HomeMy WebLinkAboutAgenda - 09-02-2021; 4-a - Discussion and Appointment for the Vacant Position on the Orange County Board of Commissioners 1
ORANGE COUNTY
BOARD OF COMMISSIONERS
ACTION AGENDA ITEM ABSTRACT
Meeting Date: September 2, 2021
Action Agenda
Item No. 4-a
SUBJECT: Discussion and Appointment for the Vacant Position on the Orange County
Board of Commissioners
DEPARTMENT: Board of Commissioners
ATTACHMENT(S): INFORMATION CONTACT:
Applications for BOCC Vacancy Laura Jensen, Clerk to the Board, 919-
August 19, 2021 Letter of 245-2130
Recommendation from the Orange
County Democratic Party
PLEASE NOTE THAT NO PUBLIC COMMENT WILL BE ACCEPTED AT THE MEETING ON
THIS ITEM.
PURPOSE: To discuss nominees for the vacant position on the Board of County Commissioners,
hear comments from nominees, and make an appointment.
BACKGROUND: At the June 15, 2021 Business Meeting, the Board of County Commissioners
addressed the issue of filling the vacancy for the District 1 seat on the board, which occurred on
July 31, 2021. State statute requires that the Board consult the political party with which the
departing commissioner is affiliated. The Board decided on the following course of action for filling
the vacancy.
• The application form for nomination was designed and produced by the Clerk to the Board,
Laura Jensen, in coordination with the Chair of the BOCC, Renee Price.
• Questions to be included in the application were received from members of the BOCC by
June 22, 2021. The Orange County Democratic Party was also invited to submit questions.
• Applications for the vacancy were submitted to the Clerk to the Board by Monday, July 19,
2021, at 5:00 pm. Any individual wanting to be considered for the vacancy had to submit
an application.
• The Clerk's Office forwarded all applications to the Orange County Democratic Party and
BOCC for review. In addition, the applications were provided to the Board of Elections to
verify the eligibility of each candidate.
• The Orange County Democratic Party had until August 16, 2021 to review the applications
and provide three nominations to the Clerk to the Board and the Chair of the BOCC.
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• The BOCC agreed to consider the nominations and vote by ballot on an individual to fill
the vacancy at the September 2, 2021 BOCC meeting. The BOCC also agreed to give
each nominee two minutes to address the BOCC at the meeting.
According to State statute, a decision on the next county commissioner must be made within sixty
days of the vacancy. Otherwise, the Clerk of Superior Court shall make the appointment. Thus,
the BOCC has a deadline to make a decision by September 29, 2021.
The Clerk to the Orange County Board of Commissioners received applications from the following
individuals for the anticipated commissioner vacancy by the published deadline of 5:00 pm on
Monday, July 19, 2021. The Director of Elections, Rachel Raper, confirmed that all of the
applicants are registered Democrats and reside in District 1, making them eligible for appointment
to the vacant seat.
• Marilyn Carter
• Rani Dasi
• Penny Rich
• Anna Richards
The applications from each applicant are attached. An August 19, 2021 letter from the Orange
County Democratic Party is also attached.
The person chosen by the Board of Commissioners will take the Oath of Office shortly after the
September 2, 2021 Business meeting and begin service on the Board of Commissioners in
advance of the Board's work session on September 9, 2021. The selected individual will serve
until December 5, 2022. A primary and general election will occur in 2022 to elect an individual
to serve the remaining two years of the unexpired term through 2024.
FINANCIAL IMPACT: There is no financial impact associated with this item.
SOCIAL JUSTICE IMPACT: There is no Orange County Social Justice Goal impact associated
with this item.
ENVIRONMENTAL IMPACT: There is no Orange County Environmental Responsibility Goal
impact associated with this item.
RECOMMENDATION(S): The Manager recommends the Board discuss the nominees to the
vacant BOCC position, hear comments from the nominees, and vote by ballot on an individual to
serve in the vacant position.
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RENEERRICE CHAIR Orange County Board of Commissioners
JAMEZETTA BEDFORD, VICE CHAIR post Office Box 8181
AmyMARK DOROS/N
FOWLER
SALL Y GREENS 300 West Tryon StreetJEANHAmiLT �
SAL
Hillsborough, North Carolina 27278 °
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EARL EE
MEMORANDUM
From: Laura Jensen, Clerk to the Board
Date: July 19, 2021
Re: Applications for Vacancy on the Orange Couny Board of Commissioners
The Clerk to the Orange County Board of Commissioners received applications from the following
individuals for the anticipated commissioner vacancy by the published deadline of 5 pm on
Monday, July 19, 2021. The Director of Elections, Rachel Raper, confirmed that all of the
applicants are eligible for appointment to the vacant seat.
• Marilyn Carter
• Rani Dasi
• Penny Rich
• Anna Richards
The applications are attached to this memorandum for review.
www.orangecountync._gov
Orange County, North Carolina
(919) 245-2130
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Orange County Board of Commissioners - Vacancy Application
Name: Marilyn Carter
Address: 100 San Sophia Dr. Chapel Hill, NC 27514
Email: marilyncarterlll@gmail.com
Phone: 919-448-7406
Registered Voter? yes X no
Party Affiliation: Democratic
Questions:
1. What motivates you to want to serve as an Orange County commissioner, including
why are you seeking an appointment now, as opposed to running for the seat during a
previous election?
I am motivated to apply for the open position on the Board of Orange County Commissioners by
a promise I made to my mother, Alice, to serve my community to my fullest ability. I share this
personal anecdote, because it lies at the very core of my being, and it also depicts how good
healthcare, timely interventions, early childhood education and excellent public schools meant
that a child with a disability, in this case me, was not left behind:
One of my earliest memories is the excruciating pain of recurrent ear infections. At three years
old, I stopped talking. My pediatrician discovered a significant congenital hearing loss worsened
by the congestion of the infections. I received speech therapy and attended a special preschool.
My public school teachers had training and support that allowed them time to consider every
child, and they made adjustments to my learning environment. I thrived in school, graduated at
the top of my class, and proceeded to college to study engineering on a scholarship.
As I prepared to start college, my mother, who had overcome an impoverished background to
become a nurse, told me: "You will be successful. One day, when you can, serve your
community so that others are not left behind."
I did not seek to run for this seat during the previous election, as I was fully committed to serving
as our county's Democratic party chair. In that role, I was focused on creating an environment
where new people have been welcomed and engaged to create a stronger community for civic
action. This spring, I completed my term as Chair, and endeavored to serve in new ways. I was
appointed to join the Governor's Commission for Mental Health, Developmental Disabilities, and
Substance Abuse Services as a Mental Health Family Member and I took a position on our state
Party's executive council. I continue to be an active member of the Chapel Hill-Carrboro
NAACP. When the position for District 1 Commissioner unexpectedly opened, my initial reaction
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was to think about who I could recommend for the role, as I seek to support others in their
aspirations to serve.
Upon reflection, however, my skills and experiences are highly applicable in their own right, as
I'll discuss in the course of the subsequent questions and answers. I humbly seek to fulfill a
promise made by submitting this application and offering myself for service.
2. What do you consider to be one of the most important characteristics of a county
commissioner? What in your experience demonstrates your ability to be effective as a
commissioner? What is your experience in shared governance or leadership? What steps
do you take in making decisions?
I believe a successful county commissioner needs to be thoughtful, dedicated, open for
feedback and to have a vision for advancing our community. Above all, however, what we need
now is a commissioner who has proven ability to find common ground across a broad range of
stakeholders and to work collaboratively for results.
