HomeMy WebLinkAboutAgenda 03-10-22; 1 - Boards and Commissions – Annual Work Plan Summaries 1
ORANGE COUNTY
BOARD OF COMMISSIONERS
ACTION AGENDA ITEM ABSTRACT
Meeting Date: March 10, 2022
Action Agenda
Item No. 1
SUBJECT: Boards and Commissions — Annual Work Plan Summaries
DEPARTMENT: Board of Commissioners
ATTACHMENT(S): INFORMATION CONTACT:
Annual Work Plan Summaries Clerk's Office, 919-245-2130
PURPOSE: To provide feedback and/or direction on the first group of boards and commissions'
annual work plan summaries with their Chairs (or representatives) in attendance. (A second
group of boards and commissions' annual work plan summaries is scheduled for the Board's April
14, 2022 work session.)
BACKGROUND: In the past, as part of the Board of Commissioners' annual planning and goal
setting retreats, the Board requested and reviewed/provided feedback on annual plan summaries
from the County's internal boards and commissions. This information provided the Board with a
yearly overview of the boards and commissions and their projected goals for the upcoming year.
This particular process ended in 2007. The Board decided at its April 13, 2010 meeting to
reinstate this process independent of the Board's annual retreats.
Boards and Commissions Represented at this meeting:
Board Name Representative(s) Presenting
Orange County Board of Adjustment Leon Meyers
Orange Unified Transportation Board Erik Broo
Orange County Planning Board Lamar Proctor
Economic Development Advisory Board Estella Johnson
Chapel Hill Orange County Visitors Bureau Advisory Board Sharon Hill & Laurie Paolicelli
Human Relations Commission Frances Castillo
Orange County Housing Authority Board Corey Root
Affordable Housing Advisory Board Jenn Sykes
Alcoholic Beverage Control Board Tony DuBois
Animal Services Advisory Board Ed Tiryakian & Bryan Stuart
FINANCIAL IMPACT: There is no financial impact associated with providing feedback and/or
direction on the boards and commissions' annual work plan summaries.
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SOCIAL JUSTICE IMPACT: The following Orange County Social Justice Goal is applicable to
this item:
• GOAL: ENABLE FULL CIVIC PARTICIPATION
Ensure that Orange County residents are able to engage government through voting and
volunteering by eliminating disparities in participation and barriers to participation.
ENVIRONMENTAL IMPACT: There is no Orange County Environmental Responsibility Goal
impact associated with this item.
RECOMMENDATION(S): The Manager recommends the Board review the annual work plan
summaries from boards and commissions and provide feedback and/or direction.
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NAME OF BOARD/COMMISSION Board of Adjustment
Report Period 2021 Calendar Year
ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS
ANNUAL REPORT/ WORK PLAN FOR THE COUNTY COMMISSIONERS
The Board of Commissioners appreciates the dedication of all the volunteers on
their boards and commissions and welcomes input from various advisory boards
and commissions throughout the year. Please complete the following
information, limited to the front and back of this form. Other background
materials may be provided as a supplement to, but not as a substitute for, this
form.
Board/Commission Name: Board of Adjustment
Person to address the BOCC at work session- if applicable- and contact
information: Craig Benedict, Planning and Inspections 919-245-2592
Primary County Staff Contact:
Craig Benedict, Planning and Inspections 919-245-2585
(Secondary Contact/Admin support to the board: Elaina Cheek 919-245-2585)
How many times per month does this board/commission meet, including
any special meetings and sub-committee meetings?
The Board meets on an as needed basis, typically the second Monday of each
month. There are no sub-committees associated with the Board of Adjustment.
Brief Statement of Board/Commission's Assigned Charge and
Responsibilities.
Review development applications requiring the issuance of a Class B Special
Use Permit, Variance requests, or appeals of decisions made by the Planning
Director.
What are your Board/Commission's most important accomplishments?
The continuous processing of various applications, in a courteous,
professional manner, consistent with the requirements of both the
County's Unified Development Ordinance and the applicable provisions of
State law.
List of Specific Tasks, Events, or Functions Performed or Sponsored
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Annually.
None
Describe this board/commission's activities/accomplishments in carrying
out BOCC goal(s)/priorities, if applicable.
The Comprehensive Plan suggests the development be processed in a fair and
equitable manner. The Board of Adjustment operates in a strong quasi-judicial
framework.
The Board of Adjustment is not a direct creation of the BOCC but is a statutorily
required body designed to serve a myriad of functions including the review,
interpretation and application of development regulations.
While some of their actions are based on the wording of the adopted 2030
Comprehensive Plan they are required to review requests, most notably variance
and appeal applications, on a case by case basis in accordance with specific
provisions of the Unified Development Ordinance. There is always a likelihood
the Board may determine there are errors within staff decisions and development
regulations potentially requiring action by the BOCC to address.
The BOCC, like any aggrieved party, has the option of appealing the Board's
decisions to Superior Court for judicial review.
Describe the collaboration relationship(s) this particular board has with
other advisory boards and commissions?
The Board of Adjustment is an autonomous group that operates independently
from other Board's. As an example while the Planning Board may coordinate the
review of a text amendment with the Commission for the Environment, the Board
of Adjustment does not collaborate or review specific matters within any outside
entity. Their purpose is to take specific action with respect to the processing of
certain permits (i.e. Class B Special Use Permits) or in the review of local
Planning staff decisions as they relate the enforcement and interpretation of the
UDO. The Board of Adjustment can recommend the BOCC look at specific items
but as a general rule there is no collaboration with any other advisory body.
If your board/commission played the role of an Element Lead Advisory
Board involved in the 2030 Comprehensive Plan preparation process,
please indicate your board's activities/accomplishments as they may relate
to the Comprehensive Plan's goals or objectives.
(The Element Lead Advisory Boards include: Planning Board, EDC,
OUTBoard, Commission for the Environment, Historic Preservation
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Commission, Agriculture Preservation Board, Affordable Housing Board,
Recreation and Parks Advisory Council)
The Board did not play the role as detailed herein.
Identify any activities this board/commission expects to carry out in 2022
as they relate to established BOCC goals and priorities. If applicable, is
there a fiscal impact (i.e., funding, staff time, other resources) associated
with these proposed activities (please list).
Continued professional and courteous processing of applications consistent with
the requirements of the UDO and State law, training as necessary.
What are the concerns or emerging issues your board has identified for the
upcoming year that it plans to address, or wishes to bring to the
Commissioners' attention?
None
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NAME OF BOARD/COMMISSION
Orange Unified Transportation Board (OUTBoard)
Report Period January 2021-December 2021
ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS
ANNUAL REPORT/ WORK PLAN FOR THE COUNTY COMMISSIONERS
The Board of Commissioners appreciates the dedication of all the volunteers on their
boards and commissions and welcomes input from various advisory boards and
commissions throughout the year. Please complete the following information, limited to
the front and back of this form. Other background materials may be provided as a
supplement to, but not as a substitute for, this form.
Board/Commission Name:
• Orange Unified Transportation Board (OUTBoard)
Person to address the BOCC and contact information:
• Erik Broo — OUTBoard Chair - erikbroo(a_gmail.com
Primary County Staff Contact:
• Primary administrative and professional support for OUTBoard
o Nishith Trivedi, Transportation Planner
• Additional professional support for OUTBoard
o Thomas Ten Eyck, Land Use/Transportation Planner
• Burlington-Graham Metropolitan Planning Organization (BG MPO) and
Durham-Chapel Hill-Carrboro (DCHC) MPO
o Nishith Trivedi, Transportation Planner
• Triangle Area Rural Planning Organization (TARPO)
o Thomas Ten Eyck, Land Use/Transportation Planner
• Secondary Administrative
o Tina Love, Administrative Assistant
• Planning Department Management:
o Craig Benedict, Planning Director
o Tom Altieri, Comprehensive Planning Supervisor
• Orange County Public Transit (OCPT) and Transit Advisory Services (TAS)
Management
o Theo Letman, Director
o Allyson Coltrane, Transportation Services Manager
o TeLeishia Holloway, Transportation Administrator
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How many times per month does this board/commission meet, including any
special meetings and sub-committee meetings?
• Once per month — third Wednesday — or as needed to address items that
require action consistent with its Charge and Duties as specified in the
OUTBoard Rules and Procedures, Sept 9, 2016. The Board met five times in
2021.
Brief Statement of Board/Commission's Assigned Charge and Responsibilities.
The OUTBoard is charged with advising the BOCC on the planning and programming of
transportation infrastructure improvements and other County transportation planning
initiatives, as directed by the Board.
