HomeMy WebLinkAboutAbstract for Assembly of Governments Meeting Discussion Items 1
ORANGE COUNTY
ASSEMBLY OF GOVERNMENTS
MEETING
AGENDA ITEMS ABSTRACT
Meeting Date: January 25, 2022
SUBJECT: Assembly of Governments Meeting Discussion Items
DEPARTMENT: County Manager/Town
Managers/Chapel Hill
Transit/County Transportation
Services/County
Planning/County Environment,
Agriculture, Parks &
Recreation
ATTACHMENT(S): INFORMATION CONTACT:
As noted in "Background" section Bonnie Hammersley, 245-2300; Maurice
Jones, 968-2743; Eric Peterson, 732-1270;
Richard White, 918-7315; Travis Myren,
245-2300; Brian Litchfield, 969-4908; Theo
Letman, 245-2008; Craig Benedict, 245-
2575; David Stancil, 245-2510
PURPOSE: To discuss topics of mutual interest between the governing boards of Hillsborough,
Carrboro, Chapel Hill and Orange County.
BACKGROUND:
1. Long-Term Recovery Plan Update
In 2020, the County and its municipal partners allocated a total of $175,000 in CARES Act
funding to retain a consultant to support long term recovery planning and to draft a final
report with detailed recommendations, implementation approaches, and performance
indicators. The planning effort involved several community organizations and
representatives to quantify and characterize the impact of the pandemic in their respective
focus areas, generate ideas and recommendations, establish recovery priorities using a
social justice and racial equity perspective, and review of the final draft documents.
Public engagement efforts during the planning process sought to engage all community
members and included deliberate measures to improve representation from communities
of color. The County convened focus groups and translated engagement materials into
four languages to increase representation from communities most severely impacted by
the pandemic. Feedback from these groups was shared with local governments, elevated,
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and referenced throughout the planning process to help shape the strategies and
initiatives in the plan.
The guiding vision of the Plan is to leverage recovery from the COVID-19 pandemic to
strengthen and transform Orange County by improving economic sustainability, providing
resources, and advancing social and racial equity. The recommendations in the Plan are
organized into seven Recovery Support Functions focused on the local economy, the
health system, human services, housing, natural and cultural resources, community
planning, and public information. The majority of the Plan provides detailed
recommendations in each of those Recovery Support functions in terms of what needs to
take place, who should be involved, when these activities would need to occur, and how
progress will be measured.
The plan appendices provide additional information to help enact the plan or explain its
development and include: a summary of input from key stakeholders throughout the
planning process; a map of how community input was integrated in the plan; and
information about funding sources available to help implement the plan.
The final draft plan is available at https://www.orangencforward.org/wp-
content/uploads/2021/04/Final-Draft-Lon g-Term-Recovery-and-Transformation-PIan.pdf
and the full Recovery Plan website https://www.orangencforward.org/
In addition to the Plan documents, the staff team created a Frequently Asked Questions
document (Attachment 1). Each governing board also received a presentation on the final
draft plan in the Summer of 2021 (Attachment 2). These presentations were followed by
a letter to elected officials in the Fall of 2021 that answered questions raised by each
governing board (Attachment 3).
The Recovery Support Functions are now in the process of identifying how programs and
services currently provided by each jurisdiction are working to advance the goals
contained in the Plan. The inventory will serve as the basis for a gap analysis to identify
strategies that are not currently being addressed or are not being addressed adequately.
A preliminary review of the responses identifies areas where interagency collaboration
has been successful, but it also demonstrates the need for flexibility as each jurisdiction
executes the initiatives contained in the Plan. As a result, each jurisdiction will be asked
to endorse the strategies contained in the Plan rather than the specific initiatives. This
approach is consistent with the approval of a framework for the One Orange Racial Equity
Plan which provided a framework for advancing racial equity while allowing each
jurisdiction to determine next steps.
Staff will provide any other information at the meeting, and the governing boards can
discuss issues and provide feedback to staff related to this item as necessary.
Attachment 1 - Long Term Recovery Elected Official FAQ Packet
Attachment 2 - Long Term Recovery Plan Presentation
Attachment 3 - Long Term Recovery Elected Official Response Summary
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2. Transportation and Transit — Infrastructure Planning
Orange County Transit Plan Update
The Orange County Transit Plan is in the process of being updated. The updated plan is
intended to identify priorities for investments through the year 2040. The planning
process is being guided by a Policy Steering Committee composed of elected officials
representing each jurisdiction in the County.
The plan is being developed in coordination with Durham County, Go Triangle, Chapel Hill
Transit and Orange County Public Transportation; the Durham-Chapel Hill-Carrboro
Metropolitan Planning Organization; the Triangle-J Council of Governments; the
University of North Carolina-Chapel Hill and its hospitals; and municipalities.
All meeting materials including a recording of the Policy Steering Committee's retreat can
be found at https://octransit2020.com.
During its retreat, the Policy Steering Committee identified core values to use in
evaluating investments recommended in the Plan. Those values were equity,
environmental sustainability, economic prosperity, affordability, and transit access for all.
Although transit revenues are programmed in the short term with little available funding
for new projects, the Steering Committee also requested that some longer term visionary
projects be referenced as future opportunities for transit investment.
The consulting team has developed a draft menu of projects and has evaluated each of
them against these values. The Policy Steering Committee reviewed and discussed
these recommendations on January 14, 2022. During this meeting, the Committee
authorized staff to present transit improvement options to the public for community
engagement. The results of this engagement will be used to create a final update to the
Transit Plan for approval in the Spring of 2022.
A full project schedule and detailed next steps are included in Attachment 4.
Orange County and Durham County are also leading an effort to study how the Transit
Plans are governed and implemented through interlocal agreements such as the one
created in 2012 between Orange County, DCHC MPO and GoTriangle. These
agreements operationalize the future Transit Plan as it is executed on an annual basis.
The governance study is reviewing authorizing legislation and requirements, corollary
agreements, funding system, reporting requirements, implementation committee(s),
budget processes, benchmarks, and material change thresholds that affect the financial
model.
Chapel Hill Transit (CHT) Update
Over the past two years CHT's focus has been the safety of Team Members and
customers during the COVID pandemic. During this time, CHT has worked closely with
Public Health and Emergency Management officials and continue to follow
cleaning/sanitizing and safety protocols consistent with industry best practices,
OSHA/CDC requirements and from practices recommended by the European
Commission. CHT was one of the first systems in the State to implement shields for
Operators and UV and air purification systems on all public vehicles. The COVID
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pandemic has created a new context for Chapel Hill Transit and the response will
continue to evolve. Staffing shortages and absenteeism challenges related to COVID
protocols and illness continue to have impacts on CHT's ability to deliver services.
• The Chapel Hill Transit Short Range Plan
(https://www.townofchapelhill.org/home/showpublisheddocument?id=45520) was
adopted in early 2020 and despite challenges from COVID, implementation was
started in August of 2020, including providing Sunday service, funded through the
Orange County Transit Plan, for the first time in over 40 years. CHT has taken
delivery of three (3) electric buses and secured funding for an additional seven (7)
electric buses.