In my most recent leadership role, I demonstrated effective collaboration -- always with a mind
to identify progress we could make in tackling a problem. Working closely with my leadership
team, I sought input from community leaders on what work we could and should do to build a
more representative organization. We took that feedback, set our aspirational objectives and
implemented a plan to measure and report back on our progress. While this work continues, I
am proud that we not only increased representation but also engagement of young people,
people of color and those who live outside our municipalities in the more rural parts of Orange
County.
In addition, I worked beyond traditional activities to build a stronger, more connected community
as we faced the pandemic by focusing on our common needs as Orange County community
members. In early 2020, 1 led our team in making a rapid, early transition to the online world. I
engaged with our elected officials, community leaders, elections officials and volunteers across
Orange County, to assist in disseminating information about how North Carolina and Orange
County were addressing the crisis. We did this by hosting a series of online COVID
Informational Town Halls with our elected officials and by sharing early information with voters
on how they could safely exercise their franchise during COVID.
As a corporate operations leader, my organization served other functions such as Sales and
Customer Service. Our mission was change management as we enabled new technical
capabilities so those functions could do their jobs better. At the same time, we needed to
optimize our investments, implement performance measures, and assess those measures on an
ongoing basis. We held ourselves accountable by regularly gauging customer satisfaction. For
our work to succeed, we needed the buy-in of our stakeholders, and they did not always agree
with each other. We used a shared governance model that included representation from all our
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major stakeholders when arriving at decisions. I and the team that I built served as a central
coordinating point to facilitate decision-making.
In my corporate experience and my work as a county Party leader, the very first step in making
decisions is always to gather perspectives of those with a stake in the outcome. I focus on
seeking input from those who may be impacted but who may not be as vocal. I review relevant
data, and if it is not available, assess what information is needed to support an objective
process. I collaborate to identify common ground that enables forward progress with clear
success measures. I ask how we will regularly assess these. Finally, I commit a plan for
communicating all these elements as part of the decision.
These experiences have equipped me to be a high-performing contributor in supporting the
work of our current Board.
3. How would your appointment enhance the diversity of the BOCC?
Diversity of life experience has shaped who I am, and I believe will help me be a better public
servant.
Living with significant hearing loss has instilled in me the tenacity to overcome challenges and
elevated my empathy for those who live with a disability.
In college, I met my husband, who is Kurdish-Iranian. He had emigrated to the U.S. to study
engineering. It was during the Revolution, and the universities there shut down amidst social
and political upheaval. When we married, I sought to learn his language. Together we cooked
the foods of his homeland. We celebrated the holidays, including the Persian New Year on the
first day of each Spring. I learned much about myself by learning about his culture. I learned the
power of being a good role model for my children, who are proud of their dual heritage. I also
learned, through the tribulations of many wonderful immigrants I have befriended, to place even
higher value upon our precious right to vote and upon good government that serves with
integrity.
In my professional career, I worked in some of the best managed companies in the nation, and I
learned much about leadership, how to build teams and how to develop people. However, in the
90's, when I worked as an engineer prior to going into management, only one in ten engineers
were female. Even fewer served in positions of leadership. For years, I was in the professional
minority. This experience instilled in me grit and positive determination.
Finally, experience as the advocate of a family member who lives with mental illness provides
me insight into the everyday concerns for the many members of our community who are
touched by mental health challenges.
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4. What do you see as the most urgent unmet needs facing Orange County. Please limit
to 5 or less and prioritize these needs, particularly if listing more than 3.
While the scope of the BOCC is broad and deep, the following areas will continue to need
heightened attention from the Board. They are listed in order, not necessarily by importance, but
in terms of potential timing for positive impact to our Orange County community.
• Sustainably Expanding Affordable Housing.
o The need in our County to sustainably deliver more affordable housing in a way
that also protects our environment is acute. Projects like the recently published
Environmental Assessment for the Greene Tract provide valuable data and
options for public discourse. As a Commissioner, I will support facilitating that
discourse, listen to stakeholders who may not agree on all aspects of a particular
issue, and identify common ground and a path forward with my fellow
commissioners based on shared community needs and values.
• Providing reliable broadband access county-wide, with emphasis on underserved
parts of the county.
o The Broadband Task Force, led by Commissioners McKee and Greene, is
working to recommend a plan that will expand reliable high-speed internet
services to all County residents and businesses. The pandemic has proven that
this critical unmet need is making existing disparities, particularly in education,
even worse. The Board recently committed Federal American Rescue Plan Act
(ARPA) funds to this task. As a commissioner with a background in engineering
and an intense interest in ensuring technology is an enabler in closing our
schools' achievement gap, I will lend my support to this effort in any way I can.
• Ensuring Strong Public Schools and equitable educational outcomes
o In addition to Broadband access, our students need:
o Safe, wholesome school facilities for learning, free of intimidation
o Well-compensated public school teachers whose massive contribution to the
well-being of our society are appropriately valued
• Action to address the accelerating climate emergency
0 1 was recently in Portland, Oregon helping our daughter relocate there for her
medical residency -- during the sudden mass-casualty heat wave. Historic
temperatures of over 115 degrees for days served as a literal slap in the face for
those in the Pacific Northwest and much of our nation, as the West prepares for
what will likely be the most destructive wildfire season in recorded history. Here in
North Carolina, we continue to suffer stronger hurricanes and flooding rains that
inordinately impact communities of color.As a commissioner:
0 1 will bring my voice to promote actions local government, our citizens and
businesses can take to reduce greenhouse gas emissions.
0 1 will work to better understand the direct risks posed by climate change to our
communities and what additional work our county must do to protect from those
impacts.
• Continued strong support for public health, including mental health,
developmental disability and substance abuse services
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o As we begin to face the delta wave of the pandemic, we must continue our
vigilance and invest in these areas. Furthermore, the pandemic has taken a
severe toll on the mental health of our children, our elders and all who are coping
with loss. The consequences of unaddressed mental health challenges have a
huge and costly long-term impact on society and upon local government
services. As a commissioner, I will support efforts we can take now to address
these challenges proactively.
5. If you could change one thing about the current county budget, what would that be?
Orange County currently holds AAA and AA+ bond ratings. These bonds have been
instrumental in enabling critical investments to fund affordable housing initiatives and also to
fund general obligations for the Chapel Hill-Carrboro and Orange County School systems. In our
current ultra-low interest rate environment, our county's borrowing power is a strategic asset
that has served us well. As a new commissioner, I will support good fiscal practices to protect
this asset so that our County is in a position to implement solutions that address our
community's needs while assuring a sound county balance sheet.
6. What is your assessment of the county's funding practices with regard to the two
school systems? How do you propose the BOCC meet over $300 million in K-12 public
schools capital needs?
It is crucial that our children have safe, wholesome school facilities and that we are prepared for
future growth in our county.As a new commissioner, I will work with my co-commissioners and
elected officials in the school boards to understand the highest priority capital needs and to
determine immediate actions that can be taken in tandem to begin to address these.
7. Do you support the 1909 Chapel Hill-Carrboro City Schools special district tax? How
should it be used?
My twin daughters both attended CH-C public schools, and as a resident homeowner in Chapel
Hill, we continue to contribute to the special district tax. While they received an excellent
education, which continues for many children in town, community members have rightful
questions about how to achieve equitable outcomes in our system. As a new commissioner, I
would seek to partner with the public school boards to understand concerns that various
stakeholders have with the current uses of the special district tax and what changes they may
be seeking. If stakeholder interests are not aligned, I would again partner as appropriate with
the public school boards to engage public discourse on this tax.
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8. What is your vision for how Orange County should grow economically?
One of the top Planning Principles in Orange County's 2030 Economic Plan states that "Growth
and development within the county should occur in a pattern, location, and density that is
sustainable over the long-term."
