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HomeMy WebLinkAboutAgenda - 03-14-2023 Work Session; 1 - Boards and Commissions – Annual Work Plan Summaries 1 ORANGE COUNTY BOARD OF COMMISSIONERS ACTION AGENDA ITEM ABSTRACT Meeting Date: March 14, 2023 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 second group of boards and commissions' annual work plan summaries with their Chairs (or representatives) in attendance. A first group of boards and commissions' annual work plan summaries presented at the Board's February 16, 2023 work session. BACKGROUND: In the past, as part of the Board of Commissioners' annual planning and goal setting retreats, the Board requested and reviewed/provided feedback on annual plan summaries from the County's internal advisory boards and commissions. This information provided the Board with a yearly overview of the boards and commissions and their projected goals for the upcoming year. This particular process ended in 2007. The Board decided at its April 13, 2010 meeting to reinstate this process independent of the Board's annual retreats. Advisory Boards and Commissions Represented at this meeting: Board Name Representative(s) Presenting Alcoholic Beverage Control Board Patrick Burns Economic Development Advisory Board Kristen Smith Young Chapel Hill Orange County Visitors Bureau Advisory Board Sharon Hill Arts Commission Crystal Wu Orange County Board of Adjustment Leon Meyers Orange County Planning Board Adam Beeman Orange Unified Transportation Board Michael Hughes Affordable Housing Advisory Board Jenn Sykes Orange County Housing Authority Board Alice Mahood Animal Services Advisory Board Dr. Lee Pickett FINANCIAL IMPACT: There is no financial impact associated with providing feedback and/or direction on the boards and commissions' annual work plan summaries. 2 SOCIAL JUSTICE IMPACT: The following Orange County Social Justice Goal is applicable to this item: • GOAL: ENABLE FULL CIVIC PARTICIPATION Ensure that Orange County residents are able to engage government through voting and volunteering by eliminating disparities in participation and barriers to participation. ENVIRONMENTAL IMPACT: There is no Orange County Environmental Responsibility Goal impact associated with this item. RECOMMENDATION(S): The Manager recommends the Board review the annual work plan summaries from advisory boards and commissions and provide feedback and/or direction. 3 NAME OF BOARD/COMMISSION Orange County ABC Board (a political subdivision of the state) Report Period 2022/23 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 at work session- if applicable- and contact information: Tony DuBois 601 Valley Forge rd. Hillsborough 27278 919-732-3432 ext 102 ocabc(a-)-orangeabc.com Primary County Staff Contact: Amy Fowler How many times per month does this board/commission meet, including any special meetings and sub-committee meetings? The Board meets once per month on the 3rd Tuesday at 8:30am 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 4 What are your Board/Commission's most important accomplishments? In the current fiscal year a distribution of $700,000 is being made to the Orange County General fund. The board funded local Alcohol Law Enforcement agencies $168,000. The board also increased the amount available for community Alcohol Education and Rehabilitation grants for schools and local community organizations to $252,000. The distributions from the board for fiscal year 2022/23 total $1,120,000. List of Specific Tasks, Events, or Functions Performed or Sponsored Annually. We partner 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. Reentry House $ 7,500 Carpe Diem $ 18,000 Boomerang Youth $ 20,000 Freedom House-Orange Partnership $ 21,500 El Centro Hispano $ 25,000 Chapel Hill/UNC Collaborative $ 30,000 El Futuro $ 30,000 Orange County Schools $ 30,000 Orange County Drug Court $ 32,000 Chapel Hill-Carrboro city Schools $ 38,000 Total Alcohol Education and Rehabilitation $252,000 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 $ 10,500 Chapel Hill Police Department $ 37,500 Orange County Sheriff's Department $110,000 Total Alcohol Law Enforcement $168,000 Describe the collaboration relationship(s) this particular board has with other advisory boards and commissions? 5 NA If your board/commission played the role of an Element Lead Advisory Board involved in the 2030 Comprehensive Plan preparation process, please indicate your board's activities/accomplishments as they may relate to the Comprehensive Plan's goals or objectives. (The Element Lead Advisory Boards include: Planning Board, EDC, OUTBoard, Commission for the Environment, Historic Preservation Commission, Agriculture Preservation Board, Affordable Housing Board, Recreation and Parks Advisory Council) NA Identify any activities this board/commission expects to carry out in 2023 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). No fiscal impact as we are self-funded. We are a living wage employeer 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 6 NAME OF BOARD/COMMISSION: Economic Development Advisory Board Report Period: January 2022-December 2022 ORANGE COUNTY 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 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: Economic Development Advisory Board Person to address the BOCC and contact information: Sharon Hill (Chair) Owner— Sharon Hill International, Chapel Hill NC Work Tel # (702) 429-5099 sharon(ab-sharonhi Ili nternational.com Kristen Smith Young (Vice Chair) Director of Community Relations University of North Carolina Chapel Hill Work Tel # (919) 962-9245 kristen(a-)unc.edu Primary County Staff Contact: Steve Brantley, Director, Orange County Economic Development Work Tel # (919) 245-2326 sbrantley(a orangecountync.gov Amanda Garner, Assistant Director, Orange County Economic Development Work Tel # (919) 245-2330 agarner(a_orangecountync.gov 7 How many times per month does this board/commission meet, including any special meetings and sub-committee meetings? • Five (5) advisory board meetings were held in 2022: January 11, March 8, May 10, August 9 and November 22. The board's normal meeting schedule convenes approximately (6) times per year (second Tuesday of every other month). • For 2023, six (6) meeting dates have been scheduled for January 10, March 14, May 9, July 11, September 12 and November 14. • The Orange County Small Business Grant subcommittee, comprised of 5 members of the full advisory board, met quarterly throughout 2022 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 2023). • One member of the advisory board also participated in 2022 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 2023). Brief Statement of Board/Commission'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. • 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. 