• North-South Bus Rapid Transit (BRT)
The North-South BRT project (https://nsbrt.org/) has completed 30% design and
continues to move forward through the Federal environmental review process
(NEPA). CHT anticipates the NEPA process being completed in calendar year
2022. A firm is also being selected to complete final design. Unfortunately,
changes to the State's funding cycle has required an adjustment to the project's
schedule and budget.
• Bus Stop Improvements
Despite supply chain and other challenges, CHT continues to make progress on
Bus Stop Improvement Projects
(https://www.townofchapelhill.org/government/departments-services/transit/bus-
stop-upgrades), some of which are funded through the Orange County Transit
Plan.
Additional information is also available in the CHT Business Plan
(https://www.townofchapelhill.org/home/showpublisheddocument/50396/63773347107960
0000).
Orange County Public Transportation (OCPT) Update
Orange County Public Transportation continues to meet the needs of its community while
also expanding service and improving access with customer-focused technology. In
addition to launching the Mobility on Demand pilot program, which created a new travel
option on Fridays from 5 p.m. to 9 p.m. and Saturdays from 9 a.m. to 5 p.m., OCPT also
rolled out mobile ticketing with Umo/TouchPass, providing riders a touchless, cashless
option to pay bus fare. OCPT is also proud to have collaborated with the Orange County
Health Department to provide rides to vaccination sites throughout the county, using the
MOD vans to provide an accessible, distanced and safe transportation option. Orange
County launched its mobility on demand service in March 2021 and in FY2023 will be
replacing up to 10 of its existing buses.
• Bus Infrastructure
Completed design and obtained N.C. Department of Transportation approval for
four Orange County Public Transit bus stops with three in Hillsborough and one in
Chapel Hill. Continued to advance the Hillsborough Park-and-Ride lot through the
approval process including coordination with Orange County, NCDOT, utilities and
surrounding property owners. OCPT also procured seven buses, including two
electric buses.
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• Transit Service
These two projects are expected to allow OCPT to increase its service hours by
7,020 during FY2022: Continue the "Mobility on Demand" micro transit service
and add a second Hillsborough Circulator route that decreases headways
significantly.
• Planning Projects
OCPT will continue to participate on updating the Orange County Transit Plan, will
start work on the Regional Fleet and Facilities Study, and will initiate design of
priority transit safety and access improvements.
Durham-Chapel Hill-Carrboro Metropolitan Planning Organization (DCHC MPO)
2050 Metropolitan Transportation Plan (MTP)
The federal government requires the DCHC MPO to update its MTP at least every four-
years. The 2050 MTP will identify the highway, public transportation, bicycle, pedestrian
and other transportation projects that the region plans to implement over the next thirty
years to meet the MPO's goals. The MTP has to be based on the future land use plans
and policies of the jurisdictions and counties in the MPO's planning area, and must be
fiscally-constrained, which means that the project costs have to be covered by the
expected available revenues. As a practical matter, the MTP is important because the
MPO requires that projects that are submitted to the NCDOT prioritization process for
possible state or federal funding must come from the MTP, and regulations require that all
federally-funded projects must be in the MTP. In addition, local governments may use the
MTP to reserve or dedicate right-of-way for future highway and rail transit projects.
The DCHC MPO released the 2050 MTP final report on January 12, 2022 for a 21-day
public comment period, i.e., January 12 through February 1. The final report contains the
roadway and transit projects, financial plan, and policies that the MPO intends to adopt at
the MPO Board's February 9, 2022 meeting. The report also contains performance
measures and analysis on the extent to which the plan and process meet other standards
such as environmental justice, federal planning criteria, and air quality conformity.
Following is a link to additional information, including the report: www.bit.ly/2050MTP-
AltsAn.
Staff will provide any other information at the meeting, and the governing boards can
discuss issues and provide feedback to staff related to this item as necessary.
Attachment 4 - Transit Plan Schedule and Next Steps
3. Parks and Trails / Connectivity and Collaboration
The pandemic of the previous two years has witnessed a number of challenges for all of
the jurisdictions in managing parks, public open spaces and trails. Providing public spaces
for recreation and enjoyment of nature has been widely-acknowledged as critically
important to the physical and mental well-being of the populace.
During the meeting, the staffs of the towns and County have prepared a brief summary
presentation - to serve as an overview/reminder of existing parks and trails, address the
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current state of parks and open space planning, offer examples of current priority projects
and activities, and review the ways that the jurisdictions are working together to
coordinate on efforts of mutual interest.
One product of past collaboration is the Interactive Parks Locator Map, which enables the
public to find where parks of all the jurisdictions are located, and search by feature for
different types of amenities. This map will be part of staff's presentation of the above
update and may be found at the following link:
https://qis.orangecountync.gov/parklocator/.
The information provided at this link will also be informative in preparation for the meeting
— https://qis.orangecountync.gov/TrailsAndParks/default.html.
Staff will provide any other information at the meeting, and the governing boards can
discuss issues and provide feedback to staff related to this item as necessary.
No Attachments
4. Announcements
This item provides the opportunity for meeting participants to share any announcements
or comments that would be beneficial for all the jurisdictions.
No Attachments
FINANCIAL IMPACT: There is no direct financial impact associated with the discussion of
these topics. There are no action items requiring formal decisions.
SOCIAL JUSTICE IMPACT: There is no direct Orange County Social Justice Goal impact
associated with the discussion of these topics.
ENVIRONMENTAL IMPACT: There is no direct Orange County Environmental Responsibility
Goal impact associated with discussion of these topics.
RECOMMENDATION(S): The Managers recommend the governing boards discuss the topics
noted above and provide appropriate direction to the respective staffs.
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Orange County Long Term Recovery Plan
Elected Officials Presentations
Frequently Asked Questions
How do we use this plan for future decision-making?
This plan may serve as a roadmap for future decision-making as it relates to prioritizing efforts and
funding sources to address our community's greatest needs while creating a stronger and more equitable
community for all.
What is the anticipated timeline for the project?
Whole community recovery following a disaster is a lengthy process. While some aspects of recovery
have firm timelines(such as the Federal Emergency Management Agency's Public Assistance program),
other aspects of recovery(economic recovery,for example)can take years and even then may not ever
fully be attained. The intent of the Long Term Recovery Group is to provide a plan,framework, and
process for recovery coordination for as long as needed.
How do we measure success?
Each initiative in the plan includes desired targets for specific key performance indicators that serve as a
method of measuring the success of the overall strategy. The Long Term Recovery Group leadership will
be responsible for tracking each of these indicators. Periodic re-evaluation of the overall success and
progress of the plan will be instrumental. This plan is also a living document, so as the Recovery
continues to evolve, we anticipate that new performance indicators might be included.
Community feedback is also a critical measure of success. Continued community engagement and
feedback will serve as an additional measure of the LTRG's progress.
How will implementation and decisions be coordinated across the different jurisdictions?
The Long Term Recovery Group leadership is make up of two different cross jurisdictional groups. The
first of these groups is the Project Management Team, which supports overall project implementation.