The OUTBoard may be directed to provide input on regulations on which the Planning
Board has primary statutory and local ordinance advisory duties. In such instances, the
OUTBoard shall serve in an advisory capacity to the Planning Board.
What are your Board/Commission's most important accomplishments?
In 2021, the OUTBoard has:
1. Made recommendations on Orange County Comprehensive Transportation Plan
(CTP) in Durham-Chapel Hill-Carrboro Metropolitan Planning Organization (DCHC
MPO) as the MPO updated its CTP.
2. Discussed regular updates on North Carolina Department of Transportation
(NCDOT) Division 7 currently implemented projects in Orange County.
3. Participated in the BG MPO 2045 Metropolitan Transportation Plan (MTP) Update.
4. Completed all work outlined by the Bicycle Safety Research Action Plan.
5. Received the Orange Grove Road Municipal School Transportation Assistance
(MSTA) report from NCDOT.
TAS accomplished the following:
1. OCPT Quarterly Operational Statistics, including ridership data.
2. Implementation of a new route, the Orange Alamance connector, that provides
midday service from northern Hillsborough out to Cone Health facility in Mebane,
then back to southern Hillsborough, and through the heart of the historic
downtown area.
3. NCDOT compliance and safety audit results for OCPT, Department of Aging
contractor audits, and Department of Social Services audits as a Medicaid
contractor, required for certification as a Medicaid provider.
4. Transit Scheduling and Planning Software upgrades and procurements.
5. Orange County commuter options.
6. Mobility on Demand service pilot program, through collaboration with Transloc/
Ford and NC State University Research grant.
7. Awarded the 5339 bus and bus facilities grant to purchase up to 3 electric buses
and will be replacing up to 10 of its older buses with new clean diesel buses
through funding from NCDOT.
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List of Specific Tasks, Events, or Functions Performed or Sponsored Annually.
1. Continue pursuing small transportation projects through non-STIP funding.
2. Continue improving coordination, collaboration and comprehensive transportation
planning with local, regional, state and federal agencies.
3. Continue improving upon countywide multimodal safety assessment and determine
unique ways Orange County can help meet MPO safety performance measures and
targets.
4. Continue Bicycle Safety implementation through educational and outreach
opportunities.
5. Continue pursuing all funding sources for County transportation priorities and track
status of project implementation.
6. Continue monitoring locally and regionally adopted plans for updates and
amendments like Orange County plans, Comprehensive Transportation Plan,
Metropolitan Transportation Plan and others.
7. NCDOT's bi-annual STIP
a. 1st year, recommend to BOCC Orange County's transportation priorities for
MPO/RPO SPOT consideration.
b. 2nd year, provide comments on the draft STIP
8. Regularly review NCDOT implemented projects and MPO/RPO activities.
9. Bi-annually review Small Projects Program for non-STIP funding.
10.Quarterly discuss any OCPT and TAS activities.
11.BOCC initiatives as assigned.
12.OUTBoard membership, offices and other items assigned by the BOCC.
Describe this board/commission's activities/accomplishments in carrying out
BOCC goal(s)/priorities, if applicable.
• Priority 6: Develop plan and tools to improve how County and citizens communicate
with each other; foster two-way exchange.
o Regularly update Transportation Planning and OUTBoard website
o Update County Transportation Projects Map
o Publish online all public meeting notices issued by local, regional and state
agencies related to transportation plan and projects in the County
• Priority 20: Support transit, pedestrian, and bicycle facilities and other alternatives to
the single passenger automobile.
o Ensure transit, bicycle, and pedestrian facilities are addressed in each
transportation plan, project, and program.
o Quarterly discuss County transit activities with OCPT and TAS.
o Participate in addressing bicycle and pedestrian safety along Orange Grove
Road and other corridors.
o Actively participate in states SPOT/STIP process as well as MPO/RPO
activities ensuring multimodal issues are addressed.
Describe the collaboration relationship(s) this particular board has with other
advisory boards and commissions?
OUTBoard meets quarterly with TAS & OCPT and other County Department staff
(Aging, DSS, Housing, Human Rights and Community Development, Health, and Child
Support Enforcement) to address transit activities.
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Identify any activities this board/commission expects to carry out in 2022 as they
relate to established BOCC goals and priorities. If applicable, is there a fiscal
impact (i.e., funding, staff time, other resources) associated with these proposed
activities (please list).
Following tasks are part of OUTBoard's current work plan.
1. Participate in aspects of the US 70 Multimodal Corridor Study — Data collection,
analysis, and recommendations for potential multi-modal (bike, pedestrian, transit,
freight, rail, highway) projects. This includes public outreach, OUTBoard review, and
recommendations to the BOCC for its action.
2. Participate in the DCHC MPO 2050 Metropolitan Transportation Plan. This includes
commenting on the Draft Plan.
3. Data collection and recommendations to Phase II of NCDOT Municipal School
Transportation Assistance (MSTA) study for pedestrian safety improvements at
Cedar Ridge High School and Grady Brown Elementary School.
What are the concerns or emerging issues your board has identified for the upcoming
year that it plans to address, or wishes to bring to the Commissioners' attention?
1. Review NCDOT's revised implementation process of its new Complete Streets
Policy.
2. Review the Vision Zero program similar to Robeson County for any applicability to
Orange County's planning jurisdiction.
3. Monitor connectivity and infrastructural changes with the local jurisdictions,
surrounding counties, regional agencies, and along utility easements in order to
create a more comprehensive multimodal transportation system.
4. Work with NCDOT to promote funding of multimodal projects in rural areas to a
greater degree.
5. Promote alternative transportation modes during peak hours via public-private
partnerships through County TDM Program.
6. Continue work with NCDOT in completing pedestrian counts as a function of the
Municipal Schools Transportation Assistance (MSTA) study conducted at Grady
Brown Elementary School and Cedar Ridge High School and share findings from the
final report.
7. Improve transportation planning process by encouraging local schools and other
public agencies to be more involved through public engagement.
8. Pursue alternative means of addressing local match and local administration
requirements for non-highway projects when plausible options exist for rural, low-
density areas of the County; at the same time, encourage municipal partners to
pursue similar options in urbanized, higher-density municipal areas.
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NAME OF BOARD/COMMISSION: Planning Board
Report Period: 2021 calendar year for annual report; 2022 calendar year for work plan
ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS
ANNUAL REPORT/ WORK PLAN FOR THE COUNTY COMMISSIONERS
The Board of Commissioners appreciates the dedication of all the volunteers on their
boards and commissions and welcomes input from various advisory boards and
commissions throughout the year. Please complete the following information, limited to
the front and back of this form. Other background materials may be provided as a
supplement to, but not as a substitute for, this form.
Board/Commission Name: Planning Board
Person to address the BOCC and contact information: David Blankfard, Chair, (919)
259-9671, blankfard(cDhotmail.corr, (Note: the Planning Board elects a Chair and
Vice-Chair every January; if the Chair changes in January 2022, the 2022 Chair would
be the presenter)
Primary County Staff Contact: Craig Benedict, Planning Director; secondary contact:
Perdita Holtz, Planner III (Planning Systems Coordinator)
How many times per month does this board/commission meet, including any special
meetings and sub-committee meetings? Generally once per month for a regular
meeting + optional Ordinance Review Committee (ORC) or training session (ORC
or training sessions occur on the same evening as the regular meeting several
times a year). All meetings in 2021 were conducted via Zoom.
Brief Statement of Board/Commission's Assigned Charge and Responsibilities.
Under the authority of NC General Statute, the BOCC created the Planning Board
to embark upon a continuing planning program, including but not limited to the
preparation and maintenance of a Comprehensive Plan for Orange County, in
protection of the public health, safety, and general welfare of present and future
residents and businesses, landowners and visitors. The duties of the Planning
Board are listed in Section 1.6.3 of the Unified Development Ordinance.
What are your Board/Commission's most important accomplishments?
In 2021, the Planning Board accomplished the following:
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• Reviewed and made a recommendation on a REDA conditional district
application for Rougemont Storage.
• Reviewed and made a recommendation on UDO Text Amendments
pertaining to new state statute "1601)"
• Reviewed and made a recommendation on an applicant-initiated request to
amend the Future Land Use Map and Zoning Atlas on 2.72 acres on NC
Highway 86, south of the Town of Hillsborough.
• Reviewed a major Subdivision Concept Plan for Pyewacket subdivision and
provided comments to the applicant. (Note: the application was later
withdrawn before proceeding further in the review process).
• Reviewed and made a recommendation of Future Land Use Map and
Zoning Atlas amendments in the Eno EDD.
• Reviewed and made a recommendation on UDO text amendments
regarding the decriminalization of land use ordinance violations.