8 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 2022 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 25 small business grant awards, totaling $107,234.00 for the year. • In 2022 the Advisory Board also assisted in the "Agriculture Economic Development Grant Program" to receive and review applications, approving 14 grant awards totaling $121,362.00 in support of Orange County's small farmers and food processors for the year. • The Advisory Board Chair, Sharon Hill, participated in the WCHL For'Em on the Hill event in December, 2022 which highlighted multiple grant recipients and advertised the Business Investment and Agriculture Grant Programs through the live radio event and various commercials that ran during and following the event. 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/commission's activities/accomplishments in carrying out BOCC goal(s)/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." 9 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. Identify any activities this board/commission expects to carry out in 2023 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). • Will assist the Economic Development Department to utilize, and spread community awareness of the new cloud-based "SizeUp" business analytics tool that draws detailed demographic survey data directly from many Federal, State and other business database sources. It takes this array of information and creates easy-to-read dashboard reports and maps that small business owners, start-ups and aspiring entrepreneurs can tap into for valuable market research and business insight, make smarter business decisions, and effectively grow their operations. It includes a very useful `Buy Local"search function will aid area businesses in finding local vendors, and, offer our residents the ability to identify and shop with specific types of retail businesses throughout the County. • 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 will hold a first-ever full-day retreat on March 14, 2023. Confirmed guest speakers will include professionals with extensive economic development experience, represented by UNC's Office of Research, North Carolina State University's Office of Economic Development, UNC's School of Government, and the Economic Development Partnership of North Carolina. • 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 10 County's various Commercial Industrial Transition Activity Nodes (CITANs) and 3 Economic Development Districts (EDDs). • Encourage 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. • 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. 11 • Advise the BOCC and County Commissioner on the recommended economic development uses of Article 46 proceeds from the '/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. 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? • 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. 12 NAME OF BOARD/COMMISSION: Visitors Bureau/Division of Economic Development Report Period January 2022-December 2022 ORANGE COUNTY 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 boards and commissions throughout the year. Please complete the following information, limited to the front and back of this form. Other background materials may be provided as a supplement to, but not as a substitute for, this form. Board/Commission Name: The Chapel Hill/Orange County Visitors Bureau Advisory Board Person to address the BOCC and contact information: Mark Bell, Chair, serving the Town of Hillsborough Primary County Staff Contact: Laurie Paolicelli, Director, Visitors Bureau How many times per month does this board/commission meet, including any special meetings and sub-committee meetings? Monthly at 8AM except for 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. 13 What are your Board/Commission's most important accomplishments? • Assisting the tourism industry with recovery: The hotel revenues are now on par with 2019 pre pandemic levels and continue to rise. Many months have seen greater than 100% increase in revenues. • Creating marketing programs placed through NC, VA and SC that tell travelers about restaurants, new hotels, nightclubs, retail and outdoor space that is ideal for a getaway. • Supporting the arts through funding. • Developing diversity programming through new program: Explored iversitync.com • Operating a walk-in Visitors Center open six days a week, serving visitors and making important business referrals. • Managing data that assists area partners, developers and local residents that gives monthly performance metrics of taxes and revenues generated; peak visitation periods, Airbnb supply and demand and peak days of visitation. • Collaborating monthly with a diverse board that includes members of the business, government and hospitality industry in: Chapel Hill, Carrboro, Hillsborough, UNC and private sector. • Producing annual maps, publications and seasonal guides requested by visitors. List of Specific Tasks, Events, or Functions Performed or Sponsored Annually. • Generating leads and prospects for area hotels and facilities that help fill gaps and bring new business to Orange County. • Sponsoring major events such as Uproar, Film Festival, Kidzu children's exhibits, Black Alumni Reunion, NAACP, Veterans Day, Memorial Day, FestiFall, Downtown Partnership events. The Visitors Bureau writes weekly newsletters on happenings in Orange County. • Monthly newsletters include: Orange Slices, Check-It-Out event happenings; By the Numbers monthly metrics report on industry recovery. 14 • Creating and managing a diversity site: explored iversitync.com and chapel hilldiversity.com • Operating a walk-in Visitors Center, staffed from 8:30AM-5:OOPM on Monday through Friday and 10AM-3PM on Saturdays. • Managing data that assists area partners. • Creating joint seasonal promotions with Carrboro, Chapel Hill and Hillsborough economic development. Describe this board/commission's activities/accomplishments in carrying out BOCC goal(s)/priorities, if applicable. • Diversifying the tax base through tourism, a sector of the economy that requires no infrastructure and generated $160 million annually in Orange County. • Sustaining local businesses by bringing customers to their operation. • Supporting the arts. • Supporting diversity through ongoing programs and conferences. Describe the collaboration relationship(s) this particular board has with other advisory boards and commissions? Monthly board meetings with each municipality; UNC, Orange County Arts Commission, North Carolina High School Athletics Association, North Carolina Restaurant and Lodging Association, Triangle Area Hotel Motel Association, NAACP, General Alumni Association of UNC, Downtown Chapel Hill Partnership; Carrboro Music Festival, Kidzu, Chapel Hill Economic Development, Orange County Economic Development; Carrboro Economic Development; Piedmont Food and Processing Center; Moorefields Hillsborough, Alliance for Historic Hillsborough; Orange County Historical Museum. Identify any activities this board/commission expects to carry out in 2023 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). 