The second of these groups is the Recovery Support Function Leads, who coordinate each specific
Recovery Support Function and are made up of representatives from each jurisdiction.
What are the funding sources for the plan's initiatives?
The Plan outlines specific potential sources of private, local, state, and federal funds for each initiative in
Appendix D. Additionally, as local governments decide how to allocate the American Rescue Plan
resources, and examine other existing and new funding sources, this plan can serve as a guide to identify
needs and solutions where the impact will be significant.
As future unmet needs or additional concerns arise, additional funding requests may be submitted
through the normal jurisdictional budgeting processes.
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Who is involved in the planning process?
A comprehensive list of local agencies, organizations, and non-profits that are members of the recovery
support functions is included in Appendix F of the Long Term Recovery Plan.Additionally, this list
continues to grow. Organizations interested in participating in the long-term recovery effort can email
OCNC Interim Recovery@orangecountync.gov to reach a member of the Long Term Recovery Project
Management Team who can connect interested parties with the appropriate Recovery Support Function.
What was the public engagement process for this plan and how was diversity and racial equity
incorporated into this strategy?Can you please provide the specific numbers and results from the
various methods of outreach?
An outline of the overall public engagement process can be found in Appendix B of the Recovery Plan.
The public engagement strategy included virtual surveys,focus groups, workshops, town halls, and
online public comment forms. For community surveys, paper forms were also developed and made
available at community families for individuals whom internet access/computer literacy may be a
challenge. Surveys and focus group meetings were translated into Spanish, Mandarin, Karen, and
Burmese.
We learned early on in the planning process,following the initial Community Values Survey, that our
methods of outreach needed improvement. The Community Values Survey received 1,535 responses.
However, the demographics of the survey responses were not an accurate or complete reflection of our
community's diversity.
Following this, significant efforts were made to increase both the quality and the depth in our outreach
and collaboration with our communities of color. The Orange County Department of Human Rights and
Relations was instrumental in helping to establish focus group meetings and town halls with Black,
Chinese, Latinx, and refugee community leaders. Input from these meetings was used to revise the
preliminary list of strategies and initiatives to better reflect and elevate input and concerns from
communities of color.
Additionally, the Long Term Recovery Group is working to connect and incorporate individual community
leaders and other members of the community into the Recovery Support Function teams themselves to
be able to provide feedback and elevate concerns from both the top-down as well as the bottom-up of
the recovery structure.
How are the strategies and initiatives prioritized to be manageable in execution? How is racial equity
incorporated into this prioritization?
Appendix C of the Recovery Plan shows the Community Priorities Matrix, in which every initiative is
evaluated for how it relates back to and supports the key needs or priorities identified from community
feedback received through the planning process.
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This information was then used, in combination with the below criteria, to weigh each strategy and
assign each a ranking of priority(see Appendix E). The results from the Community Priorities Matrix and
a summary of all input from Communities of Color were provided a heavier weighing using a multiplier
that corresponds to the disproportionate rates of infection, death, and hospitalization from COVID-19
among historically marginalized communities.
The initiatives and strategies were evaluated based on:
• The number of community recovery needs the initiative addresses;
• The popularity of the initiative based on a survey of the community's preferences
• The ability of the initiative to address needs of communities of color;
• The ability of the initiative to promote long-term resilience.
How are the disproportionate impacts and widening of existing disparities as a result of COVID
addressed in the plan?Are there specific initiatives for this?
The feedback gathered in the impact assessment, planning process, and community outreach was used
to develop the strategies and initiatives in the plan. These strategies were then assigned a rank based on
the feedback received, with emphasis on prioritizing what we heard from our communities of color and
weighing that feedback accordingly.
What is the racial equity lens used in this plan's development?
This planning process heavily drew from the Government Alliance on Race and Equity's (GARE)
racial equity tool methodology to inform the process used to create the plan, to the greatest
extent possible, draws directly from, and prioritizes the input of those residents most impacted
by the pandemic.
Specific Initiative Feedback/Questions
Feedback regarding specific initiatives will be shared with the Recovery Support Functional leads for
consideration and inclusion into the Long Term Recovery Plan.
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FAQ Attachment:
Strategy Prioritization Methodology
Appendix E: Strategy Prioritization Results (p. 145) describes how recommended initiatives and
strategies within the Plan were evaluated based on the following criteria:
• The number of community recovery needs the initiative addresses;
• The popularity of the initiative based on a survey of the community's preferences;
• The ability of the initiative to address needs of communities of color;
• The ability of the initiative to promote long-term resilience.
The detailed prioritization spreadsheet supporting Appendix E was weighted so that input from
communities of color matched the disproportionate impacts found in the community-wide
Impact Assessment. In other words, what was said to be important by the groups most affected
by Covid is proportionately reflected in which strategies and initiatives have priority within the
plan. The technical formula used for prioritization is explained in more detail by the consultant,
below:
(1) Each strategy is evaluated five different ways (based on the five key structural elements of
the Prioritization Schema):
• Recovery Needs.
Each initiative receives a score of 1 for each recovery need that it addresses. Initiative
scores are averaged together to determine the score for the corresponding strategy. The
list of Recovery Needs was identified through research (Impact Assessment), stakeholder
engagement (focus groups with communities of color, recovery support functions, and
public surveys).
o Connection to Racial Equity: The list of recovery needs was developed in part
based on feedback received directly from communities of color, and should reflect
thematic needs/challenges we heard from those groups (e.g., need for support for
small businesses).
• Prioritization Survey
Each strategy is assigned a "net promoter score" that reflects the aggregate of positive,
public responses from the strategy prioritization score released in November 2020 to
determine the relative importance of each strategy to the public. Note: we could not
assess initiatives for this element of the framework because of the structure of the survey
data we collected(Le., we did not gather input on specific strategies this early in the
planning process).
o Connection to Racial Equity: The survey itself was made available in multiple
languages and publicized across stakeholder groups to encourage participation
from communities of color and/or historically marginalized communities.
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• Prioritization Survey (REI)
Each strategy is assigned a "net promoter score" specifically among survey respondents
of color or historically marginalized communities.Note: we could not assess initiatives
for this element of the framework because of the structure of the survey data we collected
(I.e., we did not gather input on specific strategies this early in the planning process).
o Connection to Racial Equity: This part of the assessment pulls out data from
communities of color to further elevate and weight the responses we received
from those populations within the survey results to ensure their opinions (though a
minority of the responses) were given more weight.
• REI Combined Input
Each initiative receives a score of 1 for each priority it addresses.Initiative scores are
averaged together to determine the score for the corresponding strategy. Priorities in this
list were informed exclusively from conversations with communities of color-these
needs reflect trends we heard from engagement with those groups during town hall
meetings and focus groups.
o Connection to Racial Equity: Scoring in this part of the assessment is informed
solely by input from communities of color that we engaged with during the
planning process to elevate the concerns and needs of those communities by
awarding additional points to each strategy based on its ability to address these
needs.
• Transformative Change
This piece of the prioritization framework is based on a popular resilience framework that
is intended to assess each initiative based on its ability to contribute to enhanced
resilience. Each initiative receives a score of 1 for each consideration that it addresses.
o Connection to Racial Equity: The framework references elements of social
resilience that touch on racial equity and inclusion(e.g., community cohesion).
