HomeMy WebLinkAboutAgenda - 04-22-2021 Virtual Work Session; Item 1 - Volunteer Advisory Boards and Commissions – Annual Work Plan Summaries 1
ORANGE COUNTY
BOARD OF COMMISSIONERS
ACTION AGENDA ITEM ABSTRACT
Meeting Date: April 22, 2021
Action Agenda
Item No. 1
SUBJECT: Volunteer Advisory 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 second group of boards and
commissions' annual work plan summaries with their Chairs (or representatives) in attendance.
(The first group of boards and commissions' annual work plan summaries were presented at the
Board's March 9, 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
Animal Services Advisory Board Ed Tiryakian
Adult Care Home Community Advisory Committee Anthony Carey
Nursing Home Community Advisory Committee Vibeke Talley
Board of Health Quintana Stewart
Affordable Housing Advisory Board Erika Brandt
Human Relations Commission Annette Moore & Frances Castillo
Orange County Parks and Recreation Council Haywood Rhodes
Historic Preservation Commission Todd Dickinson & Art Menius
Agricultural Preservation Board Cecilia Redding & Portia McKnight
Commission for the Environment Kim Piracci
Climate Council Brennan Bouma
Arts Commission Katie Murray & Fred Joiner
2
FINANCIAL IMPACT: There is no financial impact associated with this item.
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.
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: Animal Services Advisory Board
Report Period: 2020-2021
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, Amanda Schwoerke, ASAB Chair; and/or Bryan
Stuart, ASAB 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 meets monthly except for the months of July and December.
These meetings ensure that there is sufficient time to listen to stakeholders
and address issues in a 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.
Three (3) 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, sometimes the ASAB creates task forces to examine specific
issues. Oneexamined ordinance provisions for keeping and displaying wild
and exotic animals. Another is examining shelter requirements for working
livestock guardian dogs.
Brief Statement of Board/Commission's Assigned Charge and Responsibilities.
The ASAB is a sounding board for policy issues raised by residents or
identified by the BOCC. Residents are referred to the board as a critical
step in any consideration of stakeholder concerns, before bringing an item
to the Board of County Commissioners.
4
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.
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 work 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 is the relation of animals to public
health, safety, and community welfare. Indeed, one board member is the
veterinarian for Orange County Health Board.
What are your Board/Commission's most important accomplishments?
The ASAB missed several meetings due to the COVID-19 pandemic but
resumed meeting as soon as it was possible to do so. The board has been
meeting virtually since September and it has worked diligently to discharge
its duties since then.
As a result of its concern with legislative affairs, the board formulated a
recommendation for Orange County's 2021 Legislative Agenda. The board
is recommending that North Carolina's dangerous dog law be amended to
allow for a review and revocation of this declaration. It did so on the basis
of experience with the recent ordinance amendment allowing for such
review under the ordinance, recognizing that the incredible frustration
residents experience when they discover that there is no recourse for a
statutory declaration for the life of their pet.
One ASAB task force worked with Animal Services staff and a staff
attorney to revise ordinance provisions for the keeping of animals
dangerous to persons and property. The effort is continuing and it is
expected to include ordinance provisions for the display of exotic and
other animals before being brought forward for consideration by others.
Another task force is examining racial equity in the area of animal welfare
given the concerns arising in the aftermath of events in Minneapolis and
national protest. This effort is driven by the recognition that animal
services and the human-animal bond is no different than other areas of
concern in our communities, county and country.
5
A third task force is examining the whether the shelter requirements in the
Unified Animal Ordinance are appropriate for working livestock guardian
dogs (LGD). This effort is a response to a concern raised by an Orange
County farmer who uses LGDs to protect his livestock but can't meet the
current ordinance requirement for shelter.
In addition, the ASAB worked with staff to develop a resolution which the
BOCC adopted designating Orange County as a socially conscious animal
community. This approach to animal welfare is new and exciting and it is
more holistic and socially responsible than most prevailing pwractices. It
expresses many of the practices Animal Services has established and at
the same provides a valuable perspective for evaluating programs and
practices going forward.
The ASAB worked with staff to provide a number of other deliverables. One
was the review of applications for the annual Pat Sanford Award (and as
needed, outside agency funding applications). Another is developing and
sustaining various community partnerships. A good example is the
relationship that was created with the Agricultural Preservation Board in
regard to the working barn cat program.
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 and it provides each new member with an
orientation, which includes an introduction to the board, a review of county
policies for boards and commissions, and an overview of Animal Services
operations.
List of Specific Tasks, Events, or Functions Performed or Sponsored Annually.
In addition to activities mentioned above, the board sometimes hosts
partner organizations, supports the annual Open House, and provides its
own appreciation for staff and community partners. A good example of the
latter is the ASAB's appreciation of groups and individuals involved in the
seizure and rehoming of bulldogs from a puppy mill, a major case. 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.
Three principles and priorities seem noteworthy with respect to the ASAB
in calendar year 2020. These are:
6
Emergency Response and Recovery (COVID-19 Pandemic)
• Supported staff in adapting operations to provide essential services
• Supported staff in implementing needed programs, e.g., pet food
assistance and veterinary assistance
Sustainable Services
• Supported strategic plan for managing pet overpopulation to control
costs and 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.
• Met with and recommended candidates for the ASAB to the BOCC
• Stood ready and coordinated openly and effectively with the BOCC
as needed
• Continued to work with staff to identify needed amendments for 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.
• Worked toward effective succession of ASAB members on the
Animal Services Hearing Panel Pool.
• Supported the Pat Sanford Animal Welfare Grant and participated in
the application review panel.
If your board/commission played the role of an Element Lead Advisory Board
involved in the 2030 Comprehensive Plan preparation process, please indicate
your board's activities/accomplishments as they may relate to the
Comprehensive Plan's goals or objectives.
(The Element Lead Advisory Boards include: Planning Board, EDC, OUTBoard,
Commission for the Environment, Historic Preservation Commission, Agriculture
Preservation Board, Affordable Housing Board, Recreation and Parks Advisory
Council)
Not applicable.
Identify any activities this board/commission expects to carry out in 2020 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).
7
The ASAB expects to be especially concerned with several areas in 2021.
These are:
Emergency Response and Recovery (COVID-19 Pandemic)
• Support staff in operating in new and different ways
• Support staff managing needed programs, e.g., pet food assistance
and veterinary assistance
• Collaborate staff to ensure that the human-animal bond and animal
welfare are not minimized or even neglected in recovery efforts.
Sustainable Services
• Support strategic plan for managing pet overpopulation to control
costs as well as to reduce the use of euthanasia as a means of
population control.
• Support efforts to manage 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
• Provide 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
• Meet with and recommend candidates for the ASAB to the BOCC and
orient new members of the ASAB.
• Support 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?
Legislation: The ASAB hopes to be able to work toward changes in the
state dangerous dog law, allowing a review of these declarations, in the
context of Orange County's Legislative Agenda. Another legislative
concern for the board is the barriers that exist to making veterinary
services available to county residents who are not able to afford them in
the marketplace.
Task Forces: The board and its members intend to advance and complete
8
task force efforts in three areas:
• Shelter Requirements for Livestock Guarding Dogs
• Racial Equity in Animal Welfare
• Amending Ordinances for Keeping and Exhibiting Exotic Animals
Managing Pet Overpopulation: The board will continue to support staff
efforts to manage free-roaming cats more effectively and more humanely.
In particular, the board will work with staff to coordinate with the
Agricultural Preservation Board and other entities to advance the "working
barn cat" program. More generally, the board will continue to work with
staff to ensure that organizational forms and practices responsible for the
county's success in managing overpopulation are recognized, supported
and extended into the future.
Unified Animal Ordinance: The ASAB will continue to coordinate with
county staff to identify and address "issues" in the administration 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.
Managing Pet Overpopulation: The board will continue to support staff
efforts to manage free-roaming cats more effectively and more humanely.
More generally, the board will continue to work with staff to ensure that
organizational forms and practices responsible for the county's success in
managing overpopulation are recognized, supported and extended into the
future.
ASAB Vacancies and Other Deliverables: The board will review
applications for the annual Pat Sanford Animal Welfare Award, review
outside agency funding applications, and provide other deliverables as
needed. The board will also assist the BOCC in ensuring the board
vacancies are filled in an effective manner and new members are oriented
in a timely manner. In this pursuit, care and effort will be given to diversity
and making the ASAB a more diverse body.
Bob Marotto, Animal Services Director
January 26, 2021
9
NAME OF BOARD/COMMISSION:
Orange County Adult Care Home Community Advisory Committee
Report Period_ January 1, 2020 — 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.
Board/Commission Name: Orange County Adult Care Home Community Advisory
Committee
Person to address the BOCC at work session- if applicable- and contact
information:
Shade Little
shadekslittle(aD-gmail.com
919-967-7371
Primary County Staff Contacts:
Autumn Cox, Long Term Care Ombudsman, Triangle J Council of Governments
Kim Lamon-Loperfido, Aging Transitions Administrator, Department on Aging
How many times per month does this board/commission meet, including any
special meetings and sub-committee meetings?