My vision for how Orange County should grow is also guided by that principal. At the same time,
much has changed since the Economic Plan was adopted in 2008. If we are to address
inequities in housing, education, environmental impact and job opportunities, we must elevate
and reframe the Plan's Principle #7, "Promotion of Economic Prosperity and Diversity".
To do this, Orange County needs to sustainably expand its tax base in an environmentally
responsible way beyond a heavy reliance on residential property taxes to a more balanced mix
of revenue sources. We need to build upon prior work the board has done to leverage
development structures including planned, mixed-use development, Economic Development
Districts and good governance around our Commercial-Industrial Transition Activity Nodes.
Furthermore, I would advocate for continued information-sharing with other counties across the
nation. so that our economic planning for Orange County benefits from both the best practices
and the lessons learned of others.
9. One of the unfortunate outcomes of the pandemic is that the wealth gap has grown
even greater. We anticipate what economists call a K-shaped recovery, in which
pre-existing inequities are exacerbated. This disparity largely falls along lines of race.
How can county commissioners ensure that prosperity in the coming years is more
equitably shared?
The pandemic has indeed worsened pre-existing inequities. I would also make a case that the
pandemic has raised the awareness of the problems that already existed for many years, and
imparted a sense of urgency and momentum among many elected officials to take positive
action. In Orange County, this disparity appears in every aspect of life, including access to
affordable housing, equitable education and health outcomes. County and municipal
governments are taking the opportunity with new Federal assistance to address long-standing
infrastructure issues, such as access to rural broadband. I support the Commission's
work-in-progress to put these funds to impactful use as wisely and expeditiously as we can.
Furthermore, I support the concept of sustainable, environmentally sensitive development within
Economic Development Districts such as the Hillsborough, Eno and Buckhorn EDDs, and the
work to deliver a Unified Development Ordinance to ensure consistency in development
practices and economic opportunities for our citizens that arise from them. Continued thoughtful
and deliberate stewardship of development in the Buckhorn, Efland and Hillsborough
Commercial-Industrial Transition Activity Nodes over the intermediate and long term can provide
an incentive for employers to locate in Orange County and for private broadband infrastructure
development to serve growing communities.
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10. What steps do you think the Board of Commissioners could take to address the
chronic lack of affordable housing in the county?
In addition to steps mentioned earlier in question 4 and 9:
As a member of the Chapel-Hill Carrboro NAACP, I have deep admiration for the leadership we
see in civic organizations to raise the visibility of and effectively advocate for solutions for
affordable housing (and other) challenges. As a result of my affiliation with CH-C NAACP, I and
other community members became more knowledgeable about specific opportunities to
advocate for progress, and I wrote a letter of support to the Town of Chapel Hill for the future
Weavers Grove development that adjoins my own neighborhood. The work of organizations like
emPOWERment, Inc. are models for public-community partnership. Our commissioners already
engage with local civic organizations, and I would support continued listening with a broad
range of stakeholders to build an ever-improving understanding of how the County can best
serve our community.
The Board can also continue to look beyond Orange County and North Carolina for examples
and tools such as community land trusts that are being used in affordable housing development
to understand what has worked and what has not in those communities.
11. What should the county government be doing to address the climate crisis?
See question 4.
12. Orange County is in the process of revising its long-term transit plan in the aftermath
of the failure of the Durham-Orange light rail project. What do you believe a new plan
should emphasize? What potential initiatives would you like to support?
The failure of the Durham-Orange light rail project serves as a cautionary tale for those serving
in local government. Rather than weighing in at this time on what elements a new plan should
address, I commit that as a new commissioner, I will be diligent in building an understanding
about our short and long-term community needs for transit. I will be guided by the axiom of
making good investments -- i.e., invest when you understand what it is you are investing in. To
that end, I will not hesitate to ask questions to ensure that I have that understanding, so that we
can continue to provide services that are crucial to our citizens today and that will enable our
future growth.
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13. How should the BOCC interact with other governments—i.e., town councils, NC
General Assembly?
Planning structures such as the Orange County Joint Planning Agreement and the Interlocal
Agreement process, such as the one used to fund the recently completed Greene Tract
environmental assessment are valuable tools to facilitate interaction between the different parts
of our local government. At the same time, while each body needs to manage its individual
governmental charters, a coordinated, regular, strategically-oriented engagement on issues of
common interest could provide significant value to all bodies.
As a new commissioner, I would be interested to explore how the NC Association of County
Commissioners may provide opportunities to assess common concerns through engagement
with other county leadership that can be articulated as a group with state legislators. My own
observation is that our commissioners have a very good relationship with Orange County
representatives in the NCGA.
Applications are due to the Orange County Clerk to the Board by 5 pm on July 19, 2021.
Completed applications can be emailed to clerk@orangecountync.gov or delivered to 300
W. Tryon St., 2nd Fir., Hillsborough, NC 27278.
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Orange County Board of Commissioners -Vacancy Application Applications due to the Orange
County Clerk to the Board by 5 pm on July 19, 2021. Completed applications can be emailed to
clerk@orangecountync.gov or delivered to 300 W. Tryon St., 2nd Flr., Hillsborough, NC 27278.
Name: Rani Dasi
Address: 8509 Balmoral PL, Carrboro NC 27516
Email: ranidasi@yahoo
Phone: 513-325-0116
Registered Voter? yes_x_no_ Party Affiliation: Democrat
1. What motivates you to want to serve as an Orange County commissioner, including why are
you seeking an appointment now, as opposed to running for the seat during a previous
election?
I am interested in improving community health and wellness. Communities thrive when people have
what they require to meet basic needs (jobs, education, housing, etc.). I have focused on education
as a pathway to community health and as I have gotten deeper into that work, it has become more
apparent that so many factors outside of schools influence overall community wellness and what
happens in schools. County government has the scale and resources to provide structural supports
which more broadly contribute to community health.
So, I have been interested in running for a seat on the commission for some time. When the last
election took place my mother was ill and family time was prioritized. Currently, my time is more
flexible and I am able to focus on other commitments.
Over the past year, the global pandemic exposed significant resource needs and as we look towards
recovery, we have a unique opportunity to build on federal and state funding to invest in humanity and
provide core needs to help people. I would like to work with the commissioners to make this happen.
2. What do you consider to be one of the most important characteristics of a county
commissioner?
Willingness to seek and consider multiple perspectives and understand different experiences that
represent the diversity of county residents to inform governance decisions.
What in your experience demonstrates your ability to be effective as a commissioner?
• My professional experience in corporate finance and strategy drives my focus on systems
thinking, connecting dots to achieve broader goals, and providing insights on fiscal implications of
decisions (particularly useful in constrained resource environments as county budgets are often
tight and require difficult choices)
• Experience gained in elected service and working with commissioners, leading to awareness of
the scope and challenges commissioners face
• Demonstrated engagement with seeking and including diverse perspectives in decision making
What is your experience in shared governance or leadership?
I've had the opportunity to observe and learn from great leaders and to build on this learning to lead
in multiple areas:
• Professionally: I have 20+ years of leadership experience, successfully building and guiding teams
to deliver shared goals in environments from manufacturing products to developing growth
strategies and collaborating with key stakeholders to deliver our objectives.
• I have also had the opportunity to lead in other areas:
— Served as ChairNice Chair of the board of The Walking Classroom (a national award-winning
education non-profit organization that provides students and teachers with an innovative way to
get exercise without sacrificing instructional time)
1. Rani Dasi
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— Elected to CHCCS board of education and served as board chair and vice chair
— North Carolina Beginning Teacher of the Year Steering Committee
Executive board member of the North Carolina Caucus of Black School Board Members
Served as co-director of the Northwestern University Triangle Area Alumni Admission Council,
representing the university in recruiting communications and leading the potential student
interview process in the Triangle area
What steps do you take in making decisions?