(2) Strategy scores specific to feedback from communities of color were weighted again,using a
multiplier that corresponds to the disproportionate rates of infection, death, and hospitalization
from COVID-19 among historically marginalized communities. There are 9 metrics the team
considered here, and the multiplier is the average of all 9 factors). (See the weighting in the
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scores.
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High 0.41
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Overall Strategy Level Ranking
CRITERIA
W
Recovery Prioritization Prioritization Communities Transformative
Needs Survey(All) Survey(COC) of Color Impact U
(All Input) H
Points across all tabs represent a score of 1 out of total WEIGHTING (%)
score possible. W
oc
Strategy Associated Initiatives 9.33% 9.33% 36% 36% 9.33%
Strategy 1.1: Provide 1.1.1 Provide direct financial 0.1 0.64 0.54 0.07 0.36 0.32
support for small support to local businesses
businesses. when funding is available.
1.1.2 Create a joint fund
between all Orange County
municipalities to support future
disaster response and recovery
efforts.
1.1.3 Strengthen coordination
between local businesses and
government to help businesses
access needed resources after
disasters.
1.1.4 Provide technical support
and business mentorship to
small business owners including
e-commerce and other emerging
industries.
Strategy 1.2: Identify and 1.2.1 Identify and address 0.14 0.72 0.68 0.06 0.12 0.36
address regulatory policies that present barriers to
barriers to economic starting and expanding home-
recovery. based businesses.
1.2.2 Examine barriers to
innovation and market access
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and provide resources or amend
policy to help businesses
overcome these barriers.
1.2.3 Engage practitioners to
determine which temporary
policy changes should be made
permanent.
Strategy 1.3: Drive local 1.3.1 Develop collaborative 0.1 0.62 0.63 0.07 0.12 0.33
economic growth and marketing strategies to bring
encourage local new business and growth to the
spending. County.
1.3.2 Increase the resilience of
the county's key industries:
medical, education,tourism, and
hospitality.
1.3.3 Educate the community
about economic recovery
efforts, communicate the value
of economic development, and
communicate why certain
projects and efforts will benefit
the public.
Strategy 1.4: Strengthen 1.4.1 Identify and develop 0.08 0.59 0.58 0.06 0.18 0.31
and expand the local targeted training programs for
workforce. strong or emerging industries
and market opportunities for
existing and prospective
residents.
Strategy 2.1: Incentivize 2.1.1 Investigate housing stock, 0.1 0.57 0.61 0.07 0.12 0.32
the development of density, and development
affordable and accessible regulations to enhance policy
housing. changes that promote housing
development, increased
affordable housing, and other
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established regional long-term
development goals.
2.1.2 Continue to increase the
number of subsidized housing
units available locally including
site-based and vouchers/rental
assistance and promote broader
landlord acceptance of
vouchers.
2.1.3 Continue efforts to end
homelessness in Orange County
by addressing evolving gaps in
the Homeless System as
identified by the Partnership to
End Homelessness through new
projects and programs,
increased funding for existing
programs, or policy and
regulatory changes.
2.1.4 Track tax foreclosures and
evaluate opportunities to
purchase property and develop
into affordable housing.
Strategy 2.2: 2.2.1 Investigate opportunities 0.07 0.67 0.68 0.05 0.09 0.34
Rehabilitate, improve to change the process through
safety, and ensure the which land use designations are
affordability of existing reconsidered and adapted.
housing. 2.2.2 Using flexible funding,
enforce and support
accountability measures for
timely repairs,weatherization,
and rehabilitation of affordable
housing units for landlords
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willing to adopt an affordability
guarantee.
2.2.3 Increase access to flexible
funding that can be used to
relocate or replace homeowner-
owned mobile homes on rented
property.
2.2.4 Provide funding for and
promote the availability of
Americans with Disabilities Act
compliant affordable housing
through modification,
rehabilitation, and
redevelopment efforts.
Strategy 2.3: Ensure 2.3.1 Perform gap analysis of 0.13 0.71 0.69 0.05 0.13 0.36
continuation of and available housing programs and
streamlined access to resources, expand offerings as
housing support needed, and publicize available
programs, including resources.
emergency housing 2.3.2 Continue and streamline
assistance. the provision of emergency
housing assistance and eviction
diversion programs.
2.3.3 Partner with health
entities to direct funding toward
housing as a social determinant
of health.
Strategy 3.1: Continue 3.1.1 Continue efforts to provide 0.10 0.78 0.67 0.08 0.13 0.36
monitoring,testing, and equitable and easily accessible
eradicating COVID-19. testing and vaccination for
COVID-19 for free or minimal
cost.
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3.1.2 Provide low-or no-cost
transportation to testing and
vaccination sites from various
locations throughout the
County.
3.1.3 Continue to foster
partnerships with school
districts, higher education, and
public health leadership to
develop comprehensive
resources on disease
prevention, monitoring, and
reporting.
Strategy 3.2: Promote 3.2.1 Encourage local employers 0.08 0.65 0.61 0.05 0.1 0.32
economic recovery and to partner with Carolina
bolster existing PROSPER to receive assistance
healthcare systems. with implementing health and
safety considerations in the
workplace and at work sites.
3.2.2 Partner with academic
institutions to conduct a gap
analysis of public and private
healthcare, mental health, and
substance-abuse service
providers across the County.
3.2.3 Support growth of the
County's healthcare systems
through healthcare focused
workforce development
programs, expansion of
telehealth, and appropriate
liability protections.
3.2.4 Work with non-profit and
public entities to help COVID-19-
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positive individuals, including
those with co-existing
conditions, avoid lifelong debt.
Strategy 3.3: Promote 3.3.1 Continue efforts to 0.09 0.68 0.62 0.05 0.19 0.33
better access to mental improve access to and
and behavioral health destigmatize mental and
services. behavioral health support
services.
3.3.2 Continue efforts to
improve access to and
destigmatize substance-abuse
support services.
3.3.3 Strive to mitigate the
effects of social isolation on
harder-to-reach populations.
3.3.4 Improve mental care and
support for first responders and
medical care providers.
Strategy 3.4: Address 3.4.1 Improve access to 0.06 0.71 0.61 0.06 0.06 0.32
historic or systemic equitably distributed and quality
health disparities. healthcare.
3.4.2 Appoint an advisory
committee to address unique
needs of the disabled,
homeless, non-white,
and other historically
underserved communities with
representation from
affected communities.
Strategy 4.1: Promote 4.1.1 Develop systems to 0.13 0.76 0.68 0.06 0.39 0.39
availability of job connect people to job
opportunities that opportunities in the County.
provide thriving wages or
19
promote increased
quality of life.
Strategy 4.2: Streamline 4.2.1. Streamline and expand 0.19 0.64 0.74 0.1 0.32 0.41
public access to food access to reduce hunger.
government resources or 4.2.2 Establish and advertise an
information across online clearinghouse of non-
jurisdictions. governmental organizations to
improve equitable access to
community resources.
