committee (ORC) or training session (ORC or training sessions occur prior to the regular meeting several times a year). In 2020, there was a lapse of meetings from March through July due to COVID. The Planning Board began meeting on- line via Zoom in August. There was one special meeting in August to continue review of the RTLP MPD-CZ application. Brief Statement of Board/Commission's Assigned Charge and Responsibilities. Under the authority of NC General Statute, the BOCC created the Planning Board to embark upon a continuing planning program, including but not limited to the preparation and maintenance of a Comprehensive Plan for Orange County, in protection of the public health, safety, and general welfare of present and future residents and businesses, landowners and visitors. The duties of the Planning Board are listed in Section 1.6.3 of the Unified Development Ordinance. What are your Board/Commission's most important accomplishments? Within last 2 years: • Reviewed and made recommendations on: o A UDO text amendment regarding the updated Table of Permitted Uses o Fairway Hills major subdivision 1 16 o A rezoning on Old Greensboro Highway (Lawton) o A rezoning on West Ten Road (Doby) More recently: • Reviewed and made recommendations on: o Amendments to the Central Orange Coordinated Area (COCA) and County Comprehensive Plan Future land Use Map (FLUM) to expand the Hillsborough EDD south of Interstate 40 o The Research Triangle Logistical Park (RTLP) MPD-CZ rezoning application o Rezoning of 8 parcels east of Old Highway 86 that were part of the former "Settlers Point" MPD-CZ o The Efland Station MPD-CZ rezoning application o A UDO Text Amendment regarding setbacks from the West Fork on the Eno Reservoir • Completed training sessions offered by Planning staff, including training regarding on-line meetings List of Specific Tasks, Events, or Functions Performed or Sponsored Annually. • Monthly Planning Board meetings • Ordinance Review Committee (ORC) meetings and special meetings as required • Review applications for ordinance amendments, major subdivisions, and Class A special use permits and provide recommendations to the BOCC • Develop and recommend policies, ordinances, administrative procedures and other means for carrying out plans • Coordinate with staff on ongoing planning updates, changes, and new techniques Describe this board/commission's activities/accomplishments in carrying out BOCC goal(s)/priorities, if applicable. The Planning Board is involved in the ongoing implementation of the 2030 Comprehensive Plan and any potential regulatory revisions resulting from updates to BOCC priorities. Describe the collaboration relationship(s) this particular board has with other advisory boards and commissions? In 2020, there was not direct collaboration with other advisory boards (e.g., joint meetings). However, after the 2020 U.S. Census data is released in early 2021, there will need to be an evaluation of the data and perhaps an appraisal report of the Orange County 2030 Comprehensive Plan, which was adopted in 2008. This work would involve multiple departments and advisory boards. Going forward, the Planning Board suggests a larger role in working jointly with other relevant advisory boards on collaborative issues. 2 17 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) Land Use Overarching Goal: Coordination of the amount, location, pattern and designation of future land uses, with availability of County services and facilities sufficient to meet the needs of Orange County's population and economy consistent with other Comprehensive Plan element goals and objectives. Objective LU-1.1: Coordinate the location of higher intensity / high density residential and non-residential development with existing or planned locations of public transportation, commercial and community services, and adequate supporting infrastructure (i.e., water and sewer, high-speed internet access, streets, and sidewalks), while avoiding areas with protected natural and cultural resources. This could be achieved by increasing allowable densities and creating new mixed-use zoning districts where adequate public services are available. Objective LU-1.2: Evaluate and report on whether existing and approved locations for future residential and non-residential developments are coordinated with the location of public transportation, commercial and community services, and adequate supporting infrastructure (i.e., water and sewer services, high- speed internet access, streets and sidewalks). Land Use Goal 3: A variety of land uses that are coordinated within a program and pattern that limits sprawl, preserves community and rural character, minimizes land use conflicts, supported by an efficient and balanced transportation system. Objective LU-3.1: Discourage urban sprawl, encourage a separation of urban and rural land uses, and direct new development into areas where necessary community facilities and services exist through periodic updates to the Land Use Plan. Land Use Goal 6: A land use planning process that is transparent, fair, open, efficient, and responsive. 