• Gather information and data, solicit multiple perspectives (particularly from those most affected by
an issue)
• Consider context and history
• Prioritize most important issues and decision criteria
• Make decision
• Seek feedback/measure outcomes to determine if decision met the intended purpose and goals
were met
3. How would your appointment enhance diversity of the BOCC?
My appointment would bring multiple perspectives to the BOCC:
• Voice of a Carrboro resident
• Perspective of a parent of school age children
• Professional experience in corporate finance and strategy—fiscal understanding
• Lived experience as a Black woman
• Lived experience of resource scarcity and what happens when individuals and families lack
necessary resources. I understand what it means to need community support and how
important it is for governments to invest in people
4. What do you see as the most urgent unmet needs facing Orange County. Please limit to 5 or
less and prioritize these needs, particularly if listing more than 3.
• Economic Development/Broadband access/Climate action
• Mental Health and other health resources
• Education
5. If you could change one thing about the current county budget, what would that be?
Increase public clarity on how budget links to county strategy/priorities/vision and how this creates
conditions for community wellness
6. What is your assessment of the county's funding practices with regard to the two school
systems?
The BOCC recognizes the value of investing in education and historically has supported local
education funding. The board has a funding target which directs 48.1 percent of general fund
revenues to education. Unfortunately, continued state cuts to K-12 education funding has increased
pressure on local budgets across the state. The BOCC has had to balance other county needs and
not been able to offset the decreased investment from state funding. The county can also support
schools through investment in other areas like building health resources (including mental health),
housing and economic growth as well as active public advocacy to restore state funding.
How do you propose the BOCC meet over$300 million in K-12 public schools capital needs?
• Collaborate with CHCCS and OCS to develop plans to address highest need areas, including a
long-range plan for funding school capital needs, and education component to inform the public
about school facility needs
2. Rani Dasi
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• Prioritize state level advocacy to get support for state bond —work with other commissioners, etc.
7. Do you support the 1909 Chapel Hill-Carrboro City Schools special district tax? How should it
be used?
Per pupil spending in NC is lower than the national average and does not meet the very real needs of
students across the state and in our district schools. Every funding source is critical to students and I
would support continuing to leverage this funding source to meet local school needs.
8. What is your vision for how Orange County should grow economically?
• The way Americans work is changing so we must focus on creating infrastructure that enables
workers to participate in the changing economy and which supports potential employers seeking
locations in which to operate. This includes investment in broadband, clearly defined land use
policies and development criteria.
• Identify how the county can support local businesses that hire local residents including jobs that
do not require a college degree
• Increase collaboration with neighboring communities (local counties, municipalities, etc.)
8. One of the unfortunate outcomes of the pandemic is that the wealth gap has grown even
greater. We anticipate what economists call a K-shaped recovery, in which pre-existing
inequities are exacerbated. This disparity largely falls along lines of race. How can county
commissioners ensure that prosperity in the coming years is more equitably shared?
• Solicit input from community members of color on their needs and potential solutions to issues
• Invest to enable education opportunities,jobs, and housing, with specific focus on community
members who historically have been denied access to resources
• Support the health of women led and black owned and other businesses of color- how do we
use current resources like SBA business centers and current county resources to support and to
grow those businesses
10. What steps do you think the Board of Commissioners could take to address the chronic lack
of affordable housing in the county?
• Deepen collaboration with neighboring communities (local counties, municipalities, etc.) and other
stakeholders
o Developers
o Non-profits
o Other potential funders (lenders, etc.)
• Create accountability processes and metrics to assess progress and make necessary
interventions. Set clear goals and success measures
11. What should the county government be doing to address the climate crisis?
• Create specific plans and prioritize actions
• Educate community about the urgency and actions individuals can take as well as systems—
(Establish a public information plan that would encompass businesses, nonprofits, the
municipalities, and schools)
• Create incentives to for residents and businesses to take action
• Invest in mitigation
• Does the county have a sustainability coordinator—learn best practices from other communities
we can implement
• Incentivize and create system of accountability
12. Orange County is in the process of revising its long-term transit plan in the aftermath of the
failure of the Durham-Orange light rail project. What do you believe a new plan should
emphasize?What potential initiatives would you like to support?
3. Rani Dasi
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• Clear plan that enables all Orange County residents to benefit
• Increased bus service where there is a need in rural Orange County and increase bus service
between the northern and southern part of the county
• Sustainable, affordable
• Climate friendly
13. How should the BOCC interact with other governments—i.e., town councils, NC General
Assembly?
• Increase collaboration by setting common goals, plans to achieve them and metrics to assess
progress and make interventions as necessary
• Greater understanding of what each town is attempting to achieve and whether some practices or
policies prevent those goals
• Create visibility
• Build trust and Accountability
4. Rani Dasi
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Orange County Board of Commissioners-Vacancy Application July 15, 2021
Name: PENNY RICH
Address: 111 Mulberry Street#A, Carrboro, NC 27510
Email:pennyrich.ch@gmail.com
Phone: 919-960-0220
Registered Voter?yes_X_no
Party Affiliation: DEM
1. What motivates you to want to serve as an Orange County commissioner, including why are you
seeking an appointment now, as opposed to running for the seat during a previous election?
I have previously served as a county commissioner representing District 1 from 2012 to 2020. In 2020, 1
ran for re-election receiving 12,496 votes, but falling 7 votes shy of the re-election. Orange County
residents in District 1 voted for me in that last campaign and many of those same residents are now
encouraging me to submit my name for the vacant seat. 1 am dedicated to making Orange County a
place for everyone to experience a good life by providing a sound basic education for every student;
creating meaningful jobs that pay a living wage;creating housing options for our income diverse
community;protecting green spaces for recreation;providing robust public transportation options so
that residents can get to jobs, make doctor appointments, go to school and access our local economy;
addressing urgent climate concerns;protecting civil rights, women's rights, LGBTQ+rights; rejecting
bigotry in all its forms, including racism, antisemitism, anti-Asian crime and Islamophobia;and
continuing the push for broadband to become a utility making it available and affordable for all of our
residents, especially those in rural Orange. Orange County can be a place for"Everyone'; we just need
to include everyone and hear all of their voices in order to do so.
2. What do you consider to be one of the most important characteristics of a county commissioner?
What in your experience demonstrates your ability to be effective as a commissioner?What is your
experience in shared governance or leadership?What steps do you take in making decisions?
The most important characteristic is strong leadership dedicated to making Orange County a place for
"Everyone".
Over the past 8 years as a county commissioner, including four years as either Chair or Vice-Chair, 1
have developed and maintained relationships in the community and with staff;remained open and
accessible to the public;showed passion and compassion in creating inclusive public policy;took risks
to think outside the box;engaged with local elected officials in Orange County, our surrounding
counties and state;and proved that 1 have the drive to get things done.
However, the largest measure of my leadership came during the Covid pandemic.As the Chief Elected
official in Orange County, I had to step into a leadership role that had no playbook, no policy, and, it
seemed, no end in sight. In early March 2020, the mayors of the three towns and myself formed a
working group for the COVID 19 pandemic and created State of Emergency orders in accordance with
the Governor's Executive Orders. We had regular meetings every Tuesday and Thursday, and met
when needed to make crucial decisions in concert with the OC Health Department, emergency services,
law enforcement, UNC Health Care, UNC, OWASA, managers and attorneys offices, NC Department of
Health and Human Services, and the Governor's Office. Looking back, I met with the mayors on a daily
basis and sometimes more than once a day. I was literally on the phone or on Zoom meetings all day
and well into the night. 1 often checked in with the health director in the morning before we had a
chance to have coffee, realizing that what was happening at 7:30 in the morning could change by 9:30
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when our formal group met. This shared governance began March 2020 and continued through
December 2020. During this time I delivered regular updates to all members of the BOCC, our school
board chairs, our state legislators and Congressman Price. 1 brought suggestions and questions back to
our working group from the BOCC, our legislators and our congressmen. Congressman Price invited
me and Health Director Quintana Stewart to a town hall to discuss OC Covid response and recovery
plan where over 300 residents were present and I delivered a presentation to the Kenan Scholar
Program where students and faculty engaged in conversation about the pandemic and recovery.