• Completed several training sessions offered by Planning staff.
List of Specific Tasks, Events, or Functions Performed or Sponsored Annually.
• Monthly Planning Board meetings
• Ordinance Review Committee (ORC) meetings and special meetings as
required
• Review applications for Unified Development Ordinance text amendments,
Zoning Atlas amendments, and major subdivisions, and provide
recommendations to the BOCC
• Develop and recommend policies, ordinances, administrative procedures and
other means for carrying out plans
• Coordinate with staff on ongoing planning updates, changes, and new
techniques
Describe this board/commission's activities/accomplishments in carrying out BOCC
goal(s)/priorities, if applicable.
The Planning Board is involved in the ongoing implementation of the 2030
Comprehensive Plan and any potential regulatory revisions resulting from
updates to BOCC priorities.
Describe the collaboration relationship(s) this particular board has with other advisory
boards and commissions?
In 2021, there was not direct collaboration with other advisory boards (e.g., joint
meetings) due to constraints imposed by COVID-19. However, at some point in
the near-term, there will need to be an evaluation of available Census 2020 and
perhaps an appraisal report of the Orange County 2030 Comprehensive Plan,
which was adopted in 2008. This work would likely involve multiple departments
and advisory boards.
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Going forward, the Planning Board suggests a larger role in working jointly with
other relevant advisory boards on collaborative issues.
Identify any activities this board/commission expects to carry out in 2022 as they relate
to established BOCC goals and priorities. If applicable, is there a fiscal impact (i.e.,
funding, staff time, other resources) associated with these proposed activities (please
list).
The Board will continue its work in partnership with staff to further BOCC
priorities, some of which may emerge at the January 2022 BOCC retreat (not in
priority order):
1. 2030 Comprehensive Plan Review and Report, Including Presentation of 2020
Census data and County snapshots: Staff anticipates reviewing and presenting
the available 2020 Census data in 2022 to help inform staff recommendations or
options for the scope and any budget implications of a potential Comprehensive
Plan Update.
2. Community Outreach: Develop a "Planning 101" public outreach program to
endeavor to educate the public regarding land use planning and zoning, particularly
in/near areas of the county designated for growth.
3. Affordable and Senior Housing, including Co-Housing: On-going need for
affordable housing opportunities, including mobile home parks and senior housing,
in the county. Continue to work with the Housing and Community Development
Department on the Affordable Housing Strategic Plan and develop any necessary
regulatory amendments that will further the plan.
4. Zoning Atlas Amendment — Lower Eno Protected Watershed Protection
Overlay District: Zoning Atlas amendments are necessary to address the City of
Durham's relocation of a public water intake. The amendments are anticipated in
2022.
5. Planning Board Processes: Discuss, and refine if determined appropriate, the
process the Planning Board uses to propose/add conditions to conditional zoning
district reviews during a meeting.
6. UDO Amendments Related to Stormwater: Staff has identified necessary
amendments to the UDO regarding stormwater issues and plans to bring forward
amendments in 2022.
7. UDO Amendments Related to Signage: As a result of recent court decisions, Staff
has determined amendments are necessary to the UDO regarding signage and
plans to bring forward amendments in 2022.
8. UDO Amendments Related to Private Roads: Staff has identified amendments to
the UDO to update out-of-date development requirements for private roads and
plans to bring forward amendments in 2022.
9. Continue Training for Planning Board Members: Planning staff will continue to
offer training to Planning Board members on an as-needed basis. Suggestions on
additional topics for training are welcome.
10.Legislative Changes: Amend regulations as necessary in response to legislative
changes at the State level.
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11.Analysis of and Revisions to the Economic Development Zoning Districts and
Regulations: In support of economic development efforts, staff is currently working
on an analysis on how to best revise the existing economic development zoning
districts to streamline the numerous districts into fewer districts that would apply to
all three economic development districts (EDDs).
12.Water and Sewer Management, Planning, and Boundary Agreement Map
Amendments / Reconciliation of Future Land Use Map (FLUM)/Zoning Lines:
Work with WASMPBA partners to bring forward amendments to reconcile
discrepancies in the WASMPBA "Primary Service Area," County Future Land Use
Map (FLUM)/Zoning lines, and any discrepancies on similar municipal maps.
13.2022 BOCC Retreat: Any priorities that emerge at the January 2022 BOCC retreat.
What are the concerns or emerging issues your board has identified for the upcoming
year that it plans to address, or wishes to bring to the Commissioners' attention?
1. Wireless and Broadband Access: Wireless and broadband access continues to
be a challenge in many portions of Orange County.
2. Climate Change: Encourage builders to take into account long-term changes; for
example: encourage building locations well beyond the 100-year floodplain to
account for possible increases in flooded areas. Encourage better building
standards to withstand stronger storms. Ensure public water availability during times
of extended droughts. Be mindful of deforestation/clear cutting and the destruction
of ecosystems.
3. Growth of Mebane into Western Orange County: The continued growth of
Mebane has created uncertainty for area residents. Agreements with Mebane
should be pursued to ensure residents have a better idea of future plans and growth
areas.
4. Energy: Continue to allow solar arrays in appropriate areas, perhaps performing a
reanalysis of Iocational criteria. Revisit energy information in the County's
Comprehensive Plan to expand information on the variety of energy types (DEAPR
is the lead Department on this Element of the Comprehensive Plan).
5. Watershed Review and Implications of County vs. State Watershed
Delineations: Review the County and State watershed delineation lines and the
implications of current differences. Modify rules if determined. Include as adjunct
regulations, storm water standards. Be mindful of any lessened watershed
protection measures.
6. Rural Enterprises: Determine need to address innovative water & sewage disposal
issues in the Rural Activity Nodes to encourage development in these nodes.
Evaluate non-residential acreage thresholds and determine if changes are
necessary.
7. Transportation Issues: Continue to evaluate the need for better public transit in
rural areas, including senior citizen mobility, transit dependent and commuter
populations. Determine if rural "transit oriented development" could be hubs of
transit located in the rural community nodes. Accent focus on transit dependent
populations and their connection to other transit infrastructure.
8. Long-Term Planning for Potable Water and Waste Disposal: Planning for
potable water and waste (wastewater and solid waste) should continue to be a topic
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for study (i.e., supportive infrastructure analysis) and discussion as growth in Orange
County continues. Discuss with OWASA, Hillsborough, Mebane, and Durham the
potential of their respective water and sewer infrastructure and whether they have
interest in/ability to expand their infrastructure.
9. Post-COVID Needs: Evaluate planning-related changes that emerge post-COVID
and respond appropriately.
s
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NAME OF BOARD/COMMISSION:
Economic Development Advisory Board
Report Period:
January 1 —December 31, 2021
ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS
ANNUAL REPORT/WORK PLAN FOR THE COUNTY COMMISSIONERS
The Board of Commissioners appreciates the dedication of all the volunteers on their
boards and commissions and welcomes input from various advisory boards and
commissions throughout the year. Please complete the following information, limited
to the front and back of this form. Other background materials may be provided as a
supplement to, but not as a substitute for, this form.
Person to address the BOCC at work session and contact information:
John Morris (Chair)
Owner&President- Morris Commercial, Inc., Chapel Hill NC
Mobile Tel# (919) 417-2492
jmorris(d),morriscommercial.com
Sharon Hill (Vice Chair)
Owner—Sharon Hill International, Chapel Hill NC
Work Tel# (702) 429-5099
sharongsharonhillintemational.com
Primary County Staff Contact:
Steve Brantley, Director, Orange County Economic Development
Work Tel# (919) 245-2326
sbrantley(c,oran eg countync.gov
Amanda Garner, Assistant Director, Orange County Economic Development
Work Tel# (919) 245-2330
agarnergoran ec�ountync._goy
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How many times per month does this board/commission meet, including any
special meetings and sub-committee meetings?
• Six (6) advisory board meetings were held in 2021: January 20, March 17, May
18, July 21 and November 9. The board's normal meeting schedule convenes
approximately(6) times per year(second Tuesday of every other month).
• For 2022, six (6) virtual meeting dates have been scheduled for January 11,
March 8, May 10, July 12, September 13 and November 8.
• The Orange County Small Business Grant subcommittee, comprised of 5
members of the full advisory board, met quarterly throughout 2021 to review
and score all business grant applications that were received during the year.
Those meeting dates are generally held on the same dates as the advisory
board's regularly scheduled meetings. (Five members' service on the small
business grant subcommittee will continue in 2022).