The committee meets in full, four times a year to conduct regular business. Sub-groups
conduct quarterly visits to assisted living facilities and make annual visits to family care
homes (defined as less than six residents). Information from visits is shared regularly
between committee members and the Ombudsman via phone or email.
Brief Statement of Board/Commission's Assigned Charge and Responsibilities.
Committee Members are volunteer advocates certified by the State Long Term Care
Ombudsman and appointed by the County Commissioners to help maintain the intent of
the Adult Care Home Resident's Bill of Rights within long term care (LTC) facilities in
Orange County. To assist with this charge, we make official, unannounced quarterly
visits to all assisted living facilities and unannounced annual visits to all family care
homes in the county. As advocates for the residents, we observe the general conditions
of each facility. We also work to establish a rapport with residents and staff and listen to
their concerns and recommendations. Findings from our visits are summarized and
submitted as official reports as required by the NC Division of Aging and Adult Services.
In addition we advise the County Department of Aging and the Triangle J
Ombudsperson about programs or ideas to improve care in our facilities. We also
encourage increased community volunteerism and community awareness of the needs
of residents in the long term care facilities in Orange County.
10
What are your Board/Commission's most important accomplishments?
The most important was keeping the committee intact. We currently have seven
members in total. This past year the committee of volunteers completed TWO (2) visits
to area long term care facilities before visits were prohibited..
List of Specific Tasks, Events, or Functions Performed or Sponsored Annually.
(Noted above).
Describe this board/commission's activities/accomplishments in carrying out
BOCC goal(s)/priorities, if applicable.
Our Committee's activities and accomplishments continue to align closely with the Goal
1 of the BOCC's FY2016-17 work plan: "to ensure a community network of basic human
services and infrastructure that maintains, protects and promotes the well-being of all
county residents, and particularly the gaps in quality and quantity of long-term senior
care (and especially low-income seniors)."
Describe the collaboration relationship(s) this particular board has with other
advisory boards and commissions?
We work closely with the Nursing Home Community Advisory Committee in initiatives
and activities, and with the Department on Aging. The Aging Transitions Administrator
regularly attends our bi-monthly full committee meetings, providing us with relevant
information and updates from that department.
If your board/commission played the role of an Element Lead Advisory Board
involved in the 2030 Comprehensive Plan preparation process, please indicate
your board's activities/accomplishments as they may relate to the
Comprehensive Plan's goals or objectives.
(The Element Lead Advisory Boards include: Planning Board, EDC, OUTBoard,
Commission for the Environment, Historic Preservation Commission, Agriculture
Preservation Board, Affordable Housing Board, Recreation and Parks Advisory Council)
Not Applicable.
Identify any activities this board/commission expects to carry out in 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).
Because of the 2020 pandemic, we may even find it difficult to move forth with our
standard goals:
1/ Continue quarterly visits to all assisted living facilities and annual visits to all family
care homes in Orange County.
2/ Conduct collaborative meetings with facility administrators or corporate managers to
inform them of our visit findings, particularly those that impinge on or fail to fulfill the
rights of their residents.
3/ Encourage members of the County Board of Commissioners to join us on visits to the
county's LTC facilities, to glean firsthand knowledge of their conditions.
4/ Collaborate with the Department of Aging's Volunteer Connect 55+ program to
increase community volunteer linkages with the county's ACHs and FCHs.
5/ Identify and train new volunteers as needed to fulfill the goals of the committee.
11
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?
THESE ARE ISSUES WE HAVE HAD EVERY YEAR, and for 2021 they will be even
more critical:
1/ We will continue our efforts at raising the regulatory expectations for our long-term
care facilities. For example, there are still no handicap accessible door requirements nor
resident to staff ratios.
2/ We remain concerned about the neglected conditions of many of our Orange County
LTC buildings. We routinely find no emergency power generators, resulting in such
dangerous behavior as residents having to be carried down from upper floors when the
power is out and elevators not working. There also continue to be reports of foul odors
of urine, mold and strong cleaning products in halls and rooms of residents, and
complaints about food, with some residents reporting food shortages if they are last to
be fed (with sandwiches substituted for dinner).
3/ We continue to believe local leaders remain apathetic about improving the living
conditions for our poorer elderly residents in Orange County long-term care homes.
4/ We hope to find that the Department on Aging's Master Plan will include projects
related to our long-term care facilities.
5/ Though we have mentioned it in the past, there continues to be an absence of
incentives for providers to improve their quality of care. We would particularly appreciate
having our Board of Commissions partner with us to explore ways to incentivize
particularly those companies serving residents on Medicaid.
12
NAME OF BOARD/COMMISSION Orange County Nursing Home Community Advisory
Committee
Report Period January 1, 2020 through 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.
Board/Commission Name: Orange County Nursing Home Community Advisory
Committee
Person to address the BOCC at work session- if applicable- and contact information: Vibeke
Talley, Chair. E-mail: vibandjoeghohnail.com
Primary County Staff Contact: Autumn Cox, Long-Term Care Ombudsman, Triangle J
Council of Governments. Kim Lamon-Loperfido, Aging Transitions Administrator,
Orange County Department on Aging.
How many times per month does this board/commission meet, including any special meetings
and sub-committee meetings? Business meetings are scheduled for four times per year.
Four visits per year from sub-committee members to each of the five nursing homes in
Orange County. However, due to the pandemic the committee only met once in
February 2020 and only two visits were made to facilities. Facility visits were in January
2020.
Brief Statement of Board/Commission's Assigned Charge and Responsibilities.
• Stay informed about living conditions and quality of life for residents living in nursing
homes.
• Raise awareness about residents' rights issues and with the Ombudsman assist
persons with grievance resolution.
• Make official unannounced quarterly visits to each nursing home.
• Prepare and submit official reports on visits to nursing homes. Approved reports are
posted on the county website.
• Work with the County Department on Aging and the Triangle J Ombudsman
regarding programs to improve living conditions and quality of life for residents of
nursing homes.
• Serve as a nucleus to activate the community to support and improve quality of life
for older adults living in nursing homes. Facilitate engagement of community
volunteers for this purpose.
• Promote activities in nursing homes that support resident well-being and reduce
social isolation.
13
What are your Board/Commission's most important accomplishments?
Due to Covid-19 restrictions the members of this board were not able to access nursing
homes in Orange County starting in March 2020.
List of Specific Tasks, Events, or Functions Performed or Sponsored Annually.
Partnering with the Department on Aging implementing objectives from the 2017-2022
Orange County Master Aging Plan. An example is objective 3.5: Activate the community
to support and improve quality of life for older adults living in long-term care settings.
The office of the Long Term Care Ombudsman received CARES funding and used it
towards the purchase of tablets for facilities. Some of the facilities in Orange County
were selected to receive one. They are for resident use to communicate with families, as
well as with the ombudsman office.
Describe this board/commission's activities/accomplishments in carrying out BOCC
goal(s)/priorities, if applicable.
Please see above answers.
Describe the collaboration relationship(s) this particular board has with other advisory boards
and commissions?
This committee works closely with the Orange County Advisory Board on Aging and the
Orange County Adult Care Home Advisory 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
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 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).
This Board is hoping that it can resume facility visits and planned business meetings in
2021. The committee plans to continue working on Master Aging Plan goals and
priorities. The committee will focus on quality of life for residents and will encourage
community members to be involved in activities in nursing homes to improve quality of
life.
These functions and activities have no fiscal impact.
What are the concerns or emerging issues your board has identified for the upcoming year that
it plans to address, or wishes to bring to the Commissioners' attention?
This year showed us how vulnerable the residents of Long Term Care Facilities are to
an infection that is spreading through the community. We also saw that residents
became very isolated due to the pandemic which may have mental health
consequences. As a community it is important that we address these issues.
14
NAME OF BOARD/COMMISSION Board of Health
Report Period 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.
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
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
➢ Health Equity Subcommittee — Bimonthly
➢ Access to Care Subcommittee — Quarterly
➢ Substance Use Disorders Subcommittee — Quarterly
Brief Statement of Board/Commission's Assigned Charge and Responsibilities.
The Board of Health is the primary policy-making and adjudicatory body
(NCGS 130A-39(a) (powers and duties of the boards of health) and NCGS
130A-24 (appeals), for the health department and is charged to protect and
promote the public health of Orange County.
15
What are your Board/Commission's most important accomplishments?
Social Determinants of Health
➢ Completion of the 2020 Report, Orange County Board of Health
Community Water Fluoridation Health Recommendation to Orange
Water and Sewer Authority (OWASA). The report's recommendation
was as follows: The Orange County Board of Health supports the
continued fluoridation of Orange Water and Sewer Authority's water
supply at the current levels as deemed effective for prevention of tooth
decay and for promotion of good oral health.
➢ OCHD became a partner in the NC Care 360 network. NC Care 360 is
the first statewide electronic referral network that unites healthcare and
human services organizations and enables a coordinated, community-
oriented, person-centered approach for delivering case management in
NC. The main goal of the network is to make sure that North Carolinians
are getting connected to the agencies that can help them and are
ultimately getting the help that best fits their needs.
OCHD went through a departmental reorganization. There are still 5
division within the department, but a new division, Community Health
Services, will now house the Family Home Visiting, Family Success
Alliance, and Health Promotion and Education Services programs. The
first two were previously part of the Personal Health Services division
which is now focused on clinic, nutrition, and communicable disease
services only.