Decisions made during Covid happened at a fast pace and I depended on and collaborated with my
colleagues, the three mayors, and with legal counsel, to make the best possible decisions based on the
information we were receiving at the time and the science. Because Orange County was in a state of
emergency, 1 was able to work jointly with the mayors to move orders forward exponentially.
In general my decision-making process is:
1. Gather as much information as possible pertaining to the issue
2. Utilize staff resources and expertise
3. Connect with as many residents as possible, especially those that will be directly affected by the
decision
4. Talk with my colleagues on all boards to widen my knowledge about their interests and expectations
5. Consider the financial impact
6. Consider the social justice impact
7. Consider how this vote can change or worsen our climate mitigation goals
3. How would your appointment enhance diversity of the BOCC?
Diversity is about what makes each of us unique and it includes our backgrounds,personality, life
experiences and beliefs-all of the things that make us who we are. It is a combination of our
differences that shape our view of the world, our perspective and our approach. If we take a look at
the BOCC there are 4 members from Chapel Hill and 2 from unincorporated Orange County. We are
missing a Carrboro voice. I am that voice. 1 am an American Jewish Woman and business owner. My
background and personal experiences have allowed me to recognize prejudice, injustice,sexism,
racism, bigotry and antisemitism;calling it out and demanding that as a county, we do better.
Sponsored resolutions and petitions:
• A RESOLUTION IN RESPONSE TO RECENT ACTS OF RACIAL AND ETHNIC INTIMIDATION ON THE
UNC
• PETITION TO CHCCS TO ELIMINATE SATURDAY AS A MAKE UP DAY(JEWISH SABBATH)
• RESOLUTION SUPPORTING NORTH CAROLINA'S WORKING PEOPLE AND THEIR FAMILIES
• RESOLUTION DECLARING INDIGENOUS PEOPLES DAY(co-sponsor)
• RESOLUTION SUPPORTING THE DECRIMINALIZATION OF MARIJUANA
• RESOLUTION CALLING FOR THE REPEAL OF THE HYDE AMENDMENT AND SUPPORTING THE
RIGHT OF ALL WOMEN TO SAFE AND COMPREHENSIVE HEALTHCARE
In addition, I live with my mom who will be 92 this year. I am often challenged to view the world
through her eyes and the change she has seen and the progress still yet to be made. She helps me
understand and advocate for her and other seniors in Orange County. We are very fortunate to have a
dedicated department on aging in OC.
4. What do you see as the most urgent unmet needs facing Orange County. Please limit to 5 or less and
prioritize these needs, particularly if listing more than 3.
Although our elected leaders have been working hard on urgent unmet needs, the list has not changed
much over the years due to roadblocks including funding, limits and regulations handed down from
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the North Carolina General Assembly, outdated zoning policy, lack of political will, and reluctance to
change. In order of priority, I see the needs as:
1. Housing- It is not affordable, it is not equitable, it is not available
2. Climate-See question 11.
3. Broadband-inequitable access to the internet has profound implications for our residents and
community. I believe that broadband access will not be equitable until it is regulated as a
utility,provided to anyone who wants it at a reasonable cost. This became an urgent need
during the pandemic. I have worked on this my entire 8 years on the BOCC and sat on a
number of advisory groups and boards including the Triangle Council of Governments, NC
Technology Board, and NACO Technology and Telecommunications Committee. I have lobbied
both the state and federal governments.
4. Education-One of the jobs of a BOCC is to deliver a sound basic education to every student
through the budgetary process. This can not be fully achieved if the NCGA continues to
decrease funding thereby requiring counties to fill in the gaps while also refusing to allow
counties to provide broadband to its students and residents. -See question 6 for more detail.
5. Diversifying our tax base-Economic Development-See question 11.
S. If you could change one thing about the current county budget, what would that be?
1 would consider funding for diverse, unique learning settings, as every child will not attend a four year
college. In 2019, the BOCC commissioned a study with the Chamber for a Greater Chapel Hill-Carrboro
to examine the worker shortage in the skilled construction trades and the cost of a trades-craft
training center. The gap analysis showed that there are minimal training opportunities for students in
skilled construction trade occupations in Orange County. Orange County Schools have a Career and
Technical Education(CTE)pathway that is robust and includes agriculture, horticulture, business, IT,
health sciences, culinary arts, and industrial courses of study. CHCCS Chapel Hill Carrboro City Schools
by comparison has significantly fewer options that are not offered at all schools. Hope Renovations is a
non-profit focusing on training women in construction and some employers in the construction/trades
business allow for on the job training through apprenticeships. Other than these three options
students must seek education outside of the county through either Alamance Community College or
Durham Tech Community College(the Durham Campus).
The recommendation for Orange County is to partner with Durham Tech and expand the WayMakers
program to the Orange County campus working in conjunction with K-12 districts. WayMakers covers
major skilled trades:construction, HVAC,plumbing, electrical, highway construction,power line
maintenance, and entrepreneurship. These are well paying jobs, some paying much more than college
educated professionals, and in 2019 the median pay for some of these skills ranged from 36K at the
low end to nearly 90K annually.
6. What is your assessment of the county's funding practices with regard to the two school systems?
How do you propose the BOCC meet over$300 million in K-12 public schools capital needs?
Under North Carolina state law the state is responsible for funding instructional expenses while
counties are responsible for funding capital expenses. Cuts to the state budget during the Great
Recession have not been restored and local districts have been forced to take on a larger share of
instructional expenses, including personnel, making it very difficult to balance all funding needs.As a
higher wealth district, we are able to tap into our tax base to cope with inadequate state level
funding, however, we still cannot mitigate the impacts of decreased state investments because we are
simply plugging holes rather than building upon state support.
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Orange County has consistently had the highest per pupil spending in the state in both school districts.
The target of 48.1%of the county's budget is a starting point each year for school investment. While 1
was on the board there has never been a year where spending fell below this and in many years it is at
50%or higher of the overall county budget.
A recent study reported that a majority of U.S. public school districts need to make major building
repairs in at least half of their schools, yet many districts are left on their own to pay for these repairs.
The state of North Carolina does not provide funding for school construction or renovation leaving it to
counties to generate support through property taxes or bonds. We can not tax our way out of this
problem. The only other option is to borrow money through a bond. Likely 2 bonds spread out over a
period of time. Furthermore, the General Assembly needs additional pressure from county officials to
place Governor Cooper's infrastructure bond on the ballot, which would in part pay for additional
funding for school buildings.Additionally, as commissioners we need to work with Congressman Price,
who serves on the House Budget Committee, to receive our fair share of the$129 billion from the
American Recovery Plan dedicated to school building repairs to add to previously allocated local
funding.
7. Do you support the 1909 Chapel Hill-Carrboro City Schools special district tax? How should it be used?
Commissioners can not create or eliminate a school district tax or any other overlay tax as it is
legislated by the General Assembly. 1 take my lead from the residents in the CHCCS district. If they
continue to feel confident that the distinct tax is beneficial to the system, l will continue to support it. I
support public school/education and always want what is best for each child. I raised two boys in
Chapel Hill and both attended the CHCCS K-12 system and continued onto public colleges in the UNC
system.