• One member of the advisory board also participated in 2021 for the quarterly
reviews of local farmers' and food producers' applications that were submitted
to the Orange County Agriculture Grant program. (One member's service on
the agriculture grant subcommittee will continue in 2022).
Brief Statement of Board's Assigned Charge and Responsibilities.
• The Advisory Board works closely with Orange County's Economic
Development staff and other economic development partners in Orange County
to help market Orange County as a desirable and competitive location for the
recruitment &retention of small business ventures, to include agriculture and
food processer ventures, the Piedmont Food Processing Center, the Breeze
Farm Incubator Program., and the promotion of new & expanding capital
investment for non-residential (retail, commercial, light manufacturing and
distribution/logistics) business prospects which make a meaningful impact to
creating new employment opportunities, and diversify the tax base.
• The Advisory Board supports the growth and recruitment of agricultural and
food processing systems local businesses, the promotion of entrepreneurial
talent via the "LAUNCH"high-tech incubator facility in Chapel Hill, the
Piedmont Food&Agriculture Processing facility(PFAP) in Hillsborough, and
through the expansion of new, high-technology employment opportunities.
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• Help guide the County with the long-term economic recovery of Orange
County's residents and businesses to recover from the significant financial
challenges that the COVID-19 pandemic brought to our community.
What are your Board/Commission's most important accomplishments?
• Several Advisory Board Members met individually with some members of the
Orange County Board of Commissioners to discuss economic development
needs and objectives. The plan is to continue to have a direct dialog
periodically throughout each year.
• In 2021 the Advisory Board's subcommittee reviewed many small business
grant applications that were submitted by Orange County residents for the
"Small Business Grant Program", and approved 26 small business grant
awards, totaling $134,465.00 for thee.
• In 2021 the Advisory Board also assisted in the "Agriculture Economic
Development Grant Program"to receive and review applications, approving
10 grant awards totaling $87,705.00 in support of Orange County's small
farmers and food processors for the year.
• Also in 2021, members of the Advisory Board participated in a third round of
the Board of Commissioners' special "COVID emergency small business
grant program", approving 44 awards totaling $132,000.00 for thee. (This
activity was in addition to 2020's first two rounds of special grant approvals
that made 78 awards totaling $520,131.00 for the prior year).
• Overall in 2021, the combined value of all grant award activity benefiting
small businesses & small farmers saw a total of$354,170.00 in economic
development funding throughout rural Orange County and the towns of
Hillsborough, Chapel Hill and Carrboro. All of these business and
agriculture/food processing grants were made possible by funds provided by
the County's special Article 46 (1/4 cent retail sales tax)proceeds.
• The Advisory Board made recommendations to the BOCC that several
Advisory Board vacancies could be filled with new members who would
increase the diversity of women and minority representation. Those now-filed
vacancies were approved by the BOCC and accomplished this mutual desire.
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List of Specific Tasks,Events, or Functions Performed or Sponsored Annually.
• The Advisory Board meets quarterly to review, score and consider approval of
all applications submitted by Orange County residents to the Orange County
Small Business Investment Grant program, and the Orange County Agriculture
Grant program.
Describe this board's activities & accomplishments in carrying out BOCC 2oal(s)
and priorities,if applicable.
• Advisory Board members assisted Orange County with the regular review of
the many small business loan& grant applications, and agriculture/food
processing firms' grant applications, that are submitted to the County
throughout the year. This is a valuable service that promotes the growth of
Orange County's local economy, and directly helps fulfill the Orange County
Board of Commissioners' social justice goal specific to promoting economic
development, which is to "Ensure Economic Self Sufficiency: The creation
and preservation of infrastructure,policies,programs and funding necessary
for residents to provide shelter,food, clothing and medical care for themselves
and their dependents. "
Describe the collaboration relationship(s)this particular board has with other
advisory boards and commissions.
• One (1)member of the Economic Development Advisory Board, who serves as
the representative of the hotel/hospitality sector seat, also sits as a liaison on
the Orange County Visitors Bureau's advisory board.
If your board/commission played the role of an Element Lead Advisory Board
involved in the 2030 Comprehensive Plan preparation process,please indicate
your board's activities/accomplishments as they may relate to the Comprehensive
Plan's Coals or objectives. (The Element Lead Advisory Boards include: Planning
Board, Economic Development, OUTBoard, Commission for the Environment,
Historic Preservation Commission, Agriculture Preservation Board, Affordable
Housing Board, Recreation and Parks Advisory Council)
0 N/A
19
Identify activities this board expects to carry out in 2022 as it relates to
established BOCC goals and priorities. If applicable,is there a fiscal impact
(funding, staff time, and other resources) associated with these activities?
• The Advisory Board will continue to assist the Economic Development
Department's staff with the quarterly review of all applications submitted to
the Small Business Investment Grant and Agriculture Grant programs. These
two financial assistance programs typically manage the disbursement of
approximately$250,000.00 in Article 46 funds into Orange County's local
economy, on behalf of small, locally owned and operated businesses and
agricultural ventures.
• The Advisory Board desires to meet periodically and through smaller
subcommittee groups to identify additional areas in Orange County that are
suitable & desirable for economic development activities that promote non-
residential development, employment and tax base.
• Continue to give close assistance to Orange County and the Economic
Development Department with the next steps related to the results of the 2018
SWOT analysis concerning development potential, and obstacles, related to the
County's various Commercial Industrial Transition Activity Nodes (CITANs)
and 3 Economic Development Districts (EDDs).
• Encourage to the BOCC to pursue key elements of the SWOT Analysis
executive summary and Advisory Board's recommendations. This assistance
may include identifying suitable acreage currently located outside of Orange
County's designated Economic Development Districts (EDDs) and
Commercial Industrial Transition Activity Nodes (CITANs)which have long-
term development potential to support new employment and tax base growth.
• Encourage the Board of Commissioners to consider setting long-range strategic
economic goals that support the diversification and resilience of Orange
County's local economy, and which considers the wellbeing of our residents
who face the greatest economic challenges in our community.
20
• Work with businesses and employment and job training partners to determine
the various types of jobs that are needed by emerging and growing businesses,
particularly in the biotechnology and information technology fields. Seek to
establish a coordinated employment and training initiative to prepare a ready
workforce to address these needs.
• Current events, influenced by the COVID-19 pandemic, have caused dramatic
shifts to occur nationally in the food and beverage market, and the resulting
disruptive effects in the existing and emerging food processing and
manufacturing industry. Therefore, the Advisory Board recommends that
Orange County Economic Development continue to collaborate with Orange
County Cooperative Extension's staff in their effort to embrace and capitalize
on these global, national, and statewide trends, particularly the efforts outlined
in the current North Carolina Food Processing and Manufacturing Initiative.
The Advisory Board believes this will have positive effects on the local
economy, create jobs, and diversify and strengthen local agricultural
opportunities and the Orange County tax base.
• Assist and advise the County on the recommended levels and types of desirable
retail, commercial, distribution and light manufacturing development that
should be prioritized for recruitment into the County's three (3) Economic
Development Districts and adjacent Commercial Industrial Transition Activity
Nodes (CITANs).
• Assist, advise and advocate for diverse, sustainable and appropriate economic
development throughout our community that increases employment
opportunities and the tax base, including the attraction and retention of new
retail, light manufacturing, commercial, distribution, entrepreneurial,
agricultural, arts, tourism, affordable housing & senior housing options.
• Advise the BOCC and County Commissioner on the recommended economic
development uses of Article 46 proceeds from the 1/4 cents sales tax revenues to
fund various economic development programs.
• Assist the Economic Development Department with the development of new
marketing materials, ad campaigns and effective media strategy, and general
"branding" efforts that best promote business recruitment to Orange County.
• Remain involved with the County's agricultural economic development and
business retention efforts by Orange County Cooperative Extension.
21
• What are the concerns or emerging issues your board has identified for
the upcoming year that it plans to address or bring to the Commissioners'
attention?
• Increase & diversify Orange County's overall tax base and employment
opportunities among environmentally clean, high-tech and desirable firms
through the recruitment of new businesses, and through the retention and
expansion efforts with existing businesses.
• Promote the attraction of environmentally clean, light manufacturing,
distribution, corporate headquarters, commercial and retail businesses, and the
required County infrastructure (zoning and utility services)that is needed to
support these investments.
• Improve the County's communication relations effort to emphasis the
importance of economic development, endorsing the continuing utility
infrastructure development of Orange County's 3 economic development
districts (EDDs) and commercial/industrial transition activity nodes (CITANs)
to attract future non-residential growth by private businesses that create new
employment and property tax/retail sales tax revenue.