➢ OCHD Staff Member, Ashley Rawlinson, Healthy Carolinians
Coordinator received a Results Based Accountability (RBA)
Professional Certification from Clear Impact. This certification allows
Ashley to guide the department and community partners with our RBA
framework in strengthening capacity to create clear, measurable goals
that will positively impact the lives of customers and communities that we
serve.
➢ The Board of Health adopted new Environmental Health Rules. The
Orange County Board of Health adopted local Rules in 1980 for the
protection of the groundwater and the Orange County community that
drinks groundwater. In July 2019, new permitting, construction, and
inspection requirements became effective with the State. Since the local
rules must be at least as stringent as the State per NCGS 87, Article 7, the
State changes must be adopted except in places where Orange County is
already more stringent.
➢ OCHD's Environmental Health Director, Victoria Hudson was
awarded the William A Broadway Award for her outstanding
contributions to the professional status of the Environmental Health
Specialist during the 2020 North Carolina Public Health Association
Conference. The award, presented by the Environmental Health Section
of NCPHA, represents one of the highest honors the section can bestow.
Victoria was nominated for her experience, leadership, and for working
16
with local organizations and businesses to develop COVID Safety Plans to
ensure their activities are carried out in the safest way possible during the
COVID-19 pandemic.
➢ OCHD in partnership with OC Healthy Carolinians successfully
completed the 2019 Community Health Assessment. Through an
extensive community process of surveys, focus groups, and input
sessions, the community identified three priority health issues that will be
addressed for 2020 — 2024. Priority Areas include:
1) Access to Care,
2) Health Behaviors
3) Health Equity
➢ COVID Response: OCHD is engaged with community partners in
addressing social determinant of health needs within the community. The
department:
o Created the Joint Information Command (JIC) team that met weekly
to plan, implement, and distribute equitable information to educate
the community on COVID-19.
o Created the Communicators Group — a collaborative of
communication personnel across county departments, municipality
departments, and various other organizations to ensure COVID-19
messaging is succinct, equitable, and aligned.
o Collaborates with various departments to address housing and
homelessness issues related to COVID-19.
o OCHD's Environmental Health Division worked tirelessly to keep
area businesses and restaurants informed of COVID-19 mandates
and to ensure they had the resources needed to make informed
operational decisions.
Physical Activity and Nutrition
➢ The Board awarded Orange County Schools two Physical Activity
and Nutrition grants totaling $2,000 (prior to COVID). The funds will
support the Dropping Seeds in Motion program which offers interactive
science based workshops that integrate learning through
movement/dance and the FUNctional Wellness program which will offer
OCS staff the opportunity to take FUNctional wellness, Tai Chi, and Med
instead of Meds classes.
COVID Response: The department collaborated with several county
organizations including OC DSS, OC schools, and other local groups to
ensure that families in OC had access to food during COVID-19.
Substance Abuse and Mental Health
The Board began a process of exploration and information gathering
in their consideration of a proposed rule to prohibit the use of E-
Cigarettes in indoor public places. Assistance with the exploration was
led by Tobacco Program Manager, Rita Krosner, who consulted with UNC
School of Government and the state Tobacco Prevention and Control
Branch.
17
➢ OCHD collaborated with UNC, Criminal Justice Resource
Department, Sherriff's Department, and Southern Health Partners on
the Medication-Assistance Therapy (MAT) program with the County
Jail. MAT is for low income, uninsured patients who need access to
prescription drugs and who cannot afford them. OCHD provides
pregnancy test for women who are in the program.
OCHD participated in the strategic plan development for the Campus
Community Collaborative. The Coalition's goals are to lessen the
secondhand harms of alcohol and promote a thriving downtown Chapel
Hill.
The Board of Health identified new priorities in July 2020 that will be their focus
for Committee Work for 2020-2024. Those priorities are outlined below.
Access to Care
➢ OCHD purchased a Mobile Dental Van designed to increase access
to dental services for the community.
➢ OCHD implemented telehealth services to ensure clients are
protected from COVID-19 risks.
COVID Response: OCHD is in collaboration with community partners to
host mobile testing sites in order to reach rural areas with limited
transportation access.
o Phase 1A vaccination began in December with staff and residents
in long-term care facilities.
Health Equity
OCHD completed the first Racial Equity Strategic Plan for 2020-2024.
This plan led by the Racial Equity Commission. The goals of the
strategic plan include all members of the OCHD community understanding
and committing to the advancement of racial equity, becoming an effective
and inclusive department that engages all staff and distributes power and
resources equitably, and continuing to examine policies, practices, and
procedures through a racial equity lens.
➢ OCHD staff and partners underwent county sponsored Diversity,
Equity, and Inclusion training.
➢ OCHD hosted the Cultural Considerations when working with
Muslims event. OCHD staff and members of the community received an
introduction to Islam and Muslim culture to increase competence in
individual patient and family health care with the context of their cultural
and religious practices.
➢ OCHD created a Health Equity Webpage. The webpage content
includes information for beginners in equity work, self-care and healing
information, social media learning platforms, resources on training, books,
movies, etc., local and national news sources, ways in which to support
the movement, and OCDH efforts to keep the department accountable to
the community.
OCHD was awarded a year-long Capstone team of students in the
18
Health Behavior (HB) and Health Equity, Social Justice and Human
Rights (EQUITY) MPH concentrations at the UNC Gillings School of
Global Public Health.
Substance Use Disorders
➢ OCHD conducted Opioid Task Force meetings, a collaborative effort
of several community partners.
➢ OCHD's Tobacco Program Coordinator, Rita Krosner, became a
certified Tobacco Treatment Provider and counsels individuals on
their journey of quitting tobacco.
List of Specific Tasks, Events, or Functions Performed or Sponsored Annually.
State of County Health Report — Annual Review; submitted to NC
DHHS in March 2019
➢ Financial Reports and Billing Dashboards — Quarterly Review
➢ Budget — Annual Review
➢ Outside Agency Funding Request — Annual Review
➢ Cardinal Innovations Annual Report — Annual Review
➢ FSA Update — Biannual Update
➢ Advisory Board Summary Report — Biannual Review
➢ OCHD 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 Meeting Schedule — Annual Review
➢ Delinquent Accounts — Annual Review
➢ Immigrant and Refugee — Annual Update
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
➢ 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.
The Board of Health adopted new Environmental Health Rules for the
protection of the groundwater and the Orange County community
that drinks groundwater.
19
Promote an interactive and engaging system of governance that reflects
community values
➢ The Board of Health plays a key role in advocating for policies and
activities that positively impact the health of Orange County
residents equitably.
Invest in quality County facilities, a diverse work force, and technology to achieve
a high performing County government
➢ The Board of Health supported and approved the purchase of a
Dental Mobile clinic to increase dental services in the community.
OCHD submitted plans for renovations of the clinical waiting room at
the Whitted Human Services Building to be inviting of 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
The Board of Health adopted new Environmental Health Rules for the
protection of the groundwater and the Orange County community
that drinks groundwater.
Ensure a high quality of life and lifelong learning that champions diversity,
education at all levels, libraries, parks, recreation, and animal welfare
➢ 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.
Describe the collaboration relationship(s) this particular board has with other
advisory boards and commissions?
The Board receives summaries on the activities of the following local
boards or governing bodies at meetings twice a year, or as
necessary for timely board action.
o BOCC
o Cardinal Innovations Healthcare
o Carrboro Board of Alderman
o Chapel Hill Town Council
o Chapel Hill-Carrboro City Schools Board of Education
o DEAPR
o Family Success Alliance
o Healthy Carolinians of Orange County
o Hillsborough Board of Commissioners
o Jail/Mental Health Subcommittee
20
o Justice Advisory Council
o Orange County Partnership for Young Children
o Orange County Schools Board of Education
o Orange Resilience Initiative
o OUTBoard
➢ Other Boards that BOH members sit on:
o Orange County Animal Services Advisory Board
o Orange County Living Wage Steering 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 objectives. N/A
(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)
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).
➢ Completion of the Community Health Assessment Action Plans
➢ Completion of the BOH Strategic Plan
➢ Completion of the OCHD Departmental Strategic Plan
➢ Reaccreditation with the NC Department of Health and Human
Services
➢ COVID-19 Vaccination Planning and Implementation will continue
➢ Racial Equity Assessment of OCHD staff
➢ OCHD Health Equity Webpage
What are the concerns or emerging issues your board has identified for the
upcoming year that it plans to address, or wishes to bring to the Commissioners'
attention?
The impact that finances, mental health, and students' education will
have on the health of county residents with regard to long-term
recovery from COVID-19.
Review of potential E-cigarette ordinance in Orange County
21
NAME OF BOARD/COMMISSION: Affordable Housing Advisory Board (AHAB)
Report Period: 2020-2021
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: Affordable Housing Advisory Board (AHAB)
Person to address the BOCC at work session- if applicable- and contact
information:
Keith Cook, Chair
(919) 302-4177
Kdc52�D_aol.com
Primary County Staff Contact:
Emila Sutton, Director, Department of Housing and Community
Development
(919) 245-2490
esuttonCcD_orangecountync.gov
How many times per month does this board/commission meet, including any
special meetings and sub-committee meetings?