1. Continue to diversity tax base through growing tourism revenues. 2. Maintain a website on the growing diversity in Orange County. 15 3. Create a program that gives information on disability and accessibility for all those who inquire about which local businesses offer accessibility options. The 2023 guide will be out in December. 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. Continued need to highlight Orange County's diversity. 2. Build awareness of amenities for the disabled by publishing a well-researched, current ACCESSABILITY GUIDE. 3. Support tourism recovery at area hotels through a lead system that helps fill hotels during the weekdays. Currently weekends are in demand in Orange County but the area is quiet mid-week. 16 NAME OF BOARD/COMMISSION Orange County Arts Commission Report Period 2022 ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS ANNUAL REPORT/ WORK PLAN FOR THE COUNTY COMMISSIONERS The Board of Commissioners appreciates the dedication of all the volunteers on their boards and commissions and welcomes input from various advisory boards and commissions throughout the year. Please complete the following information, limited to the front and back of this form. Other background materials may be provided as a supplement to, but not as a substitute for, this form. Board/Commission Name: Orange County Arts Commission Person to address the BOCC at work session- if applicable- and contact information: Crystal Wu, Vice Chair/ 205-527-6645 Primary County Staff Contact: Katie Murray, Director; 919-245-2335 / kmurrayC@orangecountync.gov How many times per month does this board/commission meet, including any special meetings and sub-committee meetings? 1 monthly meeting Brief Statement of Board/Commission's Assigned Charge and Responsibilities. Created in 1985 as the official government agency on the arts by a Resolution of the Board of County Commissioners (BOCC), the Orange County Arts Commission serves as a clearinghouse for arts information, facilitator of arts programs & advisor to the Orange County Board of County Commissioners regarding the arts. We have been the Designated County Partner (DCP) of the North Carolina Arts Council in Orange County since 1985 and are responsible for sub-granting state and county funds to arts organizations, schools and artists throughout the county. What are your Board/Commission's most important accomplishments? • Provided resources to aid arts industry related to the COVID-19 pandemic: o Partnered with arts councils in Durham, Wake, and Chatham counties to present Big Night In for the Arts on March 10 on WRAL, raising $200k for arts programs across the Triangle. • Completed first year of operations at the Eno Arts Mill, providing arts space for artists and community that prioritizes accessibility and inclusion. 0 44% of artist tenants identify as a member of a marginalized community. 38%of tenants are people of color. o The Eno Arts Mill has allowed the OCAC to forge new relationships with organizations in our community. The Art Therapy Institute established a Hillsborough office in the Eno Arts Mill and has offered programs including free kids' activities during our First Fridays openings, and camps and classes taught by ATI staff, including a LGBTQ Teen Arts Collective. The mill has provided the Orange County Artists Guild a home for two annual shows in December and May. In addition, the OCAC has collaborated with the Department of Housing on two exhibits and hosted a departmental meeting in the gallery. 17 ENO ARTS MILL FIRST YEAR IMPACT: October, 2021 through September, 2022 Number of artists paid for work sold, classes, performances, or services 125 Amount paid to artists for work sold, classes, performance, or services $48,179 Number of artists exhibited 212 Dollar amount of work sold (Oct-Dec, March-September) $18,980 Number of people hosted during First Friday openings 2,400 Number of people hosted for classes 232 Number of youth hosted during Summer Camp 2022 77 Number of youth scholarship recipients during Summer Camp 2022 12 16%) • Dispersed and administered $225,007 in grant funding through annual Arts Grants and Arts Educator Grants Programs, as well as ARPA-funding Restart the Arts program. • Continued plans for Uproar, a large-scale, county-wide public art event taking place July 14- August 12, 2023 in partnership with fourteen community and governmental organizations. • Received a grant through the NC Arts Council allowing participation in the 2022 Kennedy Center Leadership Exchange in Arts and Disabilities Conference and participation in a select statewide cohort of arts leaders. • Received a grant to start a BIPOC Artist in Residence program at the Eno Arts Mill in 2023. • Received a grant to fully fund the LGTQIA Teen Arts Collective, making the program free for all participants. • Served as ambassadors and panelists for Triangle-wide partnerships including the Emerging Artist Program, Piedmont Laureate Program, and the Artist Support Grant Program. • Served as county lead for the Arts & Economic Prosperity Survey 6, a national survey conducted by Americans for the Arts that measures spending by arts attendees and organizations in local communities. • Served as county lead on behalf of Arts North Carolina, gathering local arts supporters to advocate for public arts support to state and federal legislators. • Hosted the 6t" Annual Paint it Orange Plein Air Paint-out & Wet Paint Sale as a fundraiser, hosting a record-breaking 66 artists and raising approximately $8k for arts programs. • Offered 24 stories of local arts community on artsorange.org through a partnership with music writer David Menconi and writer Arshia Simkin. • Began work with Town of Hillsborough, Hillsborough Arts Council, and Orange County Historical Museum to explore a future arts and cultural facility. • Partnered with Triangle ArtWorks to provide professional development training for artists and organizations. List of Specific Tasks, Events, or Functions Performed or Sponsored Annually. • One annual grant cycle that funds artists, schools and nonprofit organizations utilizing state and county funds • Annual Arts Educator Grant program that funds professional development opportunities to local public school arts teachers • Annual Emerging Artists Program through a partnership with the Durham Arts Council • Annual Piedmont Laureate Program through a partnership with the Durham Arts Council, the Raleigh Arts Commission and the United Arts Council of Raleigh and Wake County • Public Art initiatives • Operations and programming of Eno Arts Mill • Annual Paint it Orange: Plein Air Paint-out and Wet Paint Sale • Hosts monthly Arts Partners meetings for leadership of county arts organizations Describe this board/commission's activities/accomplishments in carrying out BOCC goal(s)/priorities, if applicable. 