3 18 Economic Development Overarching Goal: Viable and sustainable economic development that contributes to both property and sales tax revenues, and enhances high quality employment opportunities for County residents. Objective ED-1.5: Identify barriers to development of desirable businesses and local businesses, and mitigate these barriers. Transportation Goal 3: Integrated land use planning and transportation planning that serves existing development supports future development, and is consistent with the County's land use plans which include provisions for preserving the natural environment and community character. Identify any activities this board/commission expects to carry out in 2021 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 will continue its work in partnership with staff to further BOCC priorities, some of which may emerge at the January 2021 BOCC retreat: 1. 2030 Comprehensive Plan Review and Report, Including Presentation of 2020 Census data and County snapshots: After the 2020 US Census data is released in early 2021, staff anticipates reviewing and presenting the information to help inform staff recommendations or options for the scope and any budget implications of a potential Comprehensive Plan Update. 2. UDO Amendments Required by State Statute Section 160D: Staff is currently completing UDO amendments required by statute changes. Amendments are required to be adopted by July 1, 2021. 3. Zoning Atlas Amendment — Lower Eno Protected Watershed Protection Overlay District: Zoning Atlas amendments are necessary to address the City of Durham's relocation of a public water intake. The amendments are anticipated in the first half of 2021. 4. Analysis of and Revisions to the Economic Development Zoning Districts and Regulations: In support of economic development efforts, staff is currently working on an analysis on how to best revise the existing economic development zoning districts to streamline the numerous districts into fewer districts that would apply to all three economic development districts (EDDs). Staff anticipates bringing forward amendments after the amendments related to "160D" are adopted because of the extensive revisions included in the "160D" amendments. 5. Buckhorn Area Growth Strategy Study: Collaborative planning with the City of Mebane to add clarity to Mebane's potential growth areas and relationship to the County's plans and agreements is expected in 2021. 4 19 6. Planning Board Processes: Discuss, and refine if determined appropriate, the process the Planning Board uses to propose/add conditions to conditional zoning district reviews during a meeting. 7. UDO Amendments Related to Stormwater: Staff has identified necessary amendments to the UDO regarding stormwater issues and plans to bring forward amendments in 2021. 8. UDO Amendments Related to Signage: As a result of recent court decisions, Staff has determined amendments are necessary to the UDO regarding signage and plans to bring forward amendments in 2021. 9. UDO Amendments Related to Private Roads: Staff has identified amendments to the UDO to update out-of-date development requirements for private roads and plans to bring forward amendments in 2021. 10.UDO Text Amendment to create a Rural Master Plan Development Conditional Zoning District: Work on a Rural MPD-CZ began a couple of years ago but was sidelined by other priorities. Staff intends to revitalize the past work and bring forward text amendments to create a new zoning district in 2021. 11.UDO Amendments Related to Flood Damage Prevention Regulations: Changes to the federal model flood ordinance are expected in the Spring of 2021. It is expected that local governments will have to update regulations as a result of the changes. 