Generally, the AHAB meets once a month, excluding the month of July. The
Board may elect to have two meetings during March or April in order to
review the applications relating to the County's Outside Agencies Funding
Program. The AHAB may also meet additional times during a month
depending on need or as it sees fit in order to carry out its work. Regular
meeting locations alternate between Hillsborough and Chapel Hill. In 2019,
the AHAB began to schedule some meetings in locations throughout the
County in order to increase accessibility to all Orange County residents
interested in attending.
22
This past year, due to the COVID-19 pandemic, the AHAB stopped holding
regular meetings in March. The Orange County Board of Commissioners
created a policy allowing Advisory Boards to meet virtually during the
pandemic if and when extenuating circumstances make it necessary for a
Board to meet. As such, two virtual meetings were held in August in order
to review and score applications for the 2020 Affordable Housing Bond
Program and make funding recommendations to be submitted to the Board
of Commissioners.
Brief Statement of Board/Commission's Assigned Charge and Responsibilities.
The Affordable Housing Advisory Board is to advise the Orange County
Board of Commissioners (BOCC) on affordable housing issues and work to
increase the community's awareness of, understanding of, commitment to
and involvement in producing and maintaining sustainable affordable
housing. The AHAB also explores new and/or innovative affordable
housing strategies and new funding opportunities in order to make cogent
recommendations to the BOCC, and monitors the progress of local
housing programs. During 2020, the AHAB aimed to enhance its response
to its charge and expand the implementation of its responsibilities.
A representative from AHAB sits on the Application Review Committee for
the County's Affordable Housing Bond and Surplus Properties programs.
In addition, AHAB participates in the review of housing-related applications
for the annual Outside Agencies Funding Process. In 2020, the AHAB also
reviewed and made funding recommendations to the BOCC for the 2020
Affordable Housing Bond Program.
What are your Board/Commission's most important accomplishments?
In 2020, AHAB's notable accomplishments include the following:
• Scheduling a community-focused Advisory Board meeting to share
information about the AHAB's purpose and work, and to garner
community input on the County's housing needs and priorities.
• Reviewing and scoring housing-related applications for the annual
Outside Agencies Funding Process.
• Reviewing, scoring, and making funding recommendations to the
BOCC for the 2020 Affordable Housing Bond Program.
• Promoting increased awareness of and communication with non-
profit organizations by attending their meetings to learn more about
their program and services and provide this information to the AHAB
members at their regularly scheduled meetings.
• AHAB members attended meetings of the Partnership to End
23
Homelessness, EmPOWERment, Community Empowerment Fund,
Town of Hillsborough Planning Board, and the Town of Hillsborough
Water and Sewer Board.
List of Specific Tasks, Events, or Functions Performed or Sponsored Annually.
• Review and provide comments on the Annual Action Plan and
Consolidated Annual Performance Evaluation Report (CAPER) for
the County's federal HOME funds.
• Monitor accomplishments of the Affordable Housing Bond and other
County housing programs.
• Review Outside Funding applications from organizations providing
housing services.
• Educate the community on affordable housing needs and resources
and related partnerships with the towns, public agencies, nonprofits,
civic and for-profit organizations. This is primarily done informally by
individual members through their civic engagement activities in their
respective communities.
Describe this board/commission's activities/accomplishments in carrying out
BOCC goal(s)/priorities, if applicable.
The AHAB advises on and supports the BOCC's affordable housing
initiatives, goals and priorities. The tasks, activities and events described
in the preceding sections of this report and annual work plan support the
BOCC's established goal to ensure a community network of basic human
services and infrastructure that maintains, protects and promotes the well-
being of all County residents and the priorities of providing decent,
standard housing options for all residents regardless of household income
level. The AHAB may also develop explicit plans to inform bond
expenditures and other BOCC affordable housing funding.
Describe the collaboration relationship(s) this particular board has with other
advisory boards and commissions?
The AHAB plans to work more collaboratively with the Orange County
Housing Authority to entice more landlords to accept housing vouchers.
The Advisory Board also plans to work with the Orange County Planning
Board on applicable housing issues and with the Orange County
Partnership to End Homelessness, IFC and OCIM to address County
homelessness issues.
In addition, AHAB hopes to work more closely with the Affordable Housing
24
Advisory Boards in the Towns of Carrboro and Chapel Hill, as well as to
expand its relationship with the Orange County Local Government
Affordable Housing Collaborative.
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 Advisory Board will continue to ensure that its collaborations,
activities, initiatives and advice to the BOCC further the overarching
housing goal identified in the 2030 Comprehensive Plan: Opportunity for all
citizens of Orange County to rent or purchase safe, decent, accessible and
affordable housing.
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).
During 2021, the AHAB plans the following activities:
• Sponsor an interactive bus tour with predetermined stops that
showcase the housing needs in the unincorporated and incorporated
areas of Orange County.
• Monitor State and community efforts regarding navigator or other
housing consolidation resources, such as NCCARE360, and evaluate
and recommend potential County engagement or support.
• Continue to have County funding recipients meet periodically with
the Advisory Board to provide updates on their progress.
• Continue to schedule Advisory Board meetings in locations
throughout the County to garner community input on affordable
housing needs and priorities.
• Explore additional affordable housing training opportunities for
AHAB members.
• Continue to expand outreach to the community, such as meeting
with representatives of school and religious institutions and
identifying potential partnership opportunities with other affordable
housing-affiliated organizations.
• Develop a standardized PowerPoint presentation that can be used by
AHAB members at community meetings.
25
• Have a representative or representatives attend the 2021 NC
Affordable Housing Conference.
• Enhance the Advisory Board's website to include additional
information about the Board's activities as well as updated
information, such as meeting agendas and minutes.
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?
• Gentrification
• Rural Buffer Review
• Greene Tract
• Manufactured Home Park Potential Closures
• Acquire New Sources of Funding to Mitigate Affordable Housing
Challenges in the County
• Expand Utility Assistance Programs that Provide Funds for Utility
Deposits and Connections
• Continued Funding for Local Housing Vouchers
• Attract More Landlords to Accept Housing Vouchers
26
NAME OF BOARD/COMMISSION Human Relations Commission
Report Period January 2020-December 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.
Board/Commission Name:
The Orange County Human Relations Commission (HRC)
Person to address the BOCC at work session- if applicable- and contact
information:
Annette Moore, Director
Human Rights and Relations Department
amoore@orangecountync.gov
919-245-2317
Frances Castillo, Chairperson
frances.castillo14@gmail.com
919-673-2004
Primary County Staff Contact:
Tara May, Civil Rights Specialist
Human Rights and Relations Department
919-245-2497
How many times per month does this board/commission meet, including any
special meetings and sub-committee meetings?
The HRC meets monthly except for July. The HRC convenes sub-
27
committee meetings to plan events and work on projects such as
Community Reads and to analyze data regarding Advisory Board
diversity. Subcommittee members also meet to review the nominations for
the Pauli Murray Awards, discuss promotions and communications from
the HRC, and to conduct other subcommittee business that will be
presented to the full HRC membership for consideration. The Executive
committee also meets with staff monthly to determine the agenda for the
upcoming meeting.
Brief Statement of Board/Commission's Assigned Charge and Responsibilities.
insert language from formal charge
The Orange County Human Relations Commission was officially formed
by a resolution on June 16, 1987 in response to a Ku Klux Klan rally in
Chapel Hill. The Orange County Board of Commissioners expressed its
desire to "encourage mutual understanding and fair treatment of all
citizens," and "encourage actions which reduces tensions among groups
of citizens in Orange County." Currently, the HRC's charge includes, but
is not limited to:
a. Studying and making recommendations concerning problems in the
field of human relationships;
b. Anticipating and discovering practices and customs most likely to
create animosity and unrest, and seeking solutions to problems as
they arise;
c. Making recommendations designed to promote goodwill and
harmony among groups in the County irrespective of their race,
color, creed, religion, ancestry, national origin, sex, affectional
preference, disability, age, marital status or status with regard to
public assistance;
d. Monitoring and investigating complaints of discrimination;
e. Addressing and attempting to remedy the violence, tensions,
polarization, and other harm created through the practices of
discrimination, bias, hatred, and civil inequality; and
f. Promoting harmonious relations within the County through hearings
and due process of law.
The Human Relations Commission drafted the Orange County Civil Rights
Ordinance which was enacted on June 6, 1994 (amended August 3,
1995). Staff was thereafter hired to enforce the Ordinance and carryout
the other functions on behalf of the HRC as mandated by the U.S.
Department of Housing and Urban Development (HUD) through its
cooperative agreement with the County.
28
What are your Board/Commission's most important accomplishments?
1) The HRC held the 30th Annual Pauli Murray Awards on February 26,
2020, recognizing Mae McLendon (Adult), and Thea Barrett (Youth) as
the award recipients.
2) A panel of the HRC conducted two Fair Housing Reconsideration
Hearings (appeals).
3) Provided feedback to the Commission for the Environment as they
sought to review grant applications through a social justice lens.