18 Goal 3: Implement planning and economic development policies which create a balanced, dynamic local economy, and which promote diversity, sustainable growth, and enhanced revenue while embracing community values. • Economic Development through the arts. o Advocating for arts support during COVID-19 pandemic, educating leaders on the economic impact of the arts on our local community and why their survival is critical to the health of our economy. o Working to develop Hillsborough's Eno Mill as an arts destination, bringing new activity to West Hillsborough. o Working in partnership with fourteen community organizations to produce Uproar, a large- scale public art festival during the slow summer season in the downtowns of Chapel Hill, Carrboro, and Hillsborough in Summer 2023. Goal 6: Ensure a high quality of life and lifelong learning that champions diversity, education at all levels, libraries, parks, recreation, and animal welfare. • Education for at-risk children o The socioeconomic data of area schools is considered during the Arts Grant application process. The demographic breakdown of students served and rate of Free and Reduced Lunch is considered when selecting funded programs. o The OCAC continued to explore new, accessible, arts space to provide arts participation opportunities for at-risk youth. • Diversity o The OCAC Arts Grants review process includes prioritizing of applications that hire artists of color. Forty-seven percent of 2022-23 Grassroots Arts Program grants were allocated towards projects that fulfilled this goal. • Quality of Life o As the Designated County Partner with the North Carolina Arts Council, the OCAC uses the Grassroots Arts Program funds to provide high quality arts experiences to as many Orange County residents as possible. o All activities and programs offered by the OCAC are geared towards strengthening the creative community of Orange County. A thriving arts ecosystem will make Orange County a more unique and desirable place to live, thus increasing the quality of life for all residents. Describe the collaboration relationship(s) this particular board has with other advisory boards and commissions? Throughout 2022, the OCAC Advisory Board worked in partnership with: • The ArtsCenter • Arts North Carolina • Chapel Hill Downtown Partnership • Chapel Hill/Orange County Visitors Bureau • Chatham Arts Council • Durham Arts Council • Greater Chapel Hill Chamber of Commerce • Hillsborough Arts Council • North Carolina Arts Council • Orange County Artists Guild • Orange County Department of Housing • Orange County Department of Parks and Recreation • Raleigh Arts Commission • Town of Carrboro — Economic Development/Arts • Town of Chapel Hill Community Arts and Culture 19 • Town of Hillsborough • Town of Hillsborough Tourism Board/Tourism Development Authority • Triangle ArtWorks • United Arts Council of Raleigh/Wake County • UNC - Ackland Art Museum • UNC Arts Everywhere OCAC director Katie Murray served on the following board and committees: • Local Advisory Board Member, Ackland Art Museum at UNC • Board Member, Arts North Carolina • Steering committee member, Triangle ArtWorks, ArtSwell Identify any activities this board/commission expects to carry out in 2023 as they relate to established BOCC goals and priorities. If applicable, is there a fiscal impact (i.e., funding, staff time, other resources) associated with these proposed activities (please list). Goal 1: Ensure a community network of basic human services and infrastructure that maintains protects and promotes the well-being of all County residents. AND Goal 4: Invest in quality County facilities, a diverse work force, and technology to achieve a high performing County government. • Infrastructure o Access to creative space is important for our arts community, as well as residents. A lack of arts space remains a challenge in Orange County. In 2023, we will continue to work with the Eno Mill to provide space for artists and community. New possible programs include a children's theater program, ceramics studio, community dark room, and performing/rehearsal space. We will also explore the creation of a arts and cultural facility in Hillsborough with local arts and history partners. • Access o Access to arts experiences is critical to the overall well-being of County residents of all ages. An increase in physical space for the arts would allow local artist organizations the flexibility to provide more scholarships and free experiences for the public, ensuring access despite socioeconomic status. o All new Eno Mill arts spaces will be designed to be barrier-free to ensure accessibility for all types of people regardless of socioeconomic status and abilities. Goal 3: Implement planning and economic development policies which create a balanced, dynamic local economy, and which promote diversity, sustainable growth, and enhanced revenue while embracing community values. • Economic Development o A thriving arts community attracts visitors and businesses and contributes to economic growth for the overall economy. The OCAC will continue to work with local leaders to ensure the arts are supported. o The OCAC, in partnership with fourteen community organizations, will continue planning for Uproar, a large-scale, county-wide public art event taking place in July-August, 2023. The event will drive visitors into the downtown communities of Chapel Hill, Carrboro, and Hillsborough during a traditionally slow time of year. Goal 6: Ensure a high quality of life and lifelong learning that champions diversity, education at all levels, libraries, parks, recreation, and animal welfare. • Diversity o The OCAC will continue to prioritize projects that employ artists of color and impact diverse audiences through our Grassroots Arts Project Grants. o The OCAC will be conducting a county-wide DEI/REI training program for area arts 20 organizations. o The OCAC will continue to purposely invite communities of color and individuals with disabilities to participate in all activities at the Eno Arts Mill. • Education o The OCAC will continue to serve as an active partner in Arts in Education programming for Orange County through the ArtsCenter's Arts in Schools program, as well as through our grant program and involvement in other school initiatives. o The OCAC will strategize, with our community partners, ways to offer more, high quality arts experiences for residents of all ages, races, and socioeconomic backgrounds within Orange County through our grants program. • Quality of Life o Will work in partnership with municipalities and civic groups on future public art projects. o Will utilize the Eno Arts Mill to increase arts experiences for local residents. 