12.Water and Sewer Management, Planning, and Boundary Agreement Map Amendments / Reconciliation of Future Land Use Map (FLUM)/Zoning Lines: Work with WASMPBA partners to bring forward amendments to reconcile discrepancies in the WASMPBA "Primary Service Area," County Future Land Use Map (FLUM)/Zoning lines, and any discrepancies on similar municipal maps. 13.Affordable and Senior Housing, including Co-Housing: On-going need for affordable housing opportunities, including mobile home parks and senior housing, in the county. Continue to work with the Housing and Community Development Department on the Affordable Housing Strategic Plan and develop any necessary regulatory amendments that will further the plan. 14.Community Outreach: Develop a "Planning 101" public outreach program to endeavor to educate the public regarding land use planning and zoning, particularly in/near areas of the county designated for growth. 15.Continue Training for Planning Board Members: Planning staff will continue to offer training to Planning Board members on an as-needed basis. Suggestions on additional topics for training are welcome. 16.Legislative Changes: Amend regulations as necessary in response to legislative changes at the State level. Amend the UDO to provide BOCC- identified uses as potential permitted uses. 5 20 17.2021 BOCC Retreat: Any priorities that emerge at the January 2021 BOCC retreat. What are the concerns or emerging issues your board has identified for the upcoming year that it plans to address, or wishes to bring to the Commissioners' attention? 1. Wireless and Broadband Access: The County (IT Department) completed a study regarding wireless and broadband access in rural areas and is in the beginning stages of partnering with providers to implement a program, which will begin in the northern portion of the county. Coordinate with EMS for comingled use of towers for public safety, private use (with revenue), and public wireless augmentation. 2. Climate Change: Encourage builders to take into account long-term changes; for example: encourage building locations well beyond the 100-year floodplain to account for possible increases in flooded areas. Encourage better building standards to withstand stronger storms. 3. Energy: Continue to allow solar arrays in appropriate areas, perhaps performing a reanalysis of locational criteria. Revisit energy information in the County's Comprehensive Plan to expand information on the variety of energy types (DEAPR is the lead Department on this Element of the Comprehensive Plan). 4. Watershed Review and Implications of County vs. State Watershed Delineations: Review the County and State watershed delineation lines and the implications of current differences. Modify rules if determined. Include as adjunct regulations, storm water standards. 5. Rural Enterprises: Determine need to address innovative water & sewage disposal issues in the Rural Activity Nodes to encourage development in these nodes. Evaluate non-residential acreage thresholds and determine if changes are necessary. 6. Transportation Issues: Evaluate the need for better public transit in rural areas, including senior citizen mobility, transit dependent and commuter populations. Determine if rural "transit oriented development" could be hubs of transit located in the rural community nodes. Accent focus on transit dependent populations and their connection to other transit infrastructure. 7. Nuisance Ordinance: Consider a nuisance ordinance addressing junked cars and unkempt property (old tires, etc.) for Economic Development, Commercial, and Commercial-Industrial Transition Activity Nodes and areas adjacent to these land use classifications to "protect" these areas slated for economic development projects. In addition, consider these "city-like" rules in "urban" transition land use classifications of the county to protect existing community value. 6 21 8. Long-Term Planning for Potable Water and Waste Disposal: Planning for potable water and waste (wastewater and solid waste) should continue to be a topic for study (i.e., supportive infrastructure analysis) and discussion as growth in Orange County continues. 9. Post-COVID Needs: Evaluate planning-related changes that emerge post- COVID and respond appropriately. 22 NAME OF BOARD/COMMISSION Orange Unified Transportation Board (OUTBoard) Report Period: 2020 ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS ANNUAL REPORT/ WORK PLAN FOR THE COUNTY COMMISSIONERS The Board of County Commissioners (BOCC) 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 Unified Transportation Board (OUTBoard) Person to address the BOCC at work session- if applicable- and contact information: Erik Broo — Chair E-mail: erikbroo@gmail.com Primary County Staff Contact: • Primary administrative and professional support for OUTBoard o Nishith Trivedi, Transportation Planner • Additional professional support for OUTBoard o Thomas Ten Eyck, Land Use/Transportation Planner • Burlington-Graham Metropolitan Planning Organization (BG MPO) and Durham-Chapel