4.2.3 Seek and secure additional
funding to continue essential
emergency support services.
4.2.4 Support coordination
between regional, county, and
municipal transportation
systems to increase access to
services.
4.2.5 Develop continuity of
operations plans that are
connected to municipal plans to
provide critical services
consistently.
4.2.6 Increase equitable access
to high-quality cellular service
and broadband, especially in
rural areas.
Strategy 4.3: Prevent 4.3.1 Establish Public-Private- 0.18 0.65 0.55 0.12 0.13 0.33
widening of the Partnerships to provide low or
achievement gap, no-cost after-school,weekend,
combat the origins of the and summer childcare.
achievement gap, and 4.3.2 Partner with local schools
bridge the digital divide. to provide additional resources
and outreach aimed at
alleviating instability and
20
improving at-home learning
environments.
4.3.3 Partner with schools to
provide extra support for
students with disabilities, and
their families.
4.3.4 Establish scalable
technology support program to
provide free or low-cost
computer and peripheral rentals
through the expansion of the
existing Chapel Hill Laptop
Lending Program.
4.3.5 Provide technology
training on relevant platforms
(e.g., Zoom)to ensure people
are prepared to participate in
remote work, school, doctors'
visits, etc.
Strategy 5.1: Prevent the 5.1.1 Coordinate local planning 0.06 0.52 0.41 0.05 0.13 0.23
deterioration of natural efforts to gather key insights
resources. about how the community
utilizes public spaces and
whether the expansion of public
spaces is necessary.
5.1.2 Monitor and address
indirect impacts from COVID-19
on the natural environment.
5.1.3 Expand programs
educating residents about their
role as stewards of natural
resources and the natural
environment.
21
Strategy 5.2: Provide 5.2.1 Utilize oral histories to tell 0.04 0.52 0.45 0.06 0.16 0.25
virtual or safe/socially the story of the pandemic.
distanced cultural events 5.2.2 Pursue opportunities to
and recreational expand and pool resources
opportunities for all across organizations and
residents. jurisdictions to coordinate and
cross-promote free safe/socially
distanced and virtual activity
offerings.
5.2.3 Support and promote new
community-driven multi-cultural
arts projects that enable
community healing, recovery,
and resilience.
Strategy 5.3: Support 5.3.1 Provide technology 0.08 0.67 0.62 0.04 0.16 0.32
sustainable local training for agricultural
agriculture systems. producers to promote the
utilization of e-commerce and
alternative distribution models.
5.3.2 Strengthen economic
independence for agricultural
producers and reduce reliance
on grants and subsidies.
5.3.3 Work with stakeholder
groups representing producers,
processors, restaurants, supply
chains, food pantries, and
grocery stores to encourage and
incentivize expansion of
sustainable (and when possible,
local)food systems, including
support for families experiencing
food insecurity.
22
Strategy 6.1: Promote 6.1.1 Leverage findings from the 0.06 0.45 0.45 0.03 0.1 0.23
climate change long-term recovery planning
mitigation efforts. process to update climate action
plans across the county.
Strategy 6.2: Build 6.2.1 Establish an active 0.08 0.43 0.48 0.03 0.16 0.25
collaborative programs volunteer network by creating a
between government countywide Voluntary
and the community. Organizations Active in Disaster
group.
6.2.2 Work with academic
institutions to develop a
comprehensive approach to
supporting students in accessing
resources necessary for success.
Strategy 7.1: Support 7.1.1 Develop a 24-hour chat 0.06 0.6 0.69 0.03 0.19 0.34
open lines of portal or hotline for community
communication between members to share concerns or
the public and inquiries.
government. 7.1.2 Align information and
resources for residents impacted
by the COVID-19 pandemic or
other disasters across County
and municipal websites.
7.1.3 Standardize and improve
the process for providing
language translation services to
households with limited English
proficiency for government-
sponsored events or
communications.
7.1.4 Leverage virtual
participation platforms and
assess new means of recording
and enabling participation in
23
public meetings, recognizing not
all solutions will work for all
communities.
Strategy 7.2: Promote 7.2.1 Continue to engage the 0.04 0.48 0.46 0 0.16 0.23
equitable public community, especially
engagement in planning historically marginalized
processes. populations,to ensure this plan
is adapted to meet the evolving
needs of all residents.
7.2.2 Leverage the Government
Alliance on Race and Equity
planning process to establish a
system for and culture of sharing
resources, data, and lessons
learned regionally.
7.2.3 Create campaigns aimed at
educating people about why it is
important to participate in
government planning processes.
Strategy 7.3: Consistently 7.3.1 Develop continuity of 0.54 0.8 0.71 0.06 0.13 0.41
deliver essential operations plans that are
government services. connected to municipal plans to
provide critical services
consistently.
7.3.2 Seek and secure additional
funding to continue essential
emergency support services.
Score/Priority Assignment
AVERAGE
0.23 10.24 0.25 0.26 10.27 10.28 10.29 0.30 0.31 10.32 0.33 0.34 0.35 0.36 0.37 0.38 0.39 0.4 0.41
OrangeCounty
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• Understand the impacts of • Train county, municipal, and • Describe goals, strategies
COVID-19 on economy, non-profit stakeholders on and initiatives to drive
community health, housing, best practices for community-informed
and social services. reimbursement under recovery.
common federal programs.
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IHI• H A G E R TY ORANGE COUNTY • • � p
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Establish a Record
diverse countywide Implement the
Describe and stakeholder strategies and
quantify the group to design associated plan and
impacts of strategies and initiatives in the monitor
COVID-19. initiatives Recovery and community
addressing Transformation needs.
27
How Was the Project Organized ?
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Phase I Phase 2 Phase 3 Phase 4
impacts. Plan.
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Who is Involved in RecoveryPlanning ?
Individuals and organizations participating in the planning effort are experts and
professionals across seven sectors, with over 3o different types of public and non-profit
organizations in each group.
Experts and professionals across these sectors... ...and the public
Human Natural/ Community Intergov.
Economy Housing Health Cultural Affairs&
Services Resources Planning Comms
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How Did the Public Inform the Plan ?
Comments received from the public were included in the plan (see Community InputAnnex) and helped guide
conversations with Orange County and municipal government to finalize the plan. It is essential to understand the public's
priorities, so that recovery stakeholders can fairly distribute available resources to try and meet those priorities.
Virtual Virtual
Workshops Town Halls
Virtual 4%
Virtual
Focus Public
Groups Comment
Form
40*
Virtual Recovery
Surveys Planning
_ Website
Input
8 1 Public Town Hall ,H,. HAGERTY ORANGE COUNTY • �_►�
NORTH CAROLINA
31
How Was Racial Equity Integrated into the Plan?
• • • Community Leader Meetings were held to garner input from communities of
color.
align with
Visionthe Guiding
Public engagement materials were translated into Spanish, Mandarin-
" Chinese, Burmese, and Karen.
efforts .
achieve
social and
racial equity, n Targeted outreach was conducted to encourage communities of color
"project to participate in plan review surveys and meetings.
held a
consistent
focus on
equitable Feedback from communities of color was prioritized in proportion to the
community oil
elevated COVID-19 impacts they faced.