Orange County Commissioners have a limited role on how the district tax or any other funding to the
school/s is spent. In each budget year there is CIP(Capital Improvement Plan for building construction,
renovations and repairs)funding and Operational funding supplied to the 2 school systems. I believe
the Orange County Commissioners have always respected the school board/s role in directing funds as
needed by their districts.
8. What is your vision for how Orange County should grow economically?
In 2019, 1 was closely involved with our efforts first hand as chair of the BOCC, and on the County's
small business loan advisory board.Along with the Economic Development team, I was eager to
support the diverse economic mix including a broad range of job, salary, and skill options, as well as
making progress on our tax base. Those new employment opportunities helped Orange County
residents seek full time jobs, at or above the living wage, and with benefits. Examples of these diverse
efforts during my tenure as a commissioner and Board Chair included: Wegmans(in collaboration with
Chapel Hill), the ABB expansion (in collaboration with Mebane), Medline Industries(in collaboration
with Mebane), and Well Dot(in collaboration with Chapel Hill). The cumulative value of those projects
totaled approximately$125 million in taxable investment and over 1,400 new jobs. Orange County
should continue to explore a variety of economic development options and various job opportunities
for all segments of our community.
Also, in 2019-20 the County issued over$1 million dollars in COVID-related emergency financial
assistance grants to small businesses, with many of these grants issued to women and BIPOC-owned
small businesses. These grants enable these valued locally owned businesses to recover and grow. We
need to continue supporting small/homegrown businesses, local agriculture and farms, and our
minority business owners. More money from these local small businesses stay in the community and
those dollars circulate in ways that larger, out of town businesses simply do not.
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Orange County should continue partnering with the towns to regain the momentum we had before the
pandemic, collaborating efforts to assist in finding tenants for the 2 large commercial office buildings
in Chapel Hill(the Gwedline at Glen Lennox, and the Parkline, located beside Wegmans)and also
working with Carrboro, Hillsborough and Mebane to ensure a robust business community as the
pandemic recovery continues.
Lastly we need to help our Tourism and Arts directors promote Orange County. (two of the hardest hit
industries during covid)As of 2016 non-profit Arts revenue reached$5.3 million dollars(for-profit
venues such as the Cat's Cradle are not calculated in this number), and on average, tourism brings in
$1.9 million dollars a year.
9. One of the unfortunate outcomes of the pandemic is that the wealth gap has grown even greater. We
anticipate what economists call a K-shaped recovery, in which pre-existing inequities are exacerbated.
This disparity largely falls along lines of race. How can county commissioners ensure that prosperity in
the coming years is more equitably shared?
In the fall of 20201 delivered a speech at UNC to the Kenan Scholars Program faculty and students,
focusing on this topic. I explained how, in the face of the challenges, such as COVID-19, we tend to as a
society front load policy and propose changes in a hurry, but we need to ask ourselves, how are we
structuring our response through a racial equity lens?I expressed the need to change the top-down
approach and prioritize shared decision making as a team where accountability has to be horizontal,
especially to the community. 1 encouraged the Scholars, as future leaders, to sit down, take your guard
down, and listen, always making room for BIPOC people at the table.
1 strongly support the County Commission's approach of explicitly stating how social justice applies to
each issue on the agenda. 1 want to further advance this type of thinking to use an equity lens on each
decision, and ensure that we are centering those most in need.As the county recovers, we need to
examine what tools we haven't yet used to advance equity, and what tools are needed from the state
level.
In spite of all the adversity that the pandemic brought, 1 remain optimistic about the opportunity for
change. I believe it's time to think about transforming our community to be more resilient, more
inclusive, more equitable and more agile. While the pandemic has changed fundamental assumptions
about human behavior that may never revert back to a pre-pandemic state, I believe we should take
this opportunity to create a more equitable community where such disparities do not exist and
everyone can thrive.
10. What steps do you think the Board of Commissioners could take to address the chronic lack of
affordable housing in the county?
Preserve, Rehabilitate, Build
Preserving an existing home is significantly less expensive than constructing new affordable housing.
Restrictive land use regulations make it difficult to build affordable rental housing for very low-income
families and seniors. Replacing every lost affordable apartment or home is often unrealistic. In
particular,preserving affordable housing near transit corridors is important for connecting low-income
families and seniors to opportunities.
Rehabilitating an existing affordable apartment or home can cost one-third less than building a new
apartment. Rehabbing existing affordable housing also provides opportunities to integrate "green"
technologies that make the buildings energy efficient, healthy for residents, and environmentally
sustainable. "Green"technologies,such as weatherization, can be used to promote energy and water
conservation, benefiting owners through lower maintenance costs and lower utility expenses for low
income families and seniors.
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Building- The County does not build housing, however, it can encourage conversation,planning, and
innovation among those who can provide and build affordable housing while providing support
through zoning and grants. While most of our affordable housing is within the towns, this needs to be
a county wide effort for maximum return, especially since most of the affordable land in the county is
in our unincorporated areas. The Orange County HOME Consortium has taken proactive steps to
increase our housing stock and we can do more. For example, we can provide incentives to for-profit
entities to produce multifamily units at a price point that households can afford. We can defer taxes
and other fees for a set period of time in conjunction with federal or state tax credits to help the
developer reduce construction costs and thus reduce the rental price. We can use county or town
owned parcels as leverage to bring down the cost of construction or redevelopment as land is often
very expensive and streamline the development and approval processes with fast-tracking programs.
Housing affordability requires a partnership between government and the private sector. The more
both entities bring all their tools and assets into play, the greater the likelihood of finding viable
solutions.
11. What should the county government be doing to address the climate crisis?
The first step is to acknowledge there is a crisis and that it will cost money to mitigate future climate
events. We are currently living through a number of climate catastrophes:heat dome,fires,flooding,
and landslides. The climate crisis disproportionately affects lower income communities and women
around the world, making it a social justic%nvironmental justice crisis as well.As a county, we have
taken some steps, and we can always do more.
• Pledge to be a Climate Smart Community- we have done this
• Set Goals, Inventory Emissions, Set targets- The CfE(Commission for the Environment)does
this and provides updates on a regular basis
• Encourage our community to decrease energy use-continue education campaigns
• Increase the county and community use of renewable energy- we can do better
• Reduce greenhouse gas emissions-we have pledged to do so
• Transition to 100%carbon neutral energy county wide by 2040- we have pledged to do so
Orange County can continue climate mitigation by creating sustainable public transportation options,
using more renewable energy at county facilities, reducing emissions through the use of electric
vehicles or hybrids(including plug-in electric hybrids)in our county fleet, encouraging local food
production and consumption, and promoting water conservation. We must invest in renewable energy,
infrastructure updates, and help vulnerable residents. Working with the CfE(Commission for the
Environment) we need to identify initiatives, quantify the impacts,prioritize and develop
implementation, use established metrics to fund initiatives, create a plan for each initiative and track
the progress.
12. Orange County is in the process of revising its long-term transit plan in the aftermath of the failure of
the Durham-Orange light rail project. What do you believe a new plan should emphasize?What potential
initiatives would you like to support?
I support a transit plan with a comprehensive approach that aligns with county and regional
objectives and provides redundancy, increasing transportation resilience. Street space is a precious
commodity that should be shared equitably to best provide affordable and convenient transportation
options for all of our residents.