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? • Capacity o After one year of operations of the Eno Arts Mill, the need to fully activate the space through a variety of events has become necessary in order to sustain the project. As a result, the space is open most weeknights, Saturdays, and some Sundays. Covering these hours with 2.5 staff has become increasingly challenging. o Managing the operations of a 10,000sf space, combined with other responsibilities such as grant administration as the Local Arts Agency for Orange County, has made it evident that more than 2.5 staff are needed to fulfill our responsibilities for the county and community. • Accessibility o The Eno Arts Mill project was designed to be financially self-sustaining. This is possible, but requires pricing our programs more in-line with the private arts community, as opposed to the affordable prices residents expect from a county facility. A structure more similar to other county departments, such as DEAPR, would allow the OCAC to make our programs more affordable, and as a result, reach more audiences. 21 NAME OF BOARD/COMMISSION: Board of Adjustment Report Period January 2022-December 2022 ORANGE COUNTY 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 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 (BOA) Person to address the BOCC and contact information: Leon Meyers, BOA Chair Imeyersnc gmail.com 919 422-5773 3126 Carriage Trail, Hillsborough Primary County Staff Contact: Patrick Mallett, Deputy Director Development Services Planning & Inspections Department pmallett(o)_orangecountync.gov Office (919) 245-2577 / Mobile (919) 819-3402 How many times per month does this board/commission meet, including any special meetings and sub-committee meetings? One meeting per month as outlined in the published BOA Calendar. 2023 Calendars I Orange County, NC (orangecountync.gov) Note: the BOA only meets on published dates when there is a case to be considered and/or required administrative actions or training. Historically, the BOA has met 4-6 times per year. Brief Statement of Board/Commission's Assigned Charge and Responsibilities. As required by NCGS §160D-302 and Unified Development Ordinance (UDO) Section 1.8.1, the BOA is required quasi-judicial appointed board that is established and maintained to hear and decide: 1. Appeals regarding any decision, or determination made by the Planning Director; 22 2. Applications requesting the approval of Special Use Permit (SUP); 3. Variance requests from the minimum requirements of the UDO; and 4. Other matters as required by state law, the UDO and/or the BOCC. What are your Board/Commission's most important accomplishments? 1. Successfully deciding appeals, variances and SUPs per the state statue and UDO requirements without any higher appeals or legal challenges. 2. Successfully meeting virtually and/or in person during the COVID crisis. 3. Adapting its rules and process to meet the new requirements of 160D-302. 4. Successfully appointing all the required and alternate BOA seats for the first time in over 10-years. 5. Revising the applications, required materials and published calendars to make the process simpler, quicker and more accessible to the public. List of Specific Tasks, Events, or Functions Performed or Sponsored Annually. N/A Describe this board/commission's activities/accomplishments in carrying out BOCC goal(s)/priorities, if applicable. 1. Successfully meeting state and UDO requirements for BOAs. Describe the collaboration relationship(s) this particular board has with other advisory boards and commissions? 1. Operationally none. The BOA is by definition an independent, autonomous quasi-judicial decision making body. 2. Administratively, BOA's meeting needs and support is coordinated alongside the Planning Board. Identify any activities this board/commission expects to carry out in 2023 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). 1. Continuing to improve the process and public information about the BOA. 2. Minimize addition Staff and funding needs to the extent legally possible (e.g. streamlining the review process and legal notification processes). 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. Continuing to meet the requirements caused by NCGS §160D-302. 23 NAME OF BOARD/COMMISSION: Planning Board Report Period: 2022 calendar year for annual report; 2023 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: Adam Beeman, Chair, (919) 563-0463, abeeman4784CcDyahoo.com (Note: the Planning Board elects a Chair and Vice-Chair every January; if the Chair changes in January 2023, the 2023 Chair would be the presenter) Primary County Staff Contact: Cy Stober, Planning Director; secondary contact: Perdita Holtz, Special projects & GIS Supervisor 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). 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, and reflect the duties and responsibilities charged to all jurisdictions by NCGS 160D. What are your Board/Commission's most important accomplishments? In 2022, the Planning Board accomplished the following: • Reviewed and made a recommendation on a revision to a preliminary plat for a major subdivision — The Lodges at Chapel Hill • Reviewed and made a recommendation on extensive UDO Text 1 24 Amendments pertaining to erosion control and stormwater provisions • Reviewed and made a recommendation on an applicant-initiated request to rezone a 2.32 acre parcel in Efland to 1-2 (Medium Industrial) • Reviewed and made a recommendation for a rezoning in the White Cross Rural Community Activity Node for a general retail store (applicant withdrew application prior to the public hearing). • Reviewed and made a recommendation for a rezoning in the Cedar Grove Rural Industrial Activity Node for a dollar store (applicant withdrew application prior to the public hearing). • Reviewed and made recommendations on UDO text amendments pertaining to Neighborhood Information Meetings, Efficiency Units (ADUs), and subdivision plat signature blocks. • 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 2022, there was not direct collaboration with other advisory boards (e.g., joint meetings). However, as the County embarks upon a Strategic Plan and eventual update to the Comprehensive Plan (commencement expected in 2023), it is anticipated that advisory boards may be part of the processes and joint collaboration may occur. Identify any activities this board/commission expects to carry out in 2023 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 2023 BOCC retreat (not in 2 25 priority order): 1. 