4) Expanded the Community Book Read to include a broader array of
events in addition to the book discussion (author discussion; community
discussion; community education event regarding safe voting during a
pandemic in collaboration with DemocracyNC). This year's book was
"Give Us the Ballot" by Ari Berman.
5) Surveyed/reviewed membership makeup of other boards/commissions
in response to BOCC inquiry regarding diversity/representation on
boards.
6) Participated in the BOCC Listening Session re: racialized policing.
List of Specific Tasks, Events, or Functions Performed or Sponsored Annually.
1) Provide proclamations recognizing Human Rights Week, Human Rights
Day, and the Bill of Rights Day in December of each year, Human
Relations Month in February, Fair Housing Month in April, and Women's
History Month in March.
2) Organize and sponsor the annual Pauli Murray Awards ceremony.
3) Coordinate the Community Book Read
4) Plan and hold Women's History Month event
5) Coordinate Community Conversations
Describe this board/commission's activities/accomplishments in carrying out
BOCC goal(s)/priorities, if applicable.
The HRC's annual events and conversations carry out the BOCC's
underlying values for all of their goals including "bridg[ing] diverse cultural
populations and values" and focusing on "social justice values".
Specifically, the HRC encourages communication and understanding
across all cultures and values within Orange County through its
community conversations. Further, the HRC "foster[s] a community culture
that rejects oppression and inequity" through its recognition of residents
that fight for social justice and promote equality during the annual Pauli
Murray Awards. Finally, the HRC's Community Conversations "enable full
civic participation" by providing opportunities for public comment and
discussion on issues important to the community members.
29
Describe the collaboration relationship(s) this particular board has with other
advisory boards and commissions?
This year we worked collaboratively with the Commission on the
Environment. The HRC reviewed the applications submitted for grant
funding and provided feedback regarding the social justice
impact/contribution of each grantee. Recommendations were forwarded to
the BOCC for their consideration as they evaluated applicants.
The HRC is also a member of the Orange County Community
Remembrance Coalition (OCCRC) which held eleven events in 2020.
Advisory Board diversity survey
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 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).
Pauli Murray Human Relations Award • Staff time
Date Feb. 28 • Dept. allocation for HRC events
Community Read and discussion • Staff time
Date TBD • Dept. allocation for HRC events
HRC Retreat • Staff time
Date TBD • Dept. allocation for HRC events
Fair Housing training for HRC members • Staff time
February 20 and March 6 0 Dept. allocation for training
30
Community Conversation—follow-up to BOCC • Staff time
Listening Session
March 21
Re-establishment of HRC Communications • Staff time
Committee to amplify county resources/services
Proclamations to Promote Diversity, Equality • Staff time
and/or Inclusion
Participate in on-going discussions regarding the • Staff time
best way to address issues of equity and inclusion
Engage the migrant community in the system of • Staff time
governance for Orange County
Investigate ways to diversify membership of BOCC • Staff time
advisory boards and commissions
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) Economic inequality already exists in our community but has been
exacerbated by Covid-19. HRC would like to ensure diverse
viewpoints/community members are represented in discussions regarding any
County-wide response and/or have input regarding community needs
2) Educational inequality exists in our community but has been exacerbated by
Covid-19. Access to high-speed internet/computers has determined whether
children can access educational services. How can the County improve
access to technology to enable all Orange County children to receive equal
educational access?
3) Covid-19 recovery plan and dissemination of information in non-traditional
ways to reach those in smaller townships, without Internet access and cut off
from community sources that may pass information such as community
centers and churches
4) Systemic racism
5) Revisit use of BOCC social justice goals and way to review effectiveness
6) The HRC would like to participate in upcoming processes like the Community
Climate Action Grant Program and other similar opportunities where equity is
a focus, earlier on the process in order to provide more meaningful input.
31
NAME OF BOARD/COMMISSION Parks and Recreation Council
Report Period 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.
Board/Commission Name: Parks and Recreation Council
Person to address the BOCC at work session- if applicable- and contact
information: Haywood Rhodes, Chair (thrhodes(a_hotmail.com)
Primary County Staff Contact: David Stancil, DEAPR Director
How many times per month does this board/commission meet, including any
special meetings and sub-committee meetings? Once per month (first
Wednesdays); 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.
32
What are your Board/Commission's most important accomplishments?
The Council annually reviews progress toward the adopted Parks and
Recreation Master Plan 2030, and was began receiving regular reports and
providing feedback on Mountains to Sea Trail progress in 2019. The PRC
has also advised the Board and staff on a variety of topics, including:
• Recommendations on FY 2020-21 Outside Agency Funding Requests
• Construction/opening plans for Blackwood Farm Park and other new
facilities
• Provide feedback on Lands Legacy Action Plan 2021-24
• Hearing from local residents about community recreation or park facility
needs, developing recommendations where needed
• Capital funding for parks/open space (FY 2019-24 Capital Investment Plan)
• Sponsor of The Nature of Orange Photography Contest
• Report and feedback on LocalFest
• Periodic site visits to County parks, including one meeting per year
• New Parks Operations Base and Environment and Agricultural Center
plans
• River Park upgrades and new amenities
List of Specific Tasks, Events, or Functions Performed or Sponsored Annually.
• Serve as Mountains to Sea Trail (MST) Advisory/Steering Committee
(quarterly review/reports)
• Co-sponsor, "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 goal(s)/priorities, if applicable.
The PRC reviews site plans for major subdivision applications in the
county's jurisdiction. Recommendations are made on potential land
dedication for parks and open space. (Goal 5)
The PRC was the lead advisory board for the Parks and Recreation Master
Plan 2030 and regularly reviews progress toward the Comprehensive Plan
33
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, the most recent of
which was in April 2019. 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)
The PRC addressed status of recommendations and issues from P&R
Master Plan 2030 (Objective PR 5.6).
34
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).
• Continue to advise and review on Mountains to Sea Trail activities on
a quarterly basis
• Review and advise on Blackwood Farm Park Phase II construction
plans as the project moves into construction in summer 2021.
• Review and advise on continuing new virtual programming instituted
during 2020 as part of the COVID-19 response.
• Participate in the master plan update of the Soccer.com Center, and
review and advise on plans.
• Explore potential for collaboration with other potential partners for
additional indoor recreational facilities. Work to investigate and
quantify how many people are unserved in current conditions.
• Review and provide comment on updates to the Little River Regional
Park and Natural Area interlocal agreement and new master plan.
• The Council now receives quarterly updates on recreation activities
and programs, and park facility improvements. Provide feedback on
opportunities.
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?
• Explore and develop ideas on increasing online and virtual
programming as a regular part of the County's recreation offerings.
• Continue to monitor and participate in conversations about the
concept of the multi-modal trail connecting parks and open spaces
between Chapel Hill/Carrboro and Hillsborough.
• Look at planned recreation programs and park facilities with greater
emphasis on an "equity lens" of evaluating needs and facilities.
• Indoor recreation space continues to be under high demand,
surpassing the ability of available local facilities to meet needs.
Propose to undertake a renewed effort with the Orange County
Schools for use of school facilities for recreation.
• Look at adding landscaping and plantings to existing parks as a low-
cost improvement. Continue emphasis on protecting and enhancing
pollinator-friendly habitats in County parks and open spaces.
35
NAME OF BOARD/COMMISSION: Historic Preservation Commission
Report Period: 2020
ORANGE COUNTY ADVISORY BOARDS & COMMISSIONS
ANNUAL REPORT / WORK PLAN FOR THE COUNTY COMMISSIONERS
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(@_mindspring.com
Vice Chair: Art Menius (443) 605-4355 email: art(@Dartmenius.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?
Regular meeting: one each month (4th Wednesday)
Book subcommittee meetings every other month (date varies)
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 Book Project: The HPC is nearing completion of its major project to publish
a book documenting the historic resources of Orange County and Hillsborough, working in
partnership with the Alliance for Historic Hillsborough. The project author has researched and
written about over 225 historic properties to be included in this publication. The Alliance has just
entered into a contract with a highly qualified book design firm to complete the layout, design
and indexing of the book. The pandemic has pushed the completion date to late 2021.
• Cedar Grove School National Register Nomination: The HPC contracted with a historic
preservation consultant who prepared a National Register Nomination for the historic Cedar
Grove School, built in 1951 as the county's first consolidated school for African Americans and
now renovated by the County for the Cedar Grove Community Center. This building was
approved by the Dept. of the Interior for official listing on the National Register in April, 2020.
• Schley Grange National Register Nomination: Completed a project to have the historically
significant Schley Grange Hall nominated to the National Register of Historic Places. Our
historic preservation consultant prepared the nomination report. This building was approved by
the Dept. of the Interior for official listing on the National Register in April, 2020. Project funded
jointly by the Grange and County through Lands Legacy program.
36
• New Local Historic Landmark Properties: The HPC has approved three diverse historic
resources for landmark designation; research reports are underway and will be submitted to the
BOCC in early 2021 for approval:
1. Harvey's Chapel AME Church and historic cemetery: 19t''century African American cemetery
and the site of the first 1890s church, as well as the present 1940s church building.
2. Old Eno Quaker Cemetery: traditional burying ground for first Quaker settlers in area, dating
back to 1750s, with early gravestones and archaeological remains of first meeting house.