• Support small business and agricultural related small business ventures,
advocate for the LAUNCH Chapel Hill" innovation center", help administer
the small business and agriculture grant programs, and offer an advisory role
regarding the key uses of Article 46 funds (1/4 quarter cent sales tax proceeds
for economic development)that promote the County's local economy.
• Advocate for reasonable County property tax rates and economic development
programs that best serve all residents of the County, and which promote the
BOCC's social justice goals that provide shared economic prosperity for all.
22
NAME OF BOARD/COMMISSION Chapel Hill/Orange County Visitors Bureau Advisory Board
Report Period January 2021-December 2021
ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS
ANNUAL REPORT/ WORK PLAN FOR THE COUNTY COMMISSIONERS
Board/Commission Name: Chapel Hill/Orange County Visitors Bureau Advisory Board
Person to address the BOCC and contact information:
Laurie Paolicelli, Director, Chapel Hill/Orange County Visitors Bureau
Paolicelli(cb_visitchapelhill.org
(919) 259-1658
Primary County Staff Contact:
Leslie Wilcox, Admin. Support II, Chapel Hill/Orange County Visitors Bureau
Iwilcox orangecountync.gov
(919) 245-4328
How many times per month does this board/commission meet, including any special
meetings and sub-committee meetings?
Once monthly, every third Wednesday, except the months of July and December.
Brief Statement of Board/Commission's Assigned Charge and Responsibilities.
The mission of the Chapel Hill/Orange County Visitors Bureau is to develop and
coordinate visitor services in Orange County and to implement marketing programs that
will enhance the economic activity and quality of life in the community.
What are your Board/Commission's most important accomplishments?
From 1992 to 2019, with the exception of the recession of The Great Recession—the
period of marked general decline observed in national economies globally that occurred
between 2007 and 2009—the tourism industry has grown, on average 6% annually. Of
course this is not the sole result of the Visitors Bureau board or staff. Rather, the
industry has banded together to market, sell and serve the visitor assets of Orange
County and the results are encouraging. The recipe for this success is a beautiful
county that people want to visit, a top University, first class hotels and restaurants and a
service arm that meets, greets and helps visitors and conference groups meeting in
Orange County.
List of Specific Tasks, Events, or Functions Performed or Sponsored Annually.
• Operation of a Walk-In Visitors Center that operates Monday through Saturdays.
• Fulfillment of visitor racks at RDU Airport, with materials encouraging a visit to
Orange County.
• Production of an annual Orange County Visitors Guide, visitor map, restaurant
map, postcards, walking tour brochures and digital information that a visitor can
easily download to help navigate their visit.
• Sponsorship of six annual events, including an arts festival, food festival, film
festival, Black Alumni Reunion, Meeting and Event planner event every March
23
(Madness related), and evening street festivals near the Visitors Center, allowing
the Center to service guests evening and weekends.
• Sales outreach to conferences managers, wedding planners, and corporations to
bring their business to convention, business travel and events to Orange County.
• Annual hosting of New York Times, Washington Post, Southern Living, The
Guardian and dozens of writers and editors to establish stories on the lifestyle
and travel opportunities in Orange County.
• Management of a travel digital strategy that includes messaging and marketing
on Linkedln, Facebook, Instagram and on landing pages of major media, as part
of an annual marketing campaign.
• Production of BIPOC businesses that is sent to media.
Describe this board/commission's activities/accomplishments in carrying out BOCC
goal(s)/priorities, if applicable.
The fundamental mission of the visitor bureau is the promotion of visitor and business
travel, which generates overnight lodging for a destination. The most important
economic feature of activities related to the tourism sector is that they contribute to
three high-priority goals of Orange County: the generation of income, employment, and
cultural exchange.
Describe the collaboration relationship(s) this particular board has with other advisory
boards and commissions?
Everyday a member of the Visitors Bureau staff is working with another agency in
Orange County. This includes chambers, downtown partnerships, Arts Commission,
UNC, hotel association, non-profits including Extraordinary Ventures, Turkish Cultural
Center, Club Nova, SECU Family House, Ronald McDonald House and many more.
Identify any activities this board/commission expects to carry out in 2022 as they relate
to established BOCC goals and priorities. If applicable, is there a fiscal impact (i.e.,
funding, staff time, other resources) associated with these proposed activities (please
list).
• The Visitors Bureau will vacate its office space to make room for Well Dot, Inc., a
company that will add new jobs and strengthen the economy.
• A new location has been secured on a 10-year lease at 308 W. Franklin Street,
which will add additional service to the heart of downtown Chapel Hill. The staff
is a critical partner in rebuilding the tourism economy after a calamitous time in
our nation's history.
What are the concerns or emerging issues your board has identified for the upcoming
year that it plans to address, or wishes to bring to the Commissioners' attention?
Economic recovery as it pertains to the hospitality industry is critically important. We
must work hard to find business for Orange County's 12 hotels, myriad of restaurants,
retail and attractions. There is still a significant segment of the public that is not
traveling, including conference attendees, business travelers and many consumers.
Working hard to remind potential visitors what this area has to offer has never been
more important.
24
NAME OF BOARD/COMMISSION: Orange County Human Relations Com-
mission
Report Period: January 1, 2021 - December 31, 2021
ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS
ANNUAL REPORT/ WORK PLAN FOR THE COUNTY COMMISSIONERS
The Board of Commissioners appreciates the dedication of all the volunteers on
their boards and commissions and welcomes input from various advisory boards
and commissions throughout the year. Please complete the following infor-
mation, limited to the front and back of this form. Other background materials
may be provided as a supplement to, but not as a substitute for, this form.
Board/Commission Name: Orange County Human Relations Commission
Person to address the BOCC and contact information:
Sharron Hinton, Interim Director
Human Rights and Relations Department
shinton@orangecountync.gov
919-245-2840
Frances Castillo, Chairperson
frances.castillo14@gmail.com
919-673-2004
Primary County Staff Contact:
Melvyn Blackwell, Civil Rights Specialist
Human Rights and Relations Department
919-245-2497
25
How many times per month does this board/commission meet, including
any special meetings and sub-committee meetings?
The HRC meets monthly except for July. The HRC convenes sub-commit-
tee meetings to plan events and work on projects such as Community
Reads and to analyze data regarding Advisory Board diversity. Subcommit-
tee members also meet to review the nominations for the Pauli Murray
Awards, discuss promotions and communications from the HRC, and to
conduct other subcommittee business that will be presented to the full HRC
membership for consideration. The Executive committee also meets with
staff as needed.
Brief Statement of Board/Commission's Assigned Charge and Responsibil-
ities.
The Orange County Human Relations Commission was officially formed by
a resolution on June 16, 1987 in response to a Ku Klux Klan rally in Chapel
Hill. The Orange County Board of Commissioners expressed its desire to
"encourage mutual understanding and fair treatment of all citizens," and
"encourage actions which reduces tensions among groups of citizens in Or-
ange County." Currently, the HRC's charge includes, but is not limited to:
a. Studying and making recommendations concerning problems in the
field of human relationships;
b. Anticipating and discovering practices and customs most likely to
create animosity and unrest, and seeking solutions to problems as
they arise;
c. Making recommendations designed to promote goodwill and har-
mony among groups in the County irrespective of their race, color,
creed, religion, ancestry, national origin, sex, affectional preference,
disability, age, marital status or status with regard to public assis-
tance;
d. Monitoring and investigating complaints of discrimination;
e. Addressing and attempting to remedy the violence, tensions, polari-
zation, and other harm created through the practices of discrimina-
tion, bias, hatred, and civil inequality; and
f. Promoting harmonious relations within the County through hearings
and due process of law.
The Human Relations Commission drafted the Orange County Civil Rights
Ordinance which was enacted on June 6, 1994 (amended August 3, 1995).
Staff was thereafter hired to enforce the Ordinance and carryout the other
functions on behalf of the HRC as mandated by the U.S. Department of
Housing and Urban Development (HUD)through its cooperative agreement
with the County.
26
What are your Board/Commission's most important accomplishments?
1) This year we committed to raising community awareness of events im-
pacting the diverse community members in Orange County. We did this
through letters to the editor, recognition of diverse populations through so-
cial media campaigns and spotlights in community conversations.
2) We also collaborated with UNC Humanities Carolina K-12 to produce a
multimedia presentation on Pauli Murray for NC school teachers. In addi-
tion to the multimedia programming, a learning curriculum/school lesson
plan was developed as a resource for teachers to introduce Pauli Murray
to their students but more importantly to educate their students about the
ability of an individual to affect change. The presentation is available
online making it useful to not only teachers within NC but it has national
reach.