It is also key that we invest in connections to the rest of the Triangle. Congestion is predicted to worsen
in the future, and the growth across our entire region means that people will continue to look across
county lines to find job opportunities. If we want to keep the residents and support our businesses, we
need to make sure that Orange County invests in travel options that make this possible. Without smart
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regional transit investments, Orange County is at risk of becoming increasingly isolated from the rest
of the Triangle. I believe a new plan should emphasize:
• Dedicated, safe, accessible and continuous multimodal corridors, including greenways
• Dedicated, safe, accessible,protected and continuous bike lanes
• Dedicated lanes for public transit like BRT(Bus Rapid Transit)
• Frequent, reliable service in densely populated areas-headways(the amount of time between
transit vehicles at one stop)of 10-12 minutes max
• Enhanced regional transit connectivity through collaborative relationships
• Clean, well lit, and safe stops/stations powered by solar panels
• Buses, heavy rail and future alternatives must have wifi connectivity
• Real-Time arrival information apps ie. Nextbus
• Continue to explore "Green"technology ie. Electric buses
• Marketing strategies to spread awareness and build ridership
13. How should the BOCC interact with other governments—i.e., town councils, NC General Assembly?
As an elected official at the municipal and county level, 1 have had the pleasure of building
relationships with many people including elected colleagues from the BOCC and the four towns
(Chapel Hill, Carrboro, Hillsborough, and Mebane), the two school boards, state and regional boards,
Orange County boards and commissions, The Greater Chamber of Chapel Hill/Carrboro members, UNC,
UNC Hospitals, UNC School of Government, and local business alliances. My philosophy for successful
interaction is as follows:
Coordination-Being flexible in organizing different elements of a complex issue to enable a healthy
work atmosphere to balance positions.
Collaboration-Building an alliance and partnering with colleagues to work cooperatively to achieve
positive outcomes.
Communication - The exchange of information to produce greater understanding of an issue or
circumstance.
We are so fortunate to live in a county where elected officials respect differences and can work
through challenges for optimum outcomes.A good example of this was the Covid pandemic response.
As the chair of the BOCC I was confronted with the huge task of leading our county during this
unthinkable time. In 20201 received four awards for my work:
WCHL Hometown Hero-nominated by the three Mayors-Lavelle, Hemminger and Weaver-for my
resolute commitment in leading the response team charged with keeping the residents of Orange
County informed, educated and safe.
The 2020 Orange County Emergency Services Award for my involvement with the COVID-19 Response
Team. This was awarded December 4th 2020 and reads- "On March 5, 2020, you were present,steady,
engaged and provided invaluable leadership. While this has not been easy for any of us, you
demonstrated resilience and the highest level commitment to our community and staff of Orange
County. We may never be able to quantify the thousands of lives that were saved through your
dedication and leadership."
"The Challenge Coin presented to you by our department represents our collective appreciation for the
compassion, care and unwavering dedication that has never faltered even under these stressful
conditions. It is a symbol that you will always remain a part of an organization shrouded in honor,
integrity, dedication, and service above self."
2020 Chair's Award For Leadership in Public-Private Partnership
The Chamber has presented an annual Chair's Award for Public Private Partnership to an individual or
individuals whose work and community service builds bridges between the community's public and
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private sectors. "Along with the 3 Mayor's we honor Penny Rich, Chair of the Board of County
Commissioners. Their exceptional leadership,partnership, and service to our community during the
Covid-pandemic--specifically their collaborative decision-making that strove to successfully balance
public health with the needs of local employers and our local economy has helped make Orange
County one of the safest places to live and do business in North Carolina. Thank you for conducting
your business, during these very difficult times, in partnership with the business community and the
Chamber. We are grateful for you, your leadership, and for your care and sacrifice to serve our
community so well."
The Old North State Award-presented by Governor Cooper April 2021 for 20 years of service and
leadership during COVID-
For dedication and service beyond exception and excellence to the Great State of North Carolina.As
printed on the award, "Working together, we can make North Carolina the place of unlimited
opportunity-a place where anyone who studies hard, works hard and lives a life with high values can
fulfill and even exceed their potential':
I strongly align politically with the late great Senator Paul Wellstone in believing "When we all do
better, we all do better". Orange County can be a place for"Everyone"we just need to include
everyone and hear all of their voices.
I am available to answer any additional questions or clarify my responses given.
pennyrich.ch gmail.com phone 919-960-0220
24
Orange County Berard of Commissioners - Vacancy Application
Name: Anna Richards
Address, 205 Copper Beech Court
Entail: penny 319 gmail.corn Phone. 206 954-4278
Registered Vater?yes Zoo E] Party Afflffation: Dem
QuestiDns:
1. What motivates you to want to serve as an Orange County cornet ssioner, including why are you
seeking an appointment now, as opposed to running for the seat during a previous election?
As a life-long volunteer and social justice advocate, f work to advance uppportuniies for all
Citizens. l never saver elected office as my mechanism to serve. However, as the corona vires
disportianately impacted sa many in this the wealthiest county in North Carolina, l realized that
there were limits to the impact of volunteer efforts alone. it became clear that,at the focal
level, the county provides the basic safety net and essential services we all need. Now that we
are In a different stage of the pandernic,we have the opportunity to rebuifd "eyes wide openu
about the disparities in technology, employment, housing, food security and health. i see this
unexpected appointment as a way to add my community volunteer perspective to the process,
2. What do you consider to be one of the Most important characteristics of a county commissianer7
What in your experience dernonstrates your agility to be effective as a commissioner?What is your
experience in shared governance ar leadership? What steps do you take in making decisions?
We live in a diverse county with diverse interests and needs. To be effective therefore,l
believe one important cornmisslonoer characteristic is to be a collaborator. Collaboration is the
art of working together with others to achieve a shared goal.As a collaborator, i enter into
dellberations with a mind open to facts, data and points of of view. in both my corporate
experience leading large organizations and in my volunteer capacity as president of the CHC
NAACP, successful outcomes de=pended On nay abllityr to engage stakehoIdears, listen to diverse
perspectives and being clear about the objectives wlth a goal to get a sense of fairness if not
buy-in to the outcome. One example is the collaboration between Orange and Chatham NAACP
branches and local law enforcement fol Iowing the George Floyd murder. My 40+years in
leader roles, convince me that all leadership is shared eventhough accountability is personal.
3. How would your appointment enhance d1versity of the BOCC?
1 am not a career politician. l am a retiree. ] moved to Orange County in 2013. i am a socia[
justice advocate and a community organizer who helped expand the racial conversation in our
county after building a 42 year executive career with Fortune 104 companies. I earned an MSA
raid-career in my forties. I tried to start a business during tate pandernie.The bulk of my work
life was in finance, cost, contract and supplier rnanagernent wr'th an emphasis on process. l
bring the opportunity of expanded community voice.This combination of lured experiences and
Training offer another perspective to the already diverse board.
Applicodans are dve to the Orange County Clerk to the Board by 5 pm arl July 19,2021. Completed upplicatfons
can be erralled to cderk2orangecountynnaav or delivered to 300 W. `rryon St.,2"d Ftr.,HiRsboroegh, NC .27278,
25
Orange County Board of Commissioners Vacancy Application
4. What do you see as the most urgent unmet needs facing Grange County. Please limit to 5 or less and
prioritize these needs, particularly if listing rnare than 3.
-Economic Development Strategy and Plan that provides clear ,parameters and
proactive execution plan that includes small and minority owned businesses as well as
larger enterprises. The recent Buc-ees episode demonstrated the need for intentional
dialogue and action plans for development within each sof the districts that includes the
needs of the most impacted residents.
-Comprehensive Climate Action Man for Orange County that leverages the potential of
the Climate Council and the town plans.
-Full implementation of the County Crisis Intervention Flan to include community based
crisis response unit and the diverspon facility.
5. If you could change one thing about the current county budget,what would that be?
Provide '2t 22 Wage increases for County employees beyond the merit pay that was
resumed.