3. David Faucette House: One of the best-preserved of the county's antebellum houses, built
about 1830 on the banks of the Eno River, featuring fine original woodwork and finishes.
• 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 the restoration of the house following serious
damage from a storm in 2018. HPC helped motivate State Parks to protect this historic property
and make necessary repairs, which were completed in September, 2020.
• Historic Brickwork Restoration Workshop: The HPC hosted its second successful hands-on
training workshop on June 291", 2019, to instruct craftspeople and homeowners in the fine art of
restoring and repointing historic brickwork, in partnership with the Alliance for Historic
Hillsborough and the Burwell School Historic Site. Participants helped restore historic brickwork
on outbuildings at the Burwell School.
• Annual "Farm to Table" Demonstration for Historic Preservation Month: The HPC members
presented hands-on programs in 2019 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. (ongoing)
• Historic Courthouse Archaeology and Preservation Project: Sponsored an 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. Partnered with the State Archives to digitize historic Commissioner
minutes, 1868-1940; research/write a report telling the full story of the Courthouse. (ongoing)
• 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) (2017).
List of Specific Tasks, Events, or Functions Performed or Sponsored Annually.
• Submits annual report of all preservation activities to the State Historic Preservation Office to
meet federal requirements needed to maintain Orange County's status as Certified Local
Government. This allows the County to apply for federal grants for historic preservation activities
• Partners local history groups to hold/assist in producing educational and informational programs
that encourage and promote 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
• Conducts reviews of proposed new public infrastructure projects that might have an impact on
historic resources, including cell towers, pipelines and transportation projects>
• Presents annual program at the Farm-to-Table event hosted by DEAPR at Blackwood Farm
Park for 41" graders from local schools (approx. 300) about historic buildings and preservation.
-2-
37
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.
• The HPC and the Town of Hillsborough worked together to establish a joint review process
for projects affecting cultural resources (2014). The HPC is now working with Hillsborough
and Carrboro to develop a process for designated historic landmarks in the ETTs.
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.
• Many of the HPC's major activities (Local Historic Landmarks, historic resource inventory
and mapping and education/public programs) provide support for a range of heritage
tourism initiatives. These activities will help ensure that historic preservation continues to be
an integral part of the planning process to promote sustainable growth while respecting
community values.
• The Historic Resources Book will have a significant impact on cultural resource and heritage
tourism in the county. The promotion and sales of the new book can be used to highlight our
many historic resources, attractions and sites of cultural significance.
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 of
the historic buildings at the County's 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 collective expertise of HPC members and staff are of great value
in helping the County preserve its important historic structures parks and elsewhere.
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 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 these objectives.
Objective CRA:
Provide for the systematic identification of historic buildings, objects, districts, sites, structures and
archaeological sites. Update and improve these inventories every 25 years.
• The HPC obtained multiple federal grants to update and maintain the inventory of historic
cultural resources. New property data has been entered into the joint county/state historic
resources database and in the state's master GIS mapping system (HPO-GIS). These
updating projects also provide data and content for the historic resources book project.
• The HPC collaborates with Asset Management Services and Planning to ensure all
-3-
38
archaeological and cultural resources are identified and protected in accordance with the
County's "Cultural and Archaeological Resources Policy." Through this process, dozens of
Indian 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 staff during the permitting process to
protect historic properties; also coordinate with AMS in the identification and protection of
archaeological resources during County-initiated construction projects.
• Partners with Planning to operate 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 HPC is now working toward the completion of a high quality book documenting the
county's historic resources, in partnership with the Alliance for Historic Hillsborough. This
book is scheduled to be printed in 2021.
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 worked with the Town of Hillsborough to develop a joint County/Town policy to
better coordinate the mapping and sharing of information regarding cultural resources.
• The HPC continues working with Hillsborough and Carrboro to establish a process to allow
the HPC to designate Local Historic Landmarks within the boundaries of both town's ETJs.
The County Attorney assisted by providing a draft interlocal agreement for HPC review.
Identify any activities this 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.
• Historic Resources Book Project: The HPC will complete the historic resources book, in
partnership with the Alliance for Historic Hillsborough, to be printed in 2021. Our author has
completed writing descriptions and histories for 225 properties. The Alliance has contracted
with a book design firm to handle the design, layout, editorial and indexing work needed
prior to going to press. The Alliance and the HPC have started a final fund-raising effort to
raise approx. $35,000 in private donations needed to pay for final editorial and printing. (No
fiscal impact—funding provided in prior budget years)
• Dendrochronology Project: The HPC and the Alliance have obtained a private foundation
grant to help fund the use of this scientific process that involves the analysis of tree ring data
obtained by using core samples from original historic building timbers. Careful examination
of the ring count and spacing between rings can be used to determine the age of the original
timbers found in historic buildings. This will support the historic resources book project by
providing accurate construction dates for some of the most important historic buildings in the
County and Hillsborough. (No fiscal impact)
• County Historic Marker Program: The HPC will form a subcommittee to develop guidelines
and procedures for a proposed County Marker Program, modeled on other successful
marker and map-driven programs that are linked to web sites. The goal is to provide
-4-
39
historical content in an accessible/interactive format about historic resources, places and
people. Rural African American resources and communities are especially endangered and
need to be identified and recognized while residents are still living. (No fiscal impact now)
• Old Courthouse Historical and Architectural Research: Assisted by experienced consultants,
the HPC will undertake a project to document the many alterations and changes to the Old
Orange County Courthouse, in preparation for the upcoming CIP project. Findings will be
used to develop high quality interpretive exhibits about the courthouse and its history.
(Funding already approved in prior year budget)
• Promote diversity in the Landmark and National Register Programs: The HPC will continue
to recognize more diverse historic resources through the Local Historic Landmark and
National Register programs, with special focus on African American sites and other
overlooked or threatened historic resources. The HPC seeks 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)
• Increase focus on Archaeological Resources: Our county possesses a wealth of historic and
pre-historic archaeological resources that illuminate the history and cultural of all our people,
ranging from the Indian cultures to our earliest African and European settlers. The HPC
seeks to highlight the importance of these resources and share them with the general public.
• North Carolina Celebration of the USA 250th Anniversary: The HPC will form a sub-
committee to identify sites in the county to highlight and include in state and local planning
efforts to prepare for the upcoming 250th anniversary of the American Revolution in 2025-
2026. The HPC will coordinate with other local historic sites and museums.
• Designating Landmarks in Town ETTs: Develop a final draft interlocal agreement with the
various municipalities to govern the designation of historic landmarks within the various
town's ETJ's; work with municipalities to seek adoption of agreement (No fiscal impact)
What are the concerns or emerging issues your board has identified for the upcoming
year that it plans to address, or wishes to bring to the Commissioners' attention?
• County Historic Marker Program: The HPC will form a subcommittee to develop guidelines
and procedures for a proposed County Marker Program, modeled on other successful
marker and map-driven programs that are linked to web sites. The goal is to provide
historical content in an accessible/interactive format about historic resources, places and
people. Rural African American resources and communities are especially endangered and
should be recognized while residents are still living. (No fiscal impact at this time)
• Preservation of endangered rural historic resources: There are numerous endangered
historic resources in rural Orange County that merit preservation or they will soon be lost,
effectively erasing much of the county's rural history. The few remaining historic two-room
black schools that closed in the 1950s are seriously threatened, as are surviving rural slave
cemeteries. Many deteriorated log cabins and farm buildings that tell important stories about
Orange County's history will be lost in the next decade. Most of these are owned by farm
families who face financial challenges and cannot justify spending money on structures that
have no use. The HPC wishes to develop a small-scale grant program to assist owners with
basic repairs to preserve these rural landmarks, by providing matching funds for owners who
are willing to participate. The HPC plans to seek grant funding from foundations to help start
this program, to be matched by a modest level of County funding.
-5-
40
NAME OF BOARD/COMMISSION: Agricultural Preservation Board
Report Period: 2020
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:
Cecilia Redding, Chair: (919) 522-2285 or cecilia .d2efarms.com
Portia McKnight, Vice Chair: (919)-360-4213 or portia .chapelhillcreamery.com
Primary County Staff Contact:
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
41
What are your Board/Commission's most important accomplishments?
• In 2020 reviewed and recommended approval for 12 additional farms as
Voluntary Agricultural District and Enhanced Voluntary Agricultural District
farms, adding 1,073 acres to these programs when approved by the
BOCC. This will increase the total enrollment in both programs to 16,508
acres on 133 farms throughout the County (13,913 in VAD and 2595 in
EVAD).
• Since 2016, the APB holds a dedicated seat on 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
• Continued to revise and update the County's Voluntary Farmland
Protection Program Ordinance to conform to 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
List of Specific Tasks, Events, or Functions Performed or Sponsored
Annually.
• Reviews and approves applications from farmers seeking to participate in
the VAD/EVAD program, every other month.
• Hosts an annual breakfast for VAD landowners to recognize their efforts to
preserve agriculture and to provide them with current educational
information through presentations and programs.
Describe this board/commission's activities/accomplishments in carrying
out BOCC goal(s)/priorities, if applicable.