• The planning process was coordinated with the efforts of Orange County's
• Government Alliance on Race and Equity.
9 1 Public Town Hall ,H,. HAGERTY ORANGE COUNTY • ► ?`
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How is the Plan Organized ?
Guiding elision
Goals
Strategies
Initiatives
1 1 I Public Town Hall ORANGE ' • w
IHI' Fi A G E R T Y RANonni CAROLINA • "-
34
What is the Plan ' s Guiding Vision ?
Leverage recovery from the COVID-19
Iandemic to strengthen and transform
Orange County by improving economic
sustainability, providing resources, and
achieving social and racial equity.
.I I- HAGERTY ORANGE COUNTY
35
What are the Goals of the Plan ?
The plan is based on five recovery goals, identified through community input and the gaps
revealed by the Impact Assessment.
Address fundamental needs of all residents;
A Create safe, stable, and affordable housing solutions;
p Promote a dynamic, equitable, and sustainable economic recovery;
Streamline access to community-based resources; and
Combat the negative effects of social distancing to promote community healing.
13 1 Elected Officials Briefing II- H A G E R T Y ORANGE COUNTYHNone CAROLINA .
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36
Strategies & Initiatives: Economic
Provide support for small businesses.
• Provide direct financial support to local businesses when funding is available.
• Create the ability to quickly convert existing local funding programs to support future disaster response and recovery
efforts.
• Establish communication channels between economic development practitioners as well as to and from businesses in
Orange County.
• Provide technical support and business mentorship to small business owners, including e-commerce and other emerging
industries.
Identify and address regulatory barriers to economic recovery.
• Examine and address barriers to starting and expanding small business and provide resources or amend policy to help
businesses overcome these barriers.
• Identify and address policy and infrastructure barriers to remote work and operations,including broadband access.
• Engage operators and regulators to determine which temporary policy changes should be made permanent.
Drive local economic growth and encourage local spending.
• Develop collaborative marketing strategies to bring new business and enhanced local spending to the county.
• Increase the resilience of the county's key industries.
• Provide support to the arts and entertainment industry of Orange County.
• Build a shared understanding that a successful economy equals a successful community.
Strengthen and expand the local workforce.
• Identify and develop targeted training programs for residents to meet the needs of local employers.
IRI- H A G E R T Y ORANGE • p_ u
I NOR=CAROLINA
37
Strategies & Initiatives: Housing
Incentivize the development of affordable and accessible housing.
• Evaluate housing stock,density, and regulations to reinforce policy changes that promote housing development and
increase affordable housing.
• Continue to increase the number of subsidized housing units available locally and promote broader landlord
acceptance of vouchers.
• Track tax foreclosures and evaluate opportunities to purchase property and develop into affordable housing.
Rehabilitate, improve safety, and preserve the affordability of existing housing.
• Investigate opportunities to change the process through which land use designations are reconsidered and adapted.
• Use flexible funding to support timely repairs,weatherization,and rehabilitation of affordable housing units.
• Increase flexible funding to continue efforts to reduce mobile home displacement on rented property.
• Use rehabilitation,repair, or modification to increase the availability of affordable housing compliant with the
Americans with Disabilities Act.
Ensure continuation of and streamlined access to housing support programs, including emergency
housing assistance.
• Expand capacity to support the implementation of solutions that address identified gaps in housing programs and
resources.
• Continue and streamline the provision of emergency housing assistance, eviction diversion, and coordinated entry
programs.
• Continue efforts to end homelessness in Orange County by addressing evolving gaps in the homeless system.
• Partner with health entities to direct funding toward housing as a social determinant of health.
IRI- H A G E R T Y ORANGE COUNTY • tr_ •
I NOR=CAROLINA
38
Strategies & Initiatives: Health
Continue monitoring, testing, and eradicating COVID-19.
• Continue to provide equitable and accessible testing and vaccines for COVID-19 for free or minimal cost.
• Provide transportation to testing and vaccination sites from various locations throughout the county.
• Foster partnerships with educational institutions to develop comprehensive resources on disease prevention,monitoring,
and reporting.
Promote economic recovery and bolster existing healthcare systems.
• Encourage local employers to partner with Carolina PROSPER to receive assistance with improving workplace safety.
• Partner with academic institutions to conduct a gap analysis of public and private healthcare,mental health,and
substance abuse service providers.
• Support growth of the county's healthcare systems through healthcare-focused workforce development programs,
expansion of telehealth, and appropriate liability protections.
• Work with non-profit and public entities to help individuals who are positive with or recovering from COVID-19 avoid
lifelong debt.
Promote better access to mental and behavioral health services.
• Continue efforts to improve access to and destigmatize the use of mental and behavioral health support services.
• Continue efforts to improve access to and destigmatize substance-abuse support services.
• Strive to mitigate the effects of social isolation on harder-to-reach populations.
• Improve mental health care and support for first responders and medical care providers.
Address historic or systemic health disparities.
• Improve access to quality healthcare for historically marginalized communities.
• Appoint an advisory committee to address the unique needs of historically underserved communities with representation
from affected communities.
IHI• HAGERTY ORANGE COUNTY • • C �
NORTH CAROLINA
39
s • • ®
Strategies & Initiatives: Human Services
Promote job opportunities that provide thriving wages or increase quality of life.
• Develop systems to connect people to job opportunities in the county.
• Perform a gap analysis to determine necessary policy changes around minimum wages and subsidized employment
opportunities.
• Streamline and expand food access to reduce hunger.
• Establish and advertise a centralized online database of non-governmental organizations to improve equitable access
to community resources.
• Support coordination between regional, county,and municipal transportation systems by securing additional
funding.
• Increase equitable access to high-quality cellular service and broadband,especially in rural areas.
• Establish public-private partnerships to provide low-or no-cost after-school,weekend, and summer childcare.
• Partner with local schools to provide additional resources and outreach aimed at alleviating instability and improving
at-home learning environments.
• Partner with schools to provide extra support for students with disabilities and their families.
• Establish a scalable technology support program to provide free or low-cost computer and peripheral rentals by
expanding the existing Chapel Hill Laptop Lending Program.
• Provide technology training on relevant platforms to the community.
IRI- H A G E R TY ORANGE COUNTY � � • +��
I NOR=CAROLINA
40
Strategies & Initiatives: Natural & Cultural Resources
Prevent the deterioration of natural resources.
• Coordinate planning efforts to understand how the community utilizes public spaces and whether the expansion of
public spaces is necessary.
• Monitor and address indirect impacts from COVID-19 on the natural environment.
• Expand programs educating residents about their role as stewards of natural resources and the natural environment.
Provide cultural and recreational opportunities for all residents.
• Utilize oral histories to tell the story of the pandemic.
• Pursue opportunities to expand and pool resources across organizations and jurisdictions to coordinate and cross-
promote free and safe activity offerings.
• Support and promote community-driven multicultural arts projects and programs that enable community healing,
recovery, and resilience.
Support sustainable local agriculture systems.
• Provide technology training for agricultural producers to promote the utilization of e-commerce and alternative
distribution models.