Hill-Carrboro (DCHC) MPO o Nishith Trivedi, Transportation Planner • Triangle Area Rural Planning Organization (TARPO) o Thomas Ten Eyck, Land Use/Transportation Planner • Secondary Administrative o Tina Love, Administrative Assistant • Planning Department Management: o Craig Benedict, Planning Director o Tom Altieri, Comprehensive Planning Supervisor • Orange County Public Transit (OCPT) and Transit Advisory Services (TAS) Management o Theo Letman, Director 23 How many times per month does this board/commission meet, including any special meetings and sub-committee meetings? Once per month — third Wednesday — or as needed to address items that require action consistent with its Charge and Duties as specified in the OUTBoard Rules and Procedures, Sept 9, 2016. The Board met five times in 2020. In 2020, due to the COVID-19 pandemic, two of the five meetings in 2020 were virtual — August 19 and September 16 — and held to address potential changes to the DCHC MPO Comprehensive Transportation Plan (CTP). Brief Statement of Board/Commission's Assigned Charge and Responsibilities. The OUTBoard is charged with advising the BOCC on the planning and programming of transportation infrastructure improvements and other County transportation planning initiatives, as directed by the Board. The OUTBoard may be directed to provide input on regulations on which the Planning Board has primary statutory and local ordinance advisory duties. In such instances, the OUTBoard shall serve in an advisory capacity to the Planning Board. What are your Board/Commission's most important accomplishments? In 2020, the OUTBoard has: 1. Made recommendations on Orange County Comprehensive Transportation Plan (CTP) in Durham-Chapel Hill-Carrboro Metropolitan Planning Organization (DCHC MPO) as the MPO updated its CTP. 2. Reviewed Orange County Environmental Justice data as part of DCHC MPO 2020 Environmental Justice Report. 3. Discussed regular updates on North Carolina Department of Transportation (NCDOT) Division 7 current implemented projects in Orange County. 4. Received regular updates on MPO/RPO activities, current year topics covered Regional Freight Plan, Chapel Hill Transit North South Bus Rapid Transit Locally Preferred Alternative, Triangle Bikeway Implementation Study. 5. Participated in BG MPO 2045 Metropolitan Transportation Plan (MTP) Update. 6. Complete work as outlined by the Bicycle Safety Research Action Plan. 7. Received the Orange Grove Road Municipal School Transportation Assistance (MSTA). TAS accomplished the following: 1. OCPT Quarterly Operational Statistics, including ridership data. 2. Implementation of a new route, the Orange Alamance connector, that provides midday service from northern Hillsborough out to Cone Health facility in Mebane, then back to southern Hillsborough, and through the heart of the historic downtown area. 3. NCDOT compliance and safety audit results for OCPT, Department of Aging contractor audits, and Department of Social Services audits as a 24 Medicaid contractor, required for certification as a Medicaid provider. 4. Transit Scheduling and Planning Software upgrades and procurements. 5. Orange County commuter options. 6. Mobility on Demand service pilot program, through collaboration with Transloc/ Ford and NC State University Research grant. List of Specific Tasks, Events, or Functions Performed or Sponsored Annually. 1. Continue pursuing small transportation projects through non-STIP funding 2. Continue improving coordination, collaboration and comprehensive transportation planning with local, regional, state and federal agencies. 3. Continue improving upon countywide multimodal safety assessment and determine unique ways Orange County can help meet MPO safety performance measures and targets. 4. Continue Bicycle Safety implementation through educational and outreach opportunities. 5. Continue pursuing all funding sources for County transportation priorities and track status of project implementation. 6. Continue monitoring locally and regionally adopted plans for updates and amendments like Orange County plans, Comprehensive Transportation Plan, Metropolitan Transportation Plan and others. 7. NCDOT's bi-annual STIP a. 1st year, recommend to BOCC Orange County's transportation priorities for MPO/RPO SPOT consideration. b. 2nd year, provide comments on the draft STIP 8. Regularly review NCDOT implemented projects and MPO/RPO activities. 9. Bi-annually review Small Projects Program for non-STIP funding. 10.Quarterly discuss any OCPT and TAS activities. 11.BOCC initiatives as assigned. 