2030 Comprehensive Plan Update: The County is in the process of commencing work on a countywide Strategic Plan which will inform an eventual Comprehensive Land Use Plan update, including a survey that will serve both efforts. Both efforts are expected to be completed with the assistance of a consultant with the Strategic Plan underway in the first half of 2023 and the Comprehensive Land Use Plan update beginning later in 2023. The Comprehensive Land Use Plan update is likely to focus primarily on land use and will include a public outreach program. 2. 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 Aging Departments on their adopted plans and policies to develop regulatory amendments that will further mutual goals and objectives. (Note: the proposed UDO text amendments regarding efficiency units furthers this goal). 3. UDO Amendments: Planning staff anticipates reviewing the LIDO in 2023 to compile amendments necessary to streamline and clarify the regulations and to respond to recent court decisions. 4. 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. 5. Legislative Changes: Amend regulations as necessary in response to legislative changes at the State level. 6. 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. 7. 2023 BOCC Retreat: Any priorities that emerge at the January 2023 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: Continue to encourage and regulate 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. More formal communications, relationships, and/or 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 3 26 reanalysis of locational criteria. Propose UDO amendments to better enable small arrays for placement and use on major subdivisions and nonresidential projects. 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, including stormwater 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 (RANs) to encourage development in these nodes. Evaluate non-residential acreage thresholds in both the Comprehensive Plan and the UDO as part of the Comprehensive Land Use Plan update to better enable retail services or other uses in identified (RANs). 7. Transportation Issues: 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 for study (i.e., supportive infrastructure analysis) and potential discussion with public and non-profit utility providers as growth in Orange County continues. 9. Post-COVID Needs: Evaluate planning-related changes that emerge post-COVID and respond appropriately. 4 27 NAME OF BOARD/COMMISSION Orange Unified Transportation Board (OUTBoard) Report Period January 2022-December 2022 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: • Michael Hughes, Chair, mmh mmhpe.com Primary County Staff Contact: • Primary administrative and professional support for OUTBoard o Nishith Trivedi, Transportation Director • Additional professional support for OUTBoard o Bernard Clark, Transportation Administrator o EmmaLea Ange, Office Assistant • Burlington-Graham Metropolitan Planning Organization (BG MPO), Durham- Chapel Hill-Carrboro (DCHC) MPO and Triangle Rea Rural Planning Organization (TARPO) o Nishith Trivedi, Transportation Director • Transit Division o Jamael Wiley, Transit Operations Manager How many times per month does this board/commission meet, including any special meetings and sub-committee meetings? • Once per month — third Monday — or as needed to address items that require action consistent with its Charge and Duties as specified in the OUTBoard Rules and Procedures. The Board met ten times in 2022. 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. Upon request, OUT Board may advise other boards regarding transportation. What are your Board/Commission's most important accomplishments? In 2022, the OUTBoard has: 28 1. Recommended Orange County Board of County Commissioners (BOCC) approve the County's Vision Zero and Complete Street Policy. 2. Provided comments on list of local and regional transportation Plan, programs and projects including DCHC MPO 2050 MTP, BG MPO Safety Plan, ADA Paratransit Plan, OCTS Agency Safety Plan, Title VI Plan, Orange County Transit Plan 3. Provided comments on and recommended Board of County Commissioners approve Orange County Transit Plan Update TAS accomplished the following: 1. OCPT Quarterly Operational Statistics, including ridership data. 2. 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. 3. Transit Scheduling and Planning Software upgrades and procurements. 4. Orange County commuter options. 5. Mobility on Demand service pilot program, through collaboration with Transloc/ Ford and NC State University Research grant. 6. 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. List of Specific Tasks, Events, or Functions Performed or Sponsored Annually. 1. Continue improving coordination, collaboration and comprehensive transportation planning with local, regional, state and federal agencies. 2. Continue improving upon countywide multimodal safety assessment and determine unique ways Orange County can help meet MPO safety performance measures and targets. 3. Continue pursuing all funding sources for County transportation priorities and track status of project implementation. 4. Continue monitoring locally and regionally adopted plans for updates and amendments like Orange County plans, Comprehensive Transportation Plan, Metropolitan Transportation Plan and others. 5. 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 6. Regularly review NCDOT implemented projects and MPO/RPO activities. 7. Bi-annually review Small Projects Program for non-STIP funding. 8. Quarterly discuss any OCPT and TAS activities. 9. BOCC initiatives as assigned. 10.