• Strengthen economic independence for agricultural producers and reduce reliance on grants and subsidies.
• Incentivize expansion of sustainable local food systems to provide support for families experiencing food insecurity.
IRI- H A G E R T Y ORANGE • t_ y
I NOR=CAROLINA
41
Strategies & Initiatives: Community Planning & Capacity Building
Promote climate change mitigation and adaptation efforts.
• Leverage findings from the long-term recovery planning process to update climate action plans across the county.
Build collaborative programs between government and the community.
• Establish an active volunteer network by creating a countywide Voluntary Organizations Active in Disaster group.
• Work with academic institutions to support student access to resources necessary for their success.
IHI• HAGERTY ORANGE COUNTY S
NORTH CAROLINA
42
some
Strategies & Initiatives: Intergovernmental Affairs & Public Information
Support open lines of communication between the public and local governments.
• Align and streamline information for disaster-impacted residents across local government websites.
• Make it easier for residents that do not speak English very well to engage with local governments.
• Enhance local understanding of how community members interact with government to increase civic engagement.
• Develop a 24-hour chat portal or hotline for community members to share concerns or inquiries.
Promote equitable public engagement in planning processes.
• Continue to engage the community,especially historically marginalized populations,to ensure this plan is adapted to
meet the evolving needs of all residents.
• Build a culture of information-sharing to help improve racial equity planning and implementation outcomes for the
whole county.
Consistently deliver essential government services.
• Develop integrated continuity of operations plans to consistently provide critical services across local governments.
• Seek and secure additional funding to continue essential emergency support services.
IHI• H A G E R TY ORANGE COUNTY • • Y J
NORTH CAROLINA -
Funding
Sources
Research Public Stakeholder
Findings Input Responsibilities
Guidance for Short-Term
Implementation Priorities
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The Role of Elected Officials
Elected officials have an essential role in implementing and socializing the Long-Term
Recovery and Transformation Plan, including the following actions:
• Reviewing the plan.
• Providing input on and endorsing the plan.
• Supporting organizations (Recovery Support Functions) implementing the plan.
• Continuing to represent community needs and elevate the concerns of the most impacted
populations as the plan is revised and maintained as a living document.
0 0 0
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Orange County Long Term Recovery Responses I P(47 1
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Board of County Town Council Board of Commissioners Town Council
Commissioners Town of Chapel Hill Town of Hillsborough Town of Carrboro
Orange County 405 Martin Luther King Jr 101 E. Orange St. 301 W Main Street
300 West Tryon Street Blvd. Hillsborough, NC 27278 Carrboro, NC 27510
Hillsborough, NC 27278 Chapel Hill, NC 27514
Dear Commissioners and Councilmembers,
The Orange County Long Term Recovery and Transformation Plan began as an idea in August of 2020 to envision the
county's recovery from the COVID-19 pandemic.This innovative plan aims to address all sectors of the community and
incorporate the voice of all stakeholders.We truly believe that this is a plan inspired by the community, representing
their needs and concerns.The past year has consisted of meetings,outreach, and revisions to fine tune a
comprehensive plan for the county.
We like to view this plan as a tool; a tool that can be used by various organizations to track their progress on recovery
goals and guide their decision-making. Many initiatives in this plan are already well underway,and this plan serves to
complement their work while providing a lens of equity.
You,as an elected official, play an important role in this process as well.You have a unique understanding of your
community, paired with the ability to serve as a catalyst for monumental change.You have been,and continue to be,
an integral resource for this project, providing feedback on plans for your specific jurisdiction.We have listened to
those ideas and have discussed them with the community members who continue to build this plan.Attached to this
document is the summary of responses to your questions. Our feedback aims to address the main themes in your
questions as well as offers various solutions.
Through collaboration with community partners,we have made a few changes to the plan. One of these changes
includes repositioning the Cultural Resources into the Economic Recovery Support Function.This change helps to
streamline Initiative 5.2.3:Support and promote community-driven multicultural arts projects and programs that
enable community healing, recovery,and resilience. By separating arts from natural resources,we are allowing for a
stronger focus on both of these individual support functions.We also want to place an emphasis on this plan being built
from an equity lens. In the initial development of the plan,we created a strategy prioritization methodology.This
planning process heavily drew from the Government Alliance on Race and Equity's(GARE) racial equity tool
methodology to inform the process used to create the plan.To the greatest extent possible,the plan itself draws
directly from,and prioritizes the input of those residents most impacted by the pandemic,our communities of color.
We greatly value your cooperation in this project,and look forward to working alongside you to support the goal to
strengthen the County's critical physical,social,and institutional systems—while creating a brighter future for all
residents.
Sincerely,
The Project Management Team
Rebecca Buzzard—Special Projects Manager,Carrboro Travis Myren—Dep.County Manager,Orange County
Margaret Hauth—Planning Director,Hillsborough Sarah Pickhardt—Dep. EM Coordinator,Orange County
Annette Moore—Director of Human Rights and John Richardson—Community Resilience Officer,Chapel Hill
Relations,Orange County Kirby Saunders—ES Director,Orange County
ORANGE COUNTY • � * ���r �
Orange County Long Term Recovery Responses I P48 2
RSF 1:Economic
Timelines and costs will vary depending on the initiative.
Do we have information about Some initiatives such as providing emergency resources for
General timelines and costs? small businesses have already been initiated. Others will
require time for planning,governing board review, and
potential resource allocations.
Can we provide more specifics about Yes.This strategy is still under development.As it becomes
Strategy 1.1 capitalization for minority more clearly defined, more details will be available.
businesses(e.g., Cuyahoga,OH)?
Yes.The overall Long Term Recovery Plan was created using
Initiative 1.1.1
Include BIPOC and women owned a racial equity framework. BIPOC and women owned
businesses businesses will be prioritized as implementation plans are
created.
Include BIPOC and women owned
Initiative 1.1.4 businesses
See above.
We need to focus on economic
Strategy 1.2 development for people who See above.
haven't been prioritized in the past
and avoid the"trickle-down theory"
Include'buy local'as an initiative; A buy local focus will be integrated in small business
Strategy 1.3 many shifted to online purchasing strategies as well as providing technical assistance to local
during the pandemic businesses to compete in a virtual/online marketplace.
What initiatives are there about Section 5.3 addresses strategies to support sustainable local
increasing buying local agricultural systems.Some of the strategies identified in
Strategy 1.3 foods/supporting the local food Section 5.3 are clearly related to broad economic recovery
supply chain?(see food council's and resiliency.The Economic Recovery RSF will work with
work) the Natural and Cultural Resources RSF to create
implementation plans for those strategies that overlap.
What kind of industries do we hope This is a policy question that will need to be addressed by
Initiative 1.3.1 to attract? the governing boards.The strategy was not created to target
any specific sector.
RSF 2:Housing
Timelines and costs are variable. Each initiative has
General Do we have information about estimated times and costs will be identified.These estimates
timelines and costs? will be based on historical program performance and
estimated community need.