• The APB promotes, reviews and recommends new Voluntary Agricultural
Districts and Enhanced Voluntary Agricultural Districts that help protect
farmland (Comp Plan, Natural and Cultural Systems Goal 2).
• The Board oversaw the creation of a long-term plan for agricultural
development and farmland protection, and is working to implement the
provisions of that plan. (Goal 2, Goal 5).
• The APB stays abreast of emerging trends in agriculture, and advises the
Board of Commissioners of new issues or concerns (Goal 5)
• The APB makes recommendations on goals and objectives for the
triennial Lands Legacy Action Plan (Goal 8).
2
3
42
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 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 through its support and membership on the Food Council (Goal 2,
Objective AG-3; Goal 3, Objective AG-7).
• The APB provided input to Planning for the Agricultural Support
Enterprises program, to help promote agricultural economic development
and agricultural entrepreneurialism (Goal 2, Objective AG-1).
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).
• Support the re-filling of the Resource Conservation Coordinator position
that remained unfilled since January, 2020, in order to secure the needed
staff support to continue the successful growth of the VAD program as
well as critical programs of the Orange County Soil and Water
Conservation District.
• Encourage the BOCC to consult with the APB in matters relating to
agriculture, in keeping with the APB's Charge which directs the board to
advise the BOCC on agricultural issues.
• Continue to promote and recommend Voluntary Agricultural Districts and
Enhanced Voluntary Agricultural Districts
• Support continuation of the successful Farm-to-Table Event for
approximately 300 students in local 4t" grades, held annually at
Blackwood Farm Park
• Educate landowners about the 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 through
assistance with applications and deed research.
What are the concerns or emerging issues your board has identified for the
upcoming year that it plans to address, or wishes to bring to the
Commissioners' attention?
• The APB supports the concept of establishing a permanent Orange
County Agricultural Trust Fund, in collaboration with the Orange County
Food Council. Such a fund could provide a dedicated source of revenue to
3
4
43
better support the County's existing successful land protection programs —
the Lands Legacy Program that funds conservation easements, and the
Agricultural Economic Development Grant Program that provides small
cash grants to support and expand existing farming operations.
• Dairy farming continues to disappear in Orange County, after being a
major source of farm income and prosperity since the 1920s. There are
now 3 active dairies in Orange County, representing a precipitous drop
from a high of 117 active Grade A farms in 1954. Commodity milk prices
are too low to support our local dairies through conventional production
strategies. The APB supports the concept of a feasibility study to explore
ways to create a local market for our Orange County dairy products, with
goals of encouraging new small scale dairy farms to produce value-added
products, as well as keeping our existing ones active. Dairy farming once
represented a significant percentage of the County's active open farmland.
• Agritourism continues to be an important way for farm owners to maintain
their farms and diversify. The APB will explore ways to increase
opportunities for educating existing and prospective farmers about the
many new agritourism opportunities now available for enhancing farm
income and bringing visitors into rural areas.
• 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, and thus open space, 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 efforts by
Orange County Economic Development to promote and build facilities to
provide essential processing facilities and cooperative marketing
opportunities to support these small farming operations.
4
44
NAME OF BOARD/COMMISSION: Commission for the Environment
Report Period: 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.
Board/Commission Name: Commission for the Environment
Person to address the BOCC at work session- if applicable- and contact
information: Bradley Saul, Chair brad leysaul(aD-gmai1.com
Primary County Staff Contact: David Stancil, DEAPR Director (Christian Hirni,
Wesley Poole, Brennan Bouma)
How many times per month does this board/commission meet, including any
special meetings and sub-committee meetings?
The board meets once per month (2"d 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
45
• Educate the public and local officials on environmental issues
What are your Board/Commission's most important accomplishments?
• Submitted priority recommendations for Lands Legacy Actions Plan 2021-
2024
• Ranked and submitted preferences of first recipients for the first
distribution of Climate Action Tax Funds FY2019-20. Ranking Funds for
FY 2020-21 will proceed through December 2020/January 2021.
• Planning the 2019 State of the Environment report and 12/4/19
Environmental Summit (2018, 2019)
• 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)
• Developed recommendations for the County's Climate Change Program
scoring system (2019)
• Created subcommittee for Roadside Wildflower Conservation (2019)
• 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)
46
• 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.
• Co-sponsor "Nature of Orange" 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
• 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
47
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. Members of this commission are also on the Planning Board
and the Intergovernmental Parks Work Group.
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."
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.
48
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
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
49
NOTE: The Orange County State of the Environment 2019 identifies
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 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).
- Draft and finalize County Tree Policy for County owned lands
- Make recommendations to County Planning Department to allow CFE
review and comment on new County development proposals and rezoning
requests
- Assisting with community engagement regarding environmental equity
within the Counties climate action planning process
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?
- Adopting a resolution recognizing the Eno New Hope Conservation Plan
- Food availability and distribution during emergency situations, ensuring
local food chains are available during food shortages
50
NAME OF BOARD/COMMISSION Orange County Climate Council
Report Period Sept 2019 (start of Council) — April 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: Orange County Climate Council
Person to address the BOCC at work session- if applicable- and contact
information:
Melissa McCullough, Chair, Orange County Climate Council
melissamccnc(o)_gmail.com, 919-357-0333
Primary County Staff Contact:
Brennan Bouma, Orange County Sustainability Coordinator
bbouma(a-).orangecountync.gov, 919-406-4909
How many times per month does this board/commission meet, including any
special meetings and sub-committee meetings?
Four— One regular business meeting, and one meeting for each of three
committees: Communications, Policy, and Climate Action Reporting
Brief Statement of Board/Commission's Assigned Charge and Responsibilities.
The Orange County Climate Council was jointly formed in 2019 by Orange
County, Carrboro, Chapel Hill, and Hillsborough as a collaborative effort
among the municipal governments, the school systems, UNC, non-profits
and residents.
As such, it is a public body, but it is not an Advisory Board. It was formed
with the intention that it would help to accelerate joint action on climate
change. The members of the Council adopted the following mission
statement to help guide their work:
The Climate Council accelerates joint action addressing the climate
51
emergency by sharing successful strategies and identifying equitable
opportunities to reduce greenhouse gas emissions, provide stewardship of
the natural world, and protect all County residents from climate impacts.
What are your Board/Commission's most important accomplishments?
• Created the Climate Action Reporting Database (CARD) where all 12
active member organizations over 200 climate actions taken to date by at
least one of our members:
https://docs.google.com/spreadsheets/d/lyd6 s-
LMYL11 SPdehDUlFoZcgz -pQLUygaEPO2CAfU/edit?usp=sharing
• Generated a list of climate actions and policies which might be used by
local governments in North Carolina, and categorized by cost estimates,
general impact on emissions, and additional benefits:
https://docs.google.com/spreadsheets/d/1 KEwubcSJbXCoiDinMeMwFO5
goQww63zTTCQ9f6oNcZk/edit?usp=sharing
• Consulted a local communication professional to identify the most
impactful and appropriate way for the Climate Council to communicate.
• Won a technical assistance grant from the US Green Building Council to
pursue LEED certification for Orange County under the new LEED for
Cities and Communities Rating System.
• Conducted our First Annual Community Update on Thursday, October
22nd engaging with more than 80 participants to share our work to date
and answer community questions.
List of Specific Tasks, Events, or Functions Performed or Sponsored Annually.
• Maintaining and updating the Climate Action Reporting Database (CARD)
• Tracking and evaluating new climate actions and policies as a resource to
members and the community
• Identifying and implementing climate projects where joint action is helpful
• Delivering an Annual Community Update Event in the fall of each year
Describe this board/commission's activities/accomplishments in carrying out
BOCC goal(s)/priorities, if applicable.
• BOCC Goal #3 "Promote an interactive and engaging system of
governance that reflects community values"
o The inclusive and collaborative nature of the Climate Council
engages County residents in the generation of locally-relevant
solutions to the climate emergency.
52
• BOCC Goal #5 "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 Climate Council works to accelerate joint local actions to
address expanding harms of climate change for all residents to
protect our natural environment and enhance our quality of life.
Describe the collaboration relationship(s) this particular board has with other
advisory boards and commissions?
The 12 active members of the Climate Council include representatives
from 4 local government elected boards, the boards of the two school
districts and the leadership from several non-profits. See member list
attached.
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 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).
In alignment with the BOCC Priorities to promote an engaging system of
governance and protect the natural environment, The Climate Council
intends to:
Identify and begin coordination on one joint climate action project
Continue providing a forum for the discussion of innovative climate actions
and opportunities, deepening capacity across member organizations.
Generate bylaws and an updated membership list to be approved by all 4
local governments to clarify and streamline Council functions and
processes.
The main predicted fiscal impact of this work will be the time of the
professional staff and volunteer members.
53
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?
Joint initiatives currently under consideration and prioritization by the
Climate Council include:
• Co-digestion/Biogas-to-Energy
• Regenerative Agriculture
• Community Incentive/Reward/Competition Programs
• Solar Leasing
• Community Solar
• Use of Building Codes to Promote Green Building
• School Climate Curriculum and Action
• Low-carbon and Resilient Land Use Development
• Increasing low-carbon mobility
We aim for one of these ideas to be the focus of a new committee which
will coordinate between members to plan and act.