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 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 29 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 monthly Orange County Transportation Services, including other County Department staff (Aging, DSS, Housing, Human Rights and Community Development, Health, and Child Support Enforcement) to address transportation. Identify any activities this board/commission expects to carry out in 2023 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). 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. Implement Orange County Complete Street and Vision Zero Policy. 3. Update Orange County Short Range Transit Plan and identify long term goals, objectives and project for Orange County. 4. Conduct Orange County Transportation Master Plan. 5. Participate in State Prioritization of Transportation (SPOT) 7 process. What are the concerns or emerging issues your board has identified for the upcoming year that it plans to address, or wishes to bring to the Commissioners' attention? 1. 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. 2. Work with NCDOT to promote funding of multimodal projects in rural areas to a greater degree. 3. Promote alternative transportation modes during peak hours via public-private partnerships through County TDM Program. 4. 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. 5. Improve transportation planning process by encouraging local schools and other public agencies to be more involved through public engagement. 6. 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. 30 NAME OF BOARD/COMMISSION Orange County Affordable Housing Advisory Board Report Period January 2022-December 2022 ORANGE COUNTY 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 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 Affordable Housing Advisory Board Person to address the BOCC and contact information: Board Chair/Vice Chair Jenn Sykes, Chair (919) 442-8152 sykes.jennifer@gmail.com Primary County Staff Contact: Erica Cormack Community Development Program Manager, Orange County Housing 919-884-9213 ecormack@orangecountync.gov How many times per month does this board/commission meet, including any special meetings and sub-committee meetings? Once monthly, excluding the month of July Brief Statement of Board/Commission's Assigned Charge and Responsibilities. The Orange County Affordable Housing Advisory Board (AHAB) was established in 2001 as recommended by the Affordable Housing Task Force. The purpose of the AHAB is to advise the Orange County Board of Commissioners regarding: 31 • Prioritizing affordable housing needs • Assessing project proposals • Publicizing Orange County's housing objectives • Monitoring the progress of local housing programs • Exploring new funding opportunities, and • Increasing the community's awareness of, understanding of, commitment to, and involvement in producing attractive affordable housing What are your Board/Commission's most important accomplishments? • Visits from Outside Agency Funded organizations. • Community Input Session at Rodger's Road Community Association. • Input on the Manufactured Homes Strategy Plan. • Outside agency funding advising process. • Onboarding four new members. • Moving from Zoom to in-person meetings. • Input on different town and affordable housing boards List of Specific Tasks, Events, or Functions Performed or Sponsored Annually. • Review housing related outside agency prospective applicants. • Host community meetings. • Joint meeting with the other advisory boards 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 prioritizes 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 32 advisory boards and commissions? • Mae Maclendon serves on Public School Foundation Board • Mariela Hernandez serves on the IFC, PORCH, Parent Advisory Council, and SKJAJA Boards • Kela Kexel will serve on the Parent Advisory Council • Jenn Sykes serves on Hillsborough Board of Adjustment, Orange County Housing Authority Board, and Human Relations Commission Identify any activities this board/commission expects to carry out in 2023 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). • Work in close collaboration with other housing advisory boards and commissions o no direct fiscal impact, but potential long range sharing of resources • Input on the Countywide Housing Plan • Continue hosting community meetings • Affordable Housing Tour • Continue to emphasize dignity for people experiencing housing insecurity 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? • Is there a board that is tracking and reporting housing trends locally? • Housing is a lagging indicator when there are economic down turns • Retaliatory behavior by landlords • COVID protections ending (eviction moratorium) • Stigma around affordable housing • Racial Equity • Person-Centered and Trauma-informed housing access • Incentives for landlords • Gentrification; displacement of BIPOC communities • Monitor zoning ideas that would increase affordable housing stock 33 NAME OF BOARD/COMMISSION Housing Authority Board Report Period January 2022-December 2022 ORANGE COUNTY 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 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 Housing Authority Board Person to address the BOCC and contact information: Alice Mahood, Chair Primary County Staff Contact: Blake Rosser, HCV Manager How many times per month does this board/commission meet, including any special meetings and sub-committee meetings? Once Brief Statement of Board/Commission's Assigned Charge and Responsibilities. The OCHA Board is a federally-mandated advisory 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). What are your Board/Commission's most important accomplishments? -Increase voucher utilization from 566 to 575, issued primarily to those experiencing homelessness -Spend down reserves -Obtained 5 new special program vouchers (Foster Youth to Independence), issued 5 of them, leased 2 34 -Reopened application process for Homeownership Voucher program (after 5 years) -Issued 16 of 19 Emergency Housing Vouchers, leased up 10 of them. -Gained 10 vouchers in new HUD allocation -Applied for new program (Stability Vouchers) List of Specific Tasks, Events, or Functions Performed or Sponsored Annually. Functions: monthly meetings monitoring, reviewing and amending processes of the HCV program Due to pandemic, and board member attrition/turnover, we have not been well- positioned to perform or sponsor specific tasks or events 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 -Continuing to work to fill board vacancies -Worked to fulfill goal toward affordable housing and reducing homelessness in county (Increased voucher utilization from 566 to 575, issued primarily to those experiencing homelessness) -Worked to incorporate trauma-informed care