Low affordable housing inventory-
need to increase units. Missing A wide range of housing options(types, locations,etc.)are
Initiative 2.1.1 middle/progressive size/diversity of needed to increase affordable housing. Language will be
housing all need to be considered modified to address this.
and zoning changed to allow for this.
ij
ORANGE N COUNTY 0 * tr
Orange County Long Term Recovery Responses I P49 3
Can we change the wording"Track
tax foreclosures and evaluate Possible rewording: Evaluate existing(town-owned)and
Initiative 2.1.3. opportunities to purchase property new opportunities to develop property into affordable
and develop into affordable housing, including tracking tax foreclosures.
housing"
Initiative 2.1.3. Potential partnering organizations Add Habitat and EmPOWERment to list of partnering
organizations.
Officials want to see this section talk Reviewers agreed that the inclusion of wealth accumulation
Section 2.2 more about empowering home is an important component of home ownership support and
ownership and low-interest loans racial equity.Add language to this effect.
Initiative 2.2.4 Potential partnering organizations Add Department on Aging and UNC Partnerships in Aging to
potential partnering organizations.
Initiative 2.3.1 Potential partnering organizations Add Justice United to Potential Partnering Organizations.
Initiative 2.3.1 Potential partnering organizations Include IFC to Potential Partnering Organizations if
Community Link is added.
I would like to see this decoupled
from AMI in some way,which is how Area Median Income is the standardized and recognized tool
some of the County's programs for income qualification. Needs assessments take into
Initiative 2.3.2 currently are framed.A lot of account other factors as well. Eligibility for programs that
people,even those making above spend public money must include some determination of
AMI, live paycheck to paycheck.This benefit for"low income persons."
should be based on need rather
than using means testing.
Add NC division of mental health,developmental disabilities,
Initiative 2.3.4 Potential partnering organizations and substance abuse services to Potential Partnering
Organizations.
RSF 3:Health
Do we have information about
General Unknown at this time.
timelines and costs?
Does telehealth expansion only Encourage the incorporation of telehealth beyond just
Initiative 3.2.3 apply for during the pandemic or for COVID response. UNC Health plans to continue telehealth
future uses? outside of COVID. Expanding telehealth might prevent ED
visits and increases access.
Currently, UNC Health (and most healthcare providers) is
seeing shortage of respiratory therapists. Meeting this need
Define what support for healthcare by cross-training individuals to help support
Initiative 3.2.3 shortage. Broadening/expanding training. Orange County is
community means currently unable to provide workforce training due to
budget restraints. Recommend expanding this for staff
development.
This section begs the question of Some of this is in process with the Health Equity Council
who is doing the appointing to this (representation from historically marginalized communities)
committee?Which department and is largely coordinated through the Health Department.
Initiative 3.4.2 would it fall under?Is this This has recently been expanded with the Human Services
completely appointed by the BOCC, Consulting Group for vaccinations-the groups have recently
or is it in conjunction with the merged.The Towns have representation on this group. UNC
Towns? Health also continues to explore engagement with Dr.
ORANGE NTY !
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Orange County Long Term Recovery Responses I P50 4
Wohl's initiative with medical school. UNC Health supports
future partnerships. Orange County EMS community
paramedics continue to support this as well.
RSF 4: Human Services
General Do we have information about A gap analysis is necessary to determine what is necessary, a
timelines and costs? timeline and the costs.
Add Affordable day care to This list is not inconclusive of everything needed. Need to be
Strategy 4.2 community resources for Strategy
thinking of streamlining all possible services.
4.2
All of Orange County institutions should work together to
Increase public participation in break down systems of inequity. Both schools systems have
Orange County Schools Equity Task equity teams working on diversity,equity and inclusion.The
Strategy 4.3 Force: Does Chapel Hill have one of overall goal would be for both schools systems to join with
these? If not,then this should be a the County and Towns to work on the Countywide Racial
target. Equity Plan. Include UNC and Durham Tech in the
Countywide Racial Equity Plan.
Who would administer this
program?Is the expansion just for
Chapel Hill,or the whole county?
Are non-Chapel Hill residents eligible Expand the program to be a countywide laptop lending
a
Initiative 4.3.4 presently? a it's to be program. Convene a task force to determine
expanded/taken over by the County capacity, needs and the network best to deliver the service.
then the name also needs to change
to something that's easier received.
RSF 5:Natural and Cultural Resources
Arts has several projects with timelines. Initiative 5.1.1 is a
Do we have information about discrete project but will need to be updated to remain
General timelines and costs? current. Initiative 5.1.2 is a discrete project and will need
resources,so may take time to implement. Initiatives 5.1.3,
5.2.2,5.3.2,and 5.3.3 are on-going.
What initiatives are there about
increasing buying local
Strategy 5.3 foods/supporting the local food Examine Carrboro's local practices for additional guidance.
supply chain?(see food council's
work)
RSF 6:Community Planning and Capacity Building
Each jurisdiction is actively planning and/or implementing a
climate action plan.As a result,timelines and costs are still
being developed for the climate related strategy, below.This
RSF group sees impending federal funding opportunities as a
General Do we have information about key driver to expand on this and other climate action efforts.
timelines and costs? To support recovery, it will be important that this work both
address climate action and advance equity across the
county.Several jurisdictions have begun to set aside funding
for climate action and plans show that more resources are
needed across the county to reach our collective goals.
ORMGIE COUNTY !
hNtl li cl�1I Cv�
Orange County Long Term Recovery Responses I PC51 5
RSF 7: Public Information&Intergovernmental Affairs
Will include submissions as a packet for all governing bodies
How will the initiatives be funded to consider during their annual budget considerations-if
General and is there a connection to the applicable.Grant opportunities and one-time funding
Town's budget?
sources will be sought as well.
ORANGE COUNTY • � * ��� �
it,.l Vx. iVvl l:
• Existing Plans
Analysis & Trends Transeptua Proposed Draft Final Transit
Network ' Ridership � Scenarios � Transit Network Network& Plan
Needs
Development Funding
52
PROJECT SCHEDULE
� PLAN
ADOPTION
• Public Input Public Input
• Polic Steerin Policy Steering
Outreach & y g Committee(PSC) Policy Steering
Committee (PSC) � Committee(PS
En a ement Transit Service Transit Service Transit Service
g g Providers Providers
Providers
Spring • •
53
REMAINING PROJECT SCHEDULE
TASK DATE
Task 6A: Engagement Wave 2 Materials and Preparation Jan. 2022
Task 613: Virtual and In-Person Wave 2 Engagement Strategies Feb. 2022
Task 6C: Draft summary engagement themes End of Feb. 2022
Task 6D: Final summary engagement themes Early Mar. 2022
Task 11: PSC Work Session 2 Early Mar. 2022
Task 7A: Implementation Plan and Schedule Methodology Memo Mid Feb. 2022
Task 713: Draft Implementation Plan and Schedule End of Feb. 2022
Task 7C: Final Implementation Plan and Schedule End of Mar. 2022
Task 8A: Annotated outline and design template End of Dec. 2021
Task 813: Draft final report End of Mar. 2022
Task 11: PSC Work Session 3 Early Apr. 2022
Task 3C: Final final report End of Apr. 2022