3) In recognition of eviction proceedings resulting from pandemic related is-
sues such as childcare needs/loss of employment, the HRC office admin-
istered an eviction diversion program. The HRC provided community edu-
cation regarding Fair Housing and the Eviction Diversion program and pro-
vided the information via social media in the multi-languages found within
our community..
List of Specific Tasks, Events, or Functions Performed or Sponsored Annu-
ally.
1) Organize and sponsor the annual Pauli Murray Awards ceremony.
2) Coordinate the Community Book Read
3) Coordinate Community Conversations
Describe this board/commission's activities/accomplishments in carrying
out BOCC goal(s)/priorities, if applicable.
The HRC's annual events and conversations carry out the BOCC's under-
lying values for all of their goals including "bridg[ing] diverse cultural popu-
lations and values" and focusing on "social justice values". Specifically, the
HRC encourages communication and understanding across all cultures and
values within Orange County through its community conversations. Further,
the HRC "foster[s] a community culture that rejects oppression and inequity"
27
through its recognition of residents that fight for social justice and promote
equality during the annual Pauli Murray Awards. Finally, the HRC's Com-
munity Conversations "enable full civic participation" by providing opportu-
nities for public comment and discussion on issues important to the com-
munity members.
Describe the collaboration relationship(s) this particular board has with
other advisory boards and commissions?
This year we again worked collaboratively with the Commission on the En-
vironment. The HRC reviewed the applications submitted for grant funding
and provided feedback regarding the social justice impact/contribution of
each grantee. Recommendations were forwarded to the BOCC for their
consideration as they evaluated applicants.
The HRC is also a member of the Orange County Community Remem-
brance Coalition (OCCRC) which held eleven events in 2020.
Identify any activities this board/commission expects to carry out in 2022
as they relate to established BOCC goals and priorities.
If applicable, is there a fiscal impact (i.e., funding, staff time, other re-
sources) associated with these proposed activities (please list).
Pauli Murray Human Relations Award • Staff time
Date Feb. 28 • Dept. allocation for HRC events
Community Read and discussion • Staff time
January 30, 2022 • Dept. allocation for HRC events
HRC Retreat • Staff time
Date TBD • Dept. allocation for HRC events
Participate in on-going discussions regarding the • Staff time
best way to address issues of equity and inclusion
Engage the migrant community in the system of • Staff time
governance for Orange County
Investigate ways to diversify membership of BOCC . Staff time
advisory boards and commissions
What are the concerns or emerging issues your board has identified for the
upcoming year that it plans to address, or wishes to bring to the Commis-
sioners' attention?
28
1) Continuing to provide information to residents of ways to address inequities as
a result of the pandemic and structural disparities in the County
2) Survey results regarding diversity have been reviewed and the questions re-
fined in order to gain accurate information regarding Board/Commission diver-
sity. Increased efforts will be made to diversify boards and commissions eco-
nomically, geographically, and racially, so that community needs are genuinely
recognized and addressed.
3) Collaborate with other stakeholders and/or initiate change to address dispari-
ties and structural inequalities in the County
29
NAME OF BOARD/COMMISSION Orange County Housing Authority Board
Report Period January 2021-December 2021
ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS
ANNUAL REPORT/ WORK PLAN FOR THE COUNTY COMMISSIONERS
The Board of Commissioners appreciates the dedication of all the volunteers on their
boards and commissions and welcomes input from various advisory boards and
commissions throughout the year. Please complete the following information, limited to
the front and back of this form. Other background materials may be provided as a
supplement to, but not as a substitute for, this form.
Board/Commission Name: Housing Authority Board
Person to address the BOCC and contact information:
Primary County Staff Contact: Blake Rosser, HCV Program Manager
How many times per month does this board/commission meet, including any special
meetings and sub-committee meetings?
Once per month.
Brief Statement of Board/Commission's Assigned Charge and Responsibilities.
The OCHA Board is a federally-mandated board that governs the compliance,
fiscal viability and strategic planning of the county's Housing Authority. They
possess ultimate decision-making power over all Housing Authority programs
(chiefly the Housing Choice Voucher program).
30
What are your Board/Commission's most important accomplishments?
-Increase voucher utilization from 497 to 564, issued primarily to those
experiencing homelessness
-Spend down reserves
-Increase payment standard from 100% FMR to 110% FMR, which will allow OCHA
voucher clients more choice in where to live and will make OCHA eligible for
more funding in future years
List of Specific Tasks, Events, or Functions Performed or Sponsored Annually.
-Landlord/Owner engagement events (2, virtual)
-Most events postponed/cancelled due to pandemic
Describe this board/commission's activities/accomplishments in carrying out BOCC
goal(s)/priorities, if applicable.
Board of'County Commissioners Goals&Priorities
• Ensure a community network of basic human services and infrastructure that maintains, protects, and
promotes the well-being of all county residents
• Implement planning and economic development policies which create a balanced, dynamic local economy,
and which promote diversity, sustainable growth, and enhanced revenue while embracing community values
• Promote an interactive and engaging system of governance that reflects community values
• Invest in quality County facilities, a diverse work force, and technology to achieve a high performing County
government
• Create, preserve, and protect a natural environment that includes clean water, clean air,wildlife, important
natural lands, and sustainable energy for present and future generations
• Ensure a high quality of life and lifelong learning that champions diversity, education at all levels, libraries,
parks, recreation, and animal welfare
-Appointed a full board, filling five vacancies
-Worked to fulfill goal toward affordable housing and reducing homelessness in
county (Increased voucher utilization from 497 to 564, issued primarily to those
experiencing homelessness)
Describe the collaboration relationship(s) this particular board has with other advisory
boards and commissions?
Affordable Housing Advisory Board
Orange Co. Partnership to End Homelessness Leadership Team
-Staff connects between boards to share updates and inform of feedback.
31
Identify any activities this board/commission expects to carry out in 2022 as they relate
to established BOCC goals and priorities. If applicable, is there a fiscal impact (i.e.,
funding, staff time, other resources) associated with these proposed activities (please
list).
Board of County Commissioners Goals&Priorities
• Ensure a community network of basic human services and infrastructure that maintains, protects, and
promotes the well-being of all county residents
• Implement planning and economic development policies which create a balanced, dynamic local economy,
and which promote diversity, sustainable growth, and enhanced revenue while embracing community values
• Promote an interactive and engaging system of governance that reflects community values
• Invest in quality County facilities, a diverse work force, and technology to achieve a high performing County
government
• Create, preserve, and protect a natural environment that includes clean water, clean air,wildlife, important
natural lands, and sustainable energy for present and future generations
• Ensure a high quality of life and lifelong learning that champions diversity, education at all levels, libraries,
parks, recreation, and animal welfare
Administrative Plan review (interactive/engaging system of governance reflecting
comm. Values)
Hiring for Specialist vacancy (ensuring community network of basic human
services/infrastructure)
Joint session with Affordable Housing Advisory Board, in order to address
Project Based Vouchers (PBV), hear of upcoming affordable housing
opportunities, and brainstorm ideas on expanding inventory (Goals 1 & 3)
What are the concerns or emerging issues your board has identified for the upcoming
year that it plans to address, or wishes to bring to the Commissioners' attention?
The lack of affordable housing inventory for voucher holders continues to be the
major obstacle to achieving our mission of providing stable, dignified housing.
Our board is interested in exploring all possible options for increasing inventory,
including development of Greene Tract properties and intercounty collaboration
for affordable housing projects.
32
NAME OF BOARD/COMMISSION: Affordable Housing Advisory Board (AHAB)
Report Period: January 2021-December 2021
ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS
ANNUAL REPORT/ WORK PLAN FOR THE COUNTY COMMISSIONERS
The Board of Commissioners appreciates the dedication of all the volunteers on their
boards and commissions and welcomes input from various advisory boards and
commissions throughout the year. Please complete the following information, limited to
the front and back of this form. Other background materials may be provided as a
supplement to, but not as a substitute for, this form.
Board/Commission Name: Affordable Housing Advisory Board (AHAB)
Person to address the BOCC and contact information:
Jenn Sykes, Chair
(919) 442-8152
sykes.lennifer�D_gmail.com
Primary County Staff Contact:
Corey Root
Director, Department of Housing and Community Development
(919) 245-2490
croot(a--)orangecountync.gov
How many times per month does this board/commission meet, including any special
meetings and sub-committee meetings?
Generally, the AHAB meets once a month, excluding the month of July. The
Board may elect to have two meetings during March or April in order to review
the applications relating to the County's Outside Agencies Funding Program. The
AHAB may also meet additional times during a month depending on need or as it
sees fit in order to carry out its work. Regular meeting locations alternate
between Hillsborough and Chapel Hill. In 2019, the AHAB began to schedule
some meetings in locations throughout the County in order to increase
accessibility to all Orange County residents interested in attending.