in every aspect of Housing Authority, addressing the 1st, 3rd and last goals/priorities 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 35 -Staff connects between boards to share updates and inform of feedback. -HCV program collaborates with OCPEH with its Move On initiative, which issues vouchers to clients utilizing various Permanent Supportive Housing options. This helps them transition from PSH to subsidized housing without case management supports Identify any activities this board/commission expects to carry out in 2023 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 -Complete Administrative Plan review (interactive/engaging system of governance reflecting comm. Values) -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) -In-person event with program participants (Goal 1 & 3) -Fill board vacancies with at least two program participants (Goals 1, 3, 5) -Changing software system to improve interface between program and community stakeholders (Goals 3 & 4) There is a fiscal impact for the Admin Plan review (several hours of staff time) and for the change of software system (—$10k for new system). The change in software system will significantly reduce costs for this service. 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? 36 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. Our board has also struggled to recruit new board members, especially those with lived experience (including program participants). 37 NAME OF BOARD/COMMISSION: Orange County Animal Services Advisory Board REPORT PERIOD: January 2022 — December 2022 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: • Dr. Lee Pickett, ASAB Chair o leepickett(a pm.me • Allan Polak, ASAB Vice Chair o allan.polak(c_gmail.com Primary County Staff Contact: Sandra Strong, DVM, Director, Orange County Animal Services (OCAS) 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 open to the public which is invited to present their concerns or challenges with animals in the community. Three (3) ASAB members serve on the Animal Services Hearing Panel Pool, which hears appeals of dangerous dog declarations or other ordinance laws enforced by OCAS. One ASAB member chairs the appeal hearings comprised of three members of the Panel Pool, convened under the Unified Animal Ordinance. 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 or analysis. Task forces active in 2022 included: examination of the existing ordinance provisions for the keeping and/or displaying of potentially dangerous wild and exotic animals in Orange County; noise complaints arising from the keeping of roosters in populated residential areas outside municipal boundaries but within Orange County. 38 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. Finally, the ASAB is also 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 the 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 animal health challenges in an era marked by enhanced concerns of zoonotic diseases. What are your Board/Commission's most important accomplishments? An ongoing project for the ASAB 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 has been finalized and will be brought forward to the BOCC in 2023 for its consideration. The board held two meetings in the community to explore involving the community in meetings and raise awareness around pet welfare and OCAS programs. The June 2022 meeting was held and the Passmore Senior Center in Hillsborough, and the October 2022 meeting at Rogers Road Community Center in Chapel Hill. The meetings went well but did not garner increased traffic from citizens so the board has agreed to return to the normal meeting scheduled at OCAS. The ASAB worked with staff on review of applications for the annual Pat Sanford Award, and as needed, outside agency funding applications. Finally, the ASAB continued to assist the BOCC in ensuring that board vacancies are filled in a timely and effective manner. We routinely make recommendations to the BOCC and provide each new member with an orientation, which includes an overview of Animal Services operations. List Specific Tasks, Events, or Functions Performed or Sponsored Annually: • Support the annual `Clear the Shelters' adoption event in person and collectively in the community. • ASAB members attend and provide dessert for the Animal Services Holiday Potluck party. • Supported OCAS National involvement in the American Veterinary Medical Association's (AVMA) Animal Welfare Judging Contest. Hosting the contest is an 39 honor and was the first time this National educational event was held at an animal shelter. 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 2022. These are: Sustainable Services • Supported strategic plan for managing pet overpopulation via spay/neuter initiatives and grand funded programs provided by OCAS. This serves to reduce the use of euthanasia for population control. • Supported efforts to advance the humane management of free roaming vats in Orange County as part of the overall strategic plan. • Supported efforts to meet or except professional standards within the field of animal welfare and animal services. • Support for the plan of OCAS to hire a full-time shelter veterinarian. Promote an interactive an 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 2022. • Supported Veterinary Assistance and Community Spay/Neuter programs to provide equitable serves and keep pets with families. Advisory Board Roles and Responsibilities • Provided a setting for stakeholder communication about various animal-related matters. • Sustained ASAB by meeting and answering questions from 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 is the ASAB Chair and serves on the Orange County Board of Health as the veterinarian representative from the ASAB. 40 Identify any activities this board/commission expects to carry out in 2023 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)? Plan: Community pet wellness and vaccine clinic in conjunction with the North Carolina State University College of Veterinary Medicine (NCSU-CVM) Mobile Hospital. This clinic will be held in an area of Orange County that has been evaluated as needing low cost veterinary care. 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 Commissioner's attention? Managing Pet Overpopulation: The ASAB continues to support Animal Services efforts to manage free-roaming cats humanely and effectively. In particular, the board works with OCAS staff to advance the `Working Barn Cat' program. More generally, the board works with staff to ensure that organizational practices responsible for the County's success in managing cat 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.