Although the '20-21 County Budget received the "Distinguished Budget Presentation"
again for the 29th year, the Financial Flan section failed for Lack of long range financial
plan section F$/Impact of Capital Investments on Op Budget not present soctlon Fg and
Goals and Objectives not provided. Perhaps a long range financial plan including capital
investment impact analysis would allow the county to reassess wages for employees a
well as clearer ;picture of the school capital plan.
6. What is your assessment of the county's funding practices with regard to the two school systems?
Hove do you propose the BOCC meet over 300 million in K-12 public schools capital needs?
The County has moved to an equitable per pupil funding model which l support,
however, 1 believe there should be an assessement of how the $3.6 million for BRCS's
and nurses is spent. It is very commendable that there is a nurse in emery middle and
high school but there are still armed police but not counselors in every school. A long
range financial plan with capital impacts would be a first step. Support from the state is
unlikely to yield the needed funding. Finding additional revenue streams will require
creativity perhaps set asides from developers for the schools car a corn munity fund to
mise private money fur school capital proj acts. The question of how we got here lingers
and should be understood as lessons learned.
7Ido you support the 1909 Chapel MII-Carrboro City Schools special district tax? How should it be
used?
Until 1909, Change County schools were funded equally by the county. UNC faculty
sought to enhance their staff recruitment by improving the schools in Chapel Hill with an
extended school year. The legislature thea approved the special tax district and today
residents of Chapel Hill and Grange County pay higher real estate taxes than
surrounding counties. In 1930, African American respdents voted to pay the higher tax in
Chapel Hill so that their children could also benefit from the education promised to all
students in the district. The tax malas housing unaffordable for many and the
educational gaps persist for many students,The tax should be used to Anse the gap.
Applications erre doe 0 the C7range County Clerk to the Board by 5 arm on July 19, 2021. Completed applications
can be emailed to clerk eron�rernaJntine.go or delivered to 300 W. Tryon 5t_,Vo FIr., Nr`ll. 0Av uylr,NC 27276
26
Orange County Board of Commissioners - Vacancy Application
S. What is your vision for haw Orange County should grow economically?
My vision for OC aconormic growth starts wuith"walking the talk" of growing small and
NPOC businesses by active supplier procurement programs embedded in policies that
preserve legacy businesses and include~ small/minority run non-profits in the
process-The county would encourage local resources including sustainable agriculture
incentives. Additionally, the county would tap into the green energy sector by .using
areas of low population density for renewable energy opportunities in light
mantufacturingflnstallation of energy efficient equipment. Partnership with Focal districts
and Durham Tech, tha county would be a center for green tech training. Fewer entry
barriers would result in an enhanced perception of CC as a great place to do business.
9. one of the unfor turrate outcomes of the pandernic is that the wealth gap has grown even greater.
We anticipate what economists call a lC-scraped recovery, in which pre-existing inequities are
exacerbated.This disparity largely falls along lines of rake. Flow can county~commissioners ensure that
prosperity in the coming years is rnore equitably shared?
Having witnessed the pandornic , we must first understand the impact by doing a
through ana,lyr is of who and how pea pie were :affected by leaking at tate data,to gain
insight. Although the impact was disproportionate to the racial composition, there will
riot be one size fits all solutions. Listening to those affected and seeping to transition
some of the interim programs into longterm solutions will lay the foundation. As priorities
are being set, departments and commissioners will need to ask how does this decision
or this program help or hurt the whole community. This mindful approach will help avoid
unintended consequenoe&The disparities laid bare by the pandemic were there prior
and got worse. Intentionality will be the key.
10_ What steps der you think the Beard of Commissioners could take to address the chronic lack of
affordable housing in the county?
In coordination with datrat we have on hand and impacted citizen input, update ~reeds
assessment to address the most critical sector. The affordable housing conversation
has been going on for the entire time I've lived in Orange County but solutions are
elusive, Other suggestions;
Utilize available county owned land for development of affordable housing and mobile
housing parks
Enforce„ strengthen and incentivize developer atfordable housing participation
Subsidizefincentivize landlords to support affordable rents
Convert empty buildings into law cast private sector housing
Applications are due to the Oronge County Clerk to the Board by 5 pry tura July 19, 2021, Completed application$
cora be emoiled to., _'_°��ardefiveried to 300 W. Tryon St,2114 Fdr., Hillsbarauryh,NC 27278,
27
Orange County Board of Commissioners - Vacancy Application
IL What should the county government be doing to address the climate crisis?
Cly and 0 both have clean air and renewable energy plans. Hillsborough is working on
a plan as well.The county should develop a County Climate Action Plan integrating the
municipal plans as well as creating opportunities that crass boundaries. The county
does have the ability to adopt electric vehicles and implement a charging station plan
(school transportation could also be part sof the plan)- The county can incentivize home
owners to transition to energy efficient homes and work with developers as new projects
are being proposed. Provide public ride share programs in lower populated areas.
Develop a raid to long range solution for solid waste that doesn't bring our waste to less
poor counties in the state.The county plan also include shared county climate goals
12. Orange County is in the process of revising its long-term transit plan in the aftermaths of the failure
of the Durham-Orange light raid project.What do you believe a new plan should emphasize? What
potential initiatives would you like to support?
The half cent tax passed to support light rail is still in place so Grange County has a
revenue stream with no plan. The planning responsibility is integral to the future role of
Orange County in the growing RTP region and urgent. The new plan must be
comprehensive meeting the needs of the high traffic centers as well as future
development /population centers. Fundamental to the plan will be clear
understanding/agreement on "Who" Orange County plans to be in the future.The
integration with major employers and community is essential. Initiatives i support are
expanded rapid bus transit, commuter rail between major employment centers.
13. How should the BOCC interact with other governments—Le., town councils, NC General Assembly?
The BQCC must to continue to actively worm to build coalitions across the state in an
effort to got better outcomes from the General Assembly. The state surplus could be
used to support our teachers and schools, medicaid expansion would provide
healthcare to the uninsured. Likewise the interaction with other governments within the
county is also critical to meeting the needs of our citizens. A gnat example of this
working together is the Partnership Against Homelessness. Therefore the interaction
should be active and focused on creative solutions to our shared challenges
Applrcallom are due to rare Orange County Clerk ro the Bnard by 5 prn on July 19,2021. Completed opplicotiom
corp be errroiled to rlerktE&oron!gerounry ac-_Qos ar delruered to 30O LV. Tryon SC., 2'4 Flr_, H llsborough,fN'C27278.
28
D ORANGEDEMOCRATS
August 19, 2021
Via Email
Dear Orange County Board of County Commissioners,
As you know,on August 14,2021,the County Executive Committee of the Orange County
Democratic Party (the "CEC") met in an open, virtual meeting to consider whom to recommend
to the Orange County Board of County Commissioners ("BoCC")to fill the vacancy on the BoCC
left by the departure of Commissioner Mark Dorosin. Following precedent, for each applicant to
fill the vacancy,CEC members residing in Commission District 1 voted `yes' or`no' as to whether
such applicant should receive the CEC's recommendation, with applicants receiving weighted-
majority votes in the affirmative receiving a recommendation.
Per that vote, each of the four applicants for the BoCC vacancy—in alphabetical
order by last name, Marilyn Carter, Rani Dasi, Penny Rich, and Anna Richards—received
the CEO's recommendation.
Thank you for your consideration. For the avoidance of doubt, please note that
our transmission of these recommendations is intended to fulfill the consultation requirement of
N.C. Gen. Stat. § 152A-27(c).
Sincerely,
Jonah Garson, OCDP Chair
Phyllis Portie-Ascott, OCDP First Vice Chair
Anissa Graham-Davis, OCDP Second Vice Chair
Alexandra Allman, OCDP Third Vice Chair
Maggie Holly, OCDP Fourth Vice Chair
Joe Becker, OCDP Secretary
Dennis Swartzlander, OCDP Treasurer