54
NAME OF BOARD/COMMISSION Orange County Arts Commission
Report Period 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.
Board/Commission Name: Orange County Arts Commission
Person to address the BOCC at work session- if applicable- and contact information:
Fred Joiner, Board Chair; fred.joiner(a)gmail.com / 919-537-6890
Primary County Staff Contact:
Katie Murray, Director; 919-245-2335 / kmurray(a)-orangecountync.gov
How many times per month does this board/commission meet, including any special meetings
and sub-committee meetings?
1 monthly meeting, 1 monthly Executive Committee 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?
• Provided resources to aid arts industry during COVID-19 pandemic:
o Created the Orange County Arts Support Fund, which has raised more than $100,000.
Hosted four rounds of relief grants for artists and arts organizations
o Requested and received $50,000 in arts relief funding from Orange County, which
provided operating support grants to local organizations
o Dispersed $166,000 in NC CARES for Arts funding to local arts community
o Provided regular updates regarding local, state, and federal resources through regular
emails and monthly virtual meetings with arts leaders
o Served as arts representative for the county recovery plan conducted by Haggerty
Consultants. OCAC director Katie Murray served on Natural and Cultural Resources
Team, Economic Recovery Team, and met one-on-one with consultants to explain
challenges of local arts community.
• Continued plans with Eno Mill to provide space for artists and community:
o Opened Eno Mill Artist Studios in March 2020, providing working studio space for
thirteen artists and generating a net revenue of approximately $6,000 in its first year.
o Began Phase Two of Eno Mill plans, renting an additional 3,OOOsf space to serve as
exhibit and event space. Due to the pandemic, this space was used as working studio
space for three large-scale artists.
o Continued conversations with mill owners to begin new programs in available space,
including a children's theater program, ceramics studio, community dark room, and
55
class space.
• Administered annual Arts Grants and Arts Educator Grants Programs.
• Together with mosaic artist Carlos Gonzalez Garcia, created and executed the Love
Hillsborough Mosaic Project. Throughout the summer of 2020, 157 local households created
small mosaics from home with video tutorials from Carlos. The mosaics were installed together
within the Eno River Parking Deck to create a large mosaic mural. Orange County Department
of Asset Management was a valuable partner in this project.
• Continued plans for Art on the Hill (working title), a large-scale, county-wide public art event
taking place in July, 2022, in partnership with fourteen community and governmental
organizations. Applied for a National Endowment for the Arts grant in March, 2021, to support
the festival.
• Filed federal 501(c)3 application for the Orange County Arts Alliance — a new nonprofit
organization created to support the work of the OCAC through additional fundraising.
• Served as ambassadors and panelists for Triangle-wide partnerships including the Emerging
Artist Program, Piedmont Laureate Program, and the new Artist Support Grant Program.
• Served as county lead on behalf of Arts North Carolina, gathering local arts supporters to
advocate for public arts support to state and federal legislators. OCAC Director Katie Murray
also served on the ArtsDay 2020 planning committee.
• In partnership with the Hillsborough Arts Council, hosted the 4th Annual Paint it Orange: Plein
Air Paint-out & Wet Paint Sale as a fundraiser for OCAC and HAC. The event raised a
comparable amount of funds as past years, despite taking place virtually due to the pandemic.
• Offered thirty stories of local arts community on artsorange.org through a partnership with
music writer David Menconi and former INDY Week writer/editor Brian Howe, as well as staff-
generated content.
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 Arts Educator Grant program that funds professional development opportunities to
local public school arts teachers
• 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
• Operates Eno Mill Artist Studios
• Annual Paint it Orange: Plein Air Paint-out and Wet Paint Sale
• Regular professional development classes (on hold in 2020 due to pandemic)
• Hosts monthly Arts Partners meetings for leadership of county arts organizations
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 Advocating for arts support during COVID-19 pandemic, educating leaders on the
economic impact of the arts on our local community and why their survival is critical
to the health of our economy.
o Working to develop Hillsborough's Eno Mill as an arts destination, which will bring
new activity to West Hillsborough.
o Working in partnership with fourteen community organizations to produce a large-
56
scale public art festival (Art on the Hill) during the slow summer season in the
downtowns of Chapel Hill, Carrboro, and Hillsborough in Summer 2021.
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 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 continued to explore new, accessible, arts space to provide arts
participation opportunities for at-risk youth.
• Diversity
o The OCAC Arts Grants review process includes prioritizing of applications that hire
artists of color. Thirty-one percent of 2020-21 grants funds were allocated towards
projects that fulfilled this goal.
• 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.
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 2020, the OCAC Advisory Board worked in partnership with:
• The ArtsCenter
• Arts North Carolina
• Chapel Hill Downtown Partnership
• Chapel Hill/Orange County Visitors Bureau
• Chatham Arts Council
• Durham Arts Council
• Greater Chapel Hill Chamber of Commerce
• Hillsborough Arts Council
• North Carolina Arts Council
• Orange County Artists Guild
• Raleigh Arts Commission
• Town of Carrboro — Economic Development/Arts
• Town of Chapel Hill Community Arts and Culture
• Town of Hillsborough
• Town of Hillsborough Tourism Board/Tourism Development Authority
• Triangle ArtWorks
• United Arts Council of Raleigh/Wake County
• UNC - Ackland Art Museum
• UNC Arts Everywhere
• UNC - Humanities for the Public Good
• UNC - Playmakers Repertory Company
OCAC director Katie Murray served on the following board and committees:
• Local Advisory Board Member, Ackland Art Museum at UNC
• Board Member, Arts North Carolina
57
• Steering committee member, Arts Day 2020
• Steering committee member, UNC Humanities for the Public Good Steering Committee
• Steering committee member, UNC Arts Across the Ages Seminar
• Steering committee member, Triangle ArtWorks, ArtSwell
• Arts representative for county recovery plan conducted by Haggerty Consultants. Served on
Natural and Cultural Resources Team, Economic Recovery Team, and met one-on-one with
consultants.
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 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).
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
lack of arts space remains a challenge in Orange County. In 2021, we will continue to
work with the Eno Mill to provide space for artists and community. New possible
programs include a children's theater program, ceramics studio, community dark room,
and class space.
• 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.
o All new Eno Mill arts spaces will be designed to be barrier-free to ensure accessibility
for all types of people regardless of socioeconomic status and abilities.
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 A thriving arts community attracts visitors and businesses and contributes to economic
growth for the overall economy. The OCAC will continue to work with local leaders to
ensure the arts are supported as they prepare to reopen post-pandemic.
o The OCAC, in partnership with fourteen community organizations, will continue planning
for Art on the Hill (working title), a large-scale, county-wide public art event taking place
in July, 2022. The event will drive visitors into the downtown communities of Chapel Hill,
Carrboro, and Hillsborough during a traditionally slow time of year.
Goal 6: Ensure a high quality of life and lifelong learning that champions diversity, education at all
levels, libraries, parks, recreation, and animal welfare.
0 Diversity
58
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 is exploring a county-wide DEI/REI training program for area arts
organizations.
o The OCAC will launch an Emerging BIPOC Artist Residency Program at the Eno Mill
Artist studios in 2021, providing one year of free studio space for an emerging artist
of color in the Triangle region.
• Education
o The OCAC will continue to serve as an active partner in Arts in Education
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.
• Quality of Life
o Will continue to work in partnership with the Town of Hillsborough, OC-DEAPR, and
Hillsborough Arts Council on the "River Park Arch" public art project which was
delayed in 2020 due to COVID-19.
o Will work in partnership with Town of Chapel Hill Community Arts and Culture, Town
of Carrboro, the Chapel Hill Downtown Partnership, and Delta Sigma Theta Sorority
on a new mural project in Downtown Chapel Hill depicting important Black Chapel
Hill/Carrboro community members.
o Will work with Town of Hillsborough on a new mural project in Downtown
Hillsborough.
What are the concerns or emerging issues your board has identified for the upcoming year
that it plans to address, or wishes to bring to the Commissioners' attention?
• OCAC Funding
o The OCAC budget is funded entirely by occupancy tax. Due to the pandemic, our
budget is facing a 40% decrease in operating funds for FY21-22 and an anticipated
70% decrease in FY22-23. The decreased funds will impact our Program Expense
budget, which funds all OCAC programs other than our grants management
function. Smoothing measures are greatly needed in order to ensure the OCAC is
able to continue providing programming and services for our community.
• Support funding for the arts community
o Pre-pandemic, the nonprofit arts industry of Orange County contributed $130M to
the local economy based on Americans for the Arts Arts & Economic Prosperity
Study 5, and the US Bureau of Labor Statistics identified 4,000 creative sector
workers in Orange County. The arts industry has been one of the hardest-hit
industries by the pandemic. Local arts organizations have been shut down for more
than a year and have faced significate staff layoffs/furloughs and the inability to
generate income. Arts workers, who are often times also service industry workers,
have been generally unemployed for over a year. In order to ensure the survival of
our local creative community, financial resources are greatly needed. The OCAC
anticipates more federal funding becoming available, but will also be requesting
county ARP funds be allocated to the arts industry.