Due to the COVID-19 pandemic, the Orange County Board of Commissioners
created a policy allowing Advisory Boards to meet virtually during the pandemic
if and when extenuating circumstances make it necessary for a Board to meet.
33
The AHAB did not hold regular monthly meetings, but only met on an as-needed
basis, for the first part of 2021. Regular monthly meetings (virtual) resumed in
August.
Brief Statement of Board/Commission's Assigned Charge and Responsibilities.
The Affordable Housing Advisory Board is to advise the Orange County Board of
Commissioners (BOCC) on affordable housing issues and work to increase the
community's awareness of, understanding of, commitment to and involvement in
producing and maintaining sustainable affordable housing. The AHAB also
explores new and/or innovative affordable housing strategies and new funding
opportunities in order to make cogent recommendations to the BOCC, and
monitors the progress of local housing programs.
The AHAB participates in the review of housing-related applications for the
annual Outside Agencies Funding Process. In 2021, the AHAB also reviewed and
made funding recommendations to the BOCC for the 2021 Affordable Housing
Bond Program.
What are your Board/Commission's most important accomplishments?
In 2021, the AHAB's notable accomplishments include the following:
• Reviewed and scored housing-related applications for the annual Outside
Agencies Funding Process.
• Developed a standardized PowerPoint presentation that can be used by
AHAB members at community meetings.
• Board members helped promote local regulatory changes to advance
affordable housing (e.g., the density bonus considered by the Town of
Hillsborough Planning Board).
• Board members promoted increased awareness of and communication
with local groups and organizations by attending their meetings and
reporting back to the AHAB at their regularly scheduled meetings;
members attended meetings of the Partnership to End Homelessness,
EmPOWERment, Community Empowerment Fund, Town of Hillsborough
Planning Board, and the Town of Hillsborough Water and Sewer Board.
List of Specific Tasks, Events, or Functions Performed or Sponsored Annually.
• Review and provide comments on the Annual Action Plan and
Consolidated Annual Performance Evaluation Report (CAPER) for the
County's federal HOME funds.
• Monitor accomplishments of the Affordable Housing Bond and other
34
County housing programs.
• Review Outside Funding applications from organizations providing
housing services.
• Educate the community on affordable housing needs and resources and
related partnerships with the towns, public agencies, nonprofits, civic and
for-profit organizations. This is primarily done informally by individual
members through their civic engagement activities in their respective
communities.
Describe this board/commission's activities/accomplishments in carrying out BOCC
goal(s)/priorities, if applicable.
The AHAB advises on and supports the BOCC's affordable housing initiatives,
goals and priorities. The tasks, activities and events described in the preceding
sections of this report and annual work plan support the BOCC's established goal
to ensure a community network of basic human services and infrastructure that
maintains, protects and promotes the well-being of all County residents and the
priorities of providing decent, standard housing options for all residents
regardless of household income level. The AHAB may also develop explicit plans
to inform bond expenditures and other BOCC affordable housing funding.
Describe the collaboration relationship(s) this particular board has with other advisory
boards and commissions?
The AHAB hopes to work more closely with the Affordable Housing Advisory
Boards in the Towns of Carrboro and Chapel Hill, and with the Orange County
Local Government Affordable Housing Collaborative. The AHAB will also work
with the nonprofit partners in the housing space to support their missions and
evaluate any work they do using county funds.
Identify any activities this board/commission expects to carry out in 2022 as they relate
to established BOCC goals and priorities. If applicable, is there a fiscal impact (i.e.,
funding, staff time, other resources) associated with these proposed activities (please
list).
• Increase interaction with community groups working on housing and
related issues (e.g., criminal justice resources, immigrant/refugee
resources).
• Increase Board member participation in affordable housing marches and
other outreach events.
• Increase Board member support of fundraising efforts by local housing
nonprofits.
35
• Increase Board involvement in local discussions around the Greene Tract,
mobile home park closures, and filling the homeless services gaps.
• Align the Board's work with the countywide racial equity plan coming in
2022.
What are the concerns or emerging issues your board has identified for the upcoming
year that it plans to address, or wishes to bring to the Commissioners' attention?
• Greene Tract
• Manufactured Home Park Closures
• Filling the Homeless Services Gaps
36
NAME OF BOARD/COMMISSION Orange County ABC Board
Report Period January 2021-December 2021
ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS
ANNUAL REPORT/ WORK PLAN FOR THE COUNTY COMMISSIONERS
The Board of Commissioners appreciates the dedication of all the volunteers on their
boards and commissions and welcomes input from various advisory boards and
commissions throughout the year. Please complete the following information, limited to
the front and back of this form. Other background materials may be provided as a
supplement to, but not as a substitute for, this form.
Board/Commission Name:
Orange County ABC Board
Person to address the BOCC and contact information:
Tony DuBois ocabc@orangeabc.com
Primary County Staff Contact:
Angel Neighbors admin@orangeabc.com
How many times per month does this board/commission meet, including any
special meetings and sub-committee meetings?
1 meeting per month with the exception of July and December unless needed.
Brief Statement of Board/Commission's Assigned Charge and Responsibilities.
The Orange County ABC Board is a political subdivision of the state and operated as an
independent government agency inside Orange County.
The Mission of the Orange County ABC Board and our employees is to serve our
locality responsibly by controlling the sale of spirituous liquor, returning profits to Law
Enforcement, Alcohol Education, and the County Fund while providing excellent service
in customer friendly, modern and efficient stores
What are your Board/Commission's most important accomplishments?
The board paid $530,000 to the Orange County General fund and $125,000 to the ABC
Board Retiree Health Care Plan. The board funded local Alcohol Law Enforcement
agencies $166,000. The board also granted Alcohol Education and Rehabilitation funds
to schools and local community organizations totaling $237,000. The ABC Board's
investment in the community for fiscal year 2021-22 totals $1,058,000.
37
List of Specific Tasks, Events, or Functions Performed or Sponsored Annually.
The Board partners with local agencies by providing grants for work done in the
community for alcohol education, rehabilitation and underage drinking
prevention in the amounts listed below
Boomerang Youth $ 16,000
Carpe Diem $ 20,000
Freedom House-Orange Partnership $ 20,000
El Centro Hispano $ 20,000
El Futuro $ 24,000
Chapel Hill/UNC Collaborative $ 30,000
Orange County Drug Court $ 32,000
Orange County Schools $ 35,000
Chapel Hill-Carrboro city Schools $ 40,000
Total Alcohol Education and Rehabilitation $237,000
Orange County General Fund $530,000
Total Alcohol Education and Rehabilitation $183,000
Describe this board/commission's activities/accomplishments in carrying out
BOCC goal(s)/priorities, if applicable.
The Orange County ABC board provides funds to local law enforcement as listed below
to help keep Orange County a great place to live, work and get an education.
Carrboro Police Department $ 10,000
Hillsborough Police Department $ 11,000
Chapel Hill Police Department $ 35,000
Orange County Sheriff's Department $110,000
Total Alcohol Law Enforcement $166,000
Describe the collaboration relationship(s) this particular board has with other
advisory boards and commissions?
NA
Identify any activities this board/commission expects to carry out in 2022 as they
relate to established BOCC goals and priorities. If applicable, is there a fiscal
impact (i.e., funding, staff time, other resources) associated with these proposed
activities (please list).
NA
What are the concerns or emerging issues your board has identified for the
upcoming year that it plans to address, or wishes to bring to the Commissioners'
attention?
NA
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NAME OF BOARD/COMMISSION: Animal Services Advisory Board
Report Period January 2021-December 2021
ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS
ANNUAL REPORT/ WORK PLAN FOR THE COUNTY COMMISSIONERS
The Board of Commissioners appreciates the dedication of all the volunteers on their
boards and commissions and welcomes input from various advisory boards and
commissions throughout the year. Please complete the following information, limited to
the front and back of this form. Other background materials may be provided as a
supplement to, but not as a substitute for, this form.
Board/Commission Name: Animal Services Advisory Board (ASAB)
Person to address the BOCC and contact information: Edmund Tiryakian, ASAB
Chair; and/or Bryan Stuart, ASAB Vice-Chair.
Primary County Staff Contact: Sandra Strong, DVM Animal Service Director
How many times per month does this board/commission meet, including any special
meetings and sub-committee meetings?
The ASAB meets monthly on the third Wednesday from 18:30 to 20:00 except for
the months of July and December. These meetings are of course open to the
public which is invited to present their concerns.