12.OUTBoard membership, offices and other items assigned by the BOCC. Describe this board/commission's activities/accomplishments in carrying out BOCC goal(s)/priorities, if applicable. • Priority 6: Develop plan and tools to improve how County and citizens communicate with each other; foster two-way exchange. o Regularly update Transportation Planning and OUTBoard website o Update County Transportation Projects Map o Publish online all public meeting notices issued by local, regional and state agencies related to transportation plan and projects in the County • Priority 20: Support transit, pedestrian, and bicycle facilities and other alternatives to the single passenger automobile. o Ensure transit, bicycle, and pedestrian facilities are addressed in each transportation plan, project, and program. o OUTBoard does all bicycle safety implementation responsibilities. o Quarterly discuss County transit activities with OCPT and TAS. o Participate in addressing bicycle and pedestrian safety along Orange Grove Road and other corridors. o Actively participate in states SPOT/STIP process as well as MPO/RPO 25 activities ensuring multimodal issues are addressed. o Adding NCDOT cross sections with bike/pedestrian facilities to recently adopted 2019 Efland-Buckhorn-Mebane Access Management Plan. Describe the collaboration relationship(s) this particular board has with other advisory boards and commissions? OUTBoard meets quarterly with TAS & OCPT and other County Department staff (Aging, DSS, Housing, Human Rights and Community Development, Health, and Child Support Enforcement) to address transit activities. 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) • Participated Triangle Bikeway from downtown Raleigh to US 15/501 in Chapel Hill through the planning process. (Transportation Goal 2, Objective 2.1) • Continue improving collaboration and coordination with local jurisdictions, Orange Grove Road Study, and other local plans (Transportation Goal 4, Objective 4.1) • Assist Planning Division and OCTP in the Orange County Transit Plan Update (Transportation Goal 1, Objective 1.6) • Participated in DCHC MPO Comprehensive Transportation Plan update and BG MPO 2045 Metropolitan Transportation Plan. (Transportation Goal, Objective 1.4). • Continue participating in the County's TDM program to promote alternative travel to automobile use (Transportation Goal 1, Objective 1.1) • Broadcasted Public Service Announcements (PSA) on Bicycle Safety for radio and worked with County Community Relations to disseminate them. (Transportation Goal 2, Objective 6) Identify any activities this board/commission expects to carry out in 2021 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). Following tasks are part of OUTBoard's current work plan. 1. Participate in aspects of the US 70 Multimodal Corridor Study — Data collection, analysis, and recommendations for potential multi-modal (bike, pedestrian, transit, freight, rail, highway) projects. This includes public outreach, OUTBoard review, and recommendations to the BOCC for its action. 2. Participate in the DCHC MPO 2050 Metropolitan Transportation Plan. This includes review Deficiency/Alternatives Analysis, Preferred Scenario and 26 Draft Plan. 3. Make recommendations to BOCC on regional and division local input points on County priorities as part of the SPOT process. 4. Data collection and recommendations to Phase II of NCDOT Municipal School Transportation Assistance (MSTA) study for pedestrian safety improvements at Cedar Ridge High School and Grady Brown Elementary School. 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. Review NCDOT's implementation of its new Complete Streets Policy. 2. Study the Vision Zero program similar to Robeson County for any applicability to Orange County's planning jurisdiction. 3. Coordinate connectivity and infrastructural changes with the local jurisdictions, surrounding counties, and regional agencies in order to create a more comprehensive multimodal transportation system. 4. Work with NCDOT to promote funding of multimodal projects in rural areas to a greater degree. 5. Promote alternative transportation modes during peak hours via public-private partnerships through County TDM Program. 6. Continue studying policies for sidewalk construction and maintenance in County limits with a focus on better understanding the types of challenges faced by rural counties. Additional research and coordination with local jurisdictions and County agencies like Orange County Board of Education and Orange Asset Management Services may be required. 7. Improve transportation planning process by encouraging local schools and other public agencies to be more involved through public engagement.