Three (3) ASAB members serve on the Animal Services Hearing Panel Pool,
which hears appeals of dangerous dog declarations enforced by OCAS. One
ASAB member chairs the appeal hearings comprised of three members of the
Panel Pool, convened under the Unified Animal Ordinance.
Three (3) members of the ASAB serve on the review committee for the Pat
Sanford Animal Welfare Award. Every fall, the committee reviews applications
and makes a selection based upon award criteria. In 2021, the $500 award was
made to the Hillsborough animal rehabilitator Our Wild Neighbors.
Finally, as needed, the ASAB creates task forces to examine specific issues
which have been brought to its attention and which require in-depth fact-
gathering and analysis. Task forces active in 2021 included one each to examine
the existing ordinance provisions for the keeping and/or displaying of potentially
dangerous wild and exotic animals in Orange County; the current Dangerous Dog
ordinance; noise complaints arising from the keeping of roosters in populated
residential areas outside municipal boundaries but within Orange County; and
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diversity and equity issues pertaining to animal services with the county.
Brief Statement of Board/Commission's Assigned Charge and Responsibilities.
The ASAB is a sounding board for policy issues raised by residents or identified
by the BOCC. Residents are referred to the ASAB as a critical first step in any
consideration of stakeholder concerns, before proposing an item to the BoCC.
Also integral to this responsibility is receiving feedback from the board members
who serve on the Animal Services Hearing Panel Pool. The hearing panel is
responsible for overseeing citizen interactions with OCAS in declaring a pet dog
as dangerous in response to aggressive behavior. This is one basis for the ASAB
to work with OCAS to maintain a list of challenges and problems that may be
addressed through the amendment of the Unified Animal Ordinance.
Finally, the ASAB is concerned with the human side of animal welfare issues. A
fundamental value for the ASAB is the concept of One Health, the relationship of
animals to public health, safety, the environment, and community welfare. One
ASAB member must also serve as veterinarian for the Orange County Health
Board, spanning a critical bridge between human and health challenges in an era
marked by enhanced concerns of zoonotic diseases.
What are your Board/Commission's most important accomplishments?
Because of COVID19 concerns, the ASAB has been meeting virtually since
September 2020, but plans to resume in-person meetings as soon as safe and
practicable.
An ongoing project for one ASAB task force has been working with OCAS staff
and legal counsel to revise existing ordinance provisions for the keeping of wild
and exotic animals dangerous to persons and property. The effort is continuing
and is expected to propose the deletion of the catch-all provision allowing for the
display of exotic and other animals, before being brought forward to the BOCC
for its consideration.
Another task force is examining diversity, equity and inclusion in the area of
animal welfare. This effort is driven by the recognition that animal services and
the human-animal bond is no different than other areas of concern in our
communities, county and country.
An ad-hoc task force analyzed a citizen's request for an exemption to the shelter
requirements for working livestock guardian dogs. After hearing testimony from
various constituencies, the task force concluded such an exemption was not
warranted.
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A task force examined, upon a citizen's request, the advisability of modulating
the ordinance on the declaration of dangerous dogs in favor of a more holistic
approach to the nature and extent of the alleged dangerous activity. Rather than
undertake the onerous route of amending county and/or state legislation, the task
force welcomed an effort by OCAS to assess the totality of circumstances
surrounding an incident before making a dangerous dog declaration. ASAB will
nevertheless continue to pursue a change in the NC state statute mandating a
lifelong muzzling requirement for dogs found to be dangerous.
The ASAB worked with staff to provide a number of other deliverables. One was
the review of applications for the annual Pat Sanford Award (and as needed,
outside agency funding applications). Another is developing and sustaining
various community partnerships.
Finally, the ASAB continued to assist the BOCC in ensuring that board vacancies
are filled in a timely and effective manner. It routinely makes recommendations
to the BOCC, and it provides each new member with an orientation, which
includes an introduction to the board, a review of county policies for boards and
commissions, and an overview of Animal Services operations.
List of Specific Tasks, Events, or Functions Performed or Sponsored Annually.
In addition to activities mentioned above, the board plans to hold two meetings in
the community to be more inclusive and raise awareness around pet welfare and
OCAS programs. The June 2022 meeting will be held at the Passmore Senior
Center in Hillsborough and the October meeting at Rogers Road Community
Center in Chapel Hill. OCAS staff will participate in community education and
other service-oriented plans prior to the ASAB meetings. In 2023 ASAB plans to
extend its community outreach by meeting in a county public school facility,
either at the elementary or high school level.
Once COVID19 meeting restrictions are fully lifted, the ASAB will resume hosting
partner organizations, supporting the annual Open House, and providing its own
appreciation for staff and community partners.
Describe this board/commission's activities/accomplishments in carrying out BOCC
goal(s)/priorities, if applicable.
Three principles and priorities seem noteworthy with respect to the ASAB in
calendar year 2021. These are:
Recovery (COVID-19 Pandemic)
• Supported staff in adapting operations to continue essential services-and
for re-opening the shelter to the public for in-person adoptions in July
2021.
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• Supported staff in implementing needed programs, e.g., pet food
assistance and veterinary assistance
Sustainable Services
• Supported strategic plan for managing pet overpopulation to control
costs and reduce the use of euthanasia for population control.
• Supported efforts to advance the plan for managing free roaming cats in
Orange County as part of the overall strategic plan.
• Supported efforts to meet or exceed professional standards within the field
of animal welfare and animal services.
• Support for the plan of OCAS to hire a full-time shelter veterinarian in FY 23
Promote an interactive and engaging system of governance that reflects
community Values
• Served as a sounding board for stakeholder concerns about animal issues
and animal related policies.
• Supported the annual Clear the Shelter Adoption Event in September 2021
• Supported Vet Assistance and Community Spay neuter programs to
provide equitable services and keep pets with families
Advisory Board Roles and Responsibilities
• Provided a setting for stakeholder communication about various animal-
related matters.
• Sustained ASAB by vetting candidates for board vacancies, making
recommendations to the BOCC, and conducting orientations for new
members.
• Worked toward effective succession of ASAB members on the Animal
Services Hearing Panel Pool.
• Supported the Pat Sanford Animal Welfare Grant and participated in the
application review panel
Describe the collaboration relationship(s) this particular board has with other advisory
boards and commissions?
Dr Lee Pickett serves on the Orange County Board of Health as the veterinarian
representative from the ASAB.
Identify any activities this board/commission expects to carry out in 2022 as they relate
to established BOCC goals and priorities. If applicable, is there a fiscal impact (i.e.,
funding, staff time, and other resources) associated with these proposed activities
(please list).
42
What are the concerns or emerging issues your board has identified for the upcoming
year that it plans to address, or wishes to bring to the Commissioners' attention?
Legislation: The ASAB hopes to work toward changes in the state dangerous
dog law, allowing a review of these declarations, in the context of Orange
County's Legislative Agenda. ASAB will request the BOCC to ask of Orange
County's legislative caucus to introduce a special bill in the Short Session to
allow an exception, only within Orange County, of state law mandating a lifelong
muzzle requirement for dogs declared to be dangerous, by instead allowing for a
review after 18 months upon good behavior upon appeal to the OCAS Director as
permitted under OC county ordinance.
Task Forces: Task forces are established as needed. For 2022, the ASAB intends
to advance and complete task force efforts in three areas:
• Diversity, Equity and Inclusion
• Amending Ordinances for Keeping and Exhibiting Exotic Animals
• Review Noise Ordinance and Zoning in residential areas with respect to
keeping of roosters
Managing Pet Overpopulation: The ASAB continues to support staff efforts to
manage free-roaming cats more effectively and more humanely. In particular, the
board works with OCAS staff to coordinate with the Agricultural Preservation
Board and other entities to advance the "working barn cat" program. More
generally, the board works with staff to ensure that organizational forms and
practices responsible for the county's success in managing overpopulation, are
recognized, supported and extended into the future.
Unified Animal Ordinance: The ASAB continues to coordinate with county staff
to identify and address "issues" in the administration of the ordinance in areas
that may be subject to administrative appeal. As in the past, it is expected that
this may bring forth recommendations for ordinance amendments based upon
the experience of the Animal Services Hearing Panel Pool with the appeal
process.
ASAB Vacancies and Other Deliverables: The ASAB reviews applications for the
annual Pat Sanford Animal Welfare Award, reviews outside agency funding
applications, and provides other deliverables as needed. The board assists the
BOCC in ensuring that ASAB vacancies are filled in an effective manner and new
members are oriented in a timely manner. In this pursuit, care and effort will be
given to diversity and making the ASAB a more representative body.