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HomeMy WebLinkAboutAgenda - 03-12-2024; 1 - Boards and Commissions – Annual Work Plan Summaries 1 ORANGE COUNTY BOARD OF COMMISSIONERS ACTION AGENDA ITEM ABSTRACT Meeting Date: March 12, 2024 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. The first group of boards and commissions' annual work plan summaries were presented at the Board's February 15, 2024 work session. BACKGROUND: Typically, across the first two work sessions of the year, the Board receives a report from each of the County's boards and commissions. The report details accomplishments from the previous calendar year as well as plans for the year ahead. This practice allows boards and commissions an opportunity to speak directly to the Board of County Commissioners about their work, and the Board is able to provide feedback and direction. Boards and Commissions represented at this meeting: Board Name Representative(s) Presenting Affordable Housing Advisory Board Matthew Ferguson Orange County Housing Authority Board Alice Mahood Orange County Board of Adjustment Leon Meyers Orange County Planning Board Adam Beeman Orange Unified Transportation Board Michael Hughes Alcoholic Beverage Control Board Patrick Burns Economic Development Advisory Board Kristen Smith Young Chapel Hill Orange County Visitors Bureau Advisory Board Karen DeHart Arts Commission Anita Mills FINANCIAL IMPACT: There is no financial impact associated with providing feedback and/or direction on the boards and commissions' annual work plan summaries. SOCIAL JUSTICE IMPACT: The following Orange County Social Justice Goal is applicable to this item: 2 • 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. 3 Orange County Affordable Housing Advisory Board Report Period: January 2023 - December 2023 Person to address the BOCC and contact information: Outgoing Chair— Jenn Sykes — sykes.jennifer@gmail.com Chair: Matthew Ferguson - matthewbrooksferguson@gmail.com Vice Chair: Lynn Nilssen - Iynn.a.nilssen(c)_gmail.com Primary County Staff Contact: Erica Cormack Community Development Program Manager, Orange County Housing 919-884-9213 ecormack@orangecountync.gov 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. 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 4 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: ❖ Prioritizing affordable housing needs • Affordable housing includes, rental properties, homeownership, rehab, maintaining homes so people can age in place. Making these kinds of things affordable for people is also valid use of funds. ❖ 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? • For CIP Bond, reviewed outside agency Affordable Housing Applications and awarded funds of $5.71VI via the use of a scoring matrix. Advised county on which projects to fund. • Held a half day Board meeting to assess the board's collective knowledge and experience to determine how the board can best support and advance the BOCC/Counties AH objectives. List of Specific Tasks, Events, or Functions Performed or Sponsored Annually. • Received Outside Agency Updates from: o Habitat for Humanity OC o Empowerment, Inc. o Community Empowerment Fund o The Center for Community Self-help • Hosting at least one community listening/information session per year in the county on Affordable Housing issues and needs. • Formulate 2024 AHAB Work Plan • Presentation on unhoused population in the county from Rachel Waltz 5 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 advisory boards and commissions? List current board members here who serve on other boards that collaborate with AHAB • Hasan Abdullah, OC Economic Development Advisory Board • Matt Arlyn, Housing Authority Board Identify any activities this board/commission expects to carry out in 2024 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). • To work in close collaboration with other complementary advisory boards and commissions • Work with Economic Development board to bring more living wage jobs to the area • Hold joint meetings with the Housing Authority Board/ Planning Board to coordinate and learn from each other's perspectives. • Affordable Housing Board in Carrboro • • Research • Perform Historical Analysis of County AH Projects/Programs Compile historical data from research on affordable housing projects that have been funded previously. Each member is going to utilize the google drive to input data and the board will pull data from the drive to put a draft 6 together. Matt Ferguson will coordinate research groups and assign years to members to do research. o What has worked? What has the county done? What projects have been supported? Where are HOME funds spent? o What hasn't worked? What projects have not been supported? What projects were discontinued? o Data that shows the importance of having a plan • Obstacles to Affordable Housing • Explore New Sources of AH Funding • Advocacy o Advocate for Community and County AH Policies o Gather opinions from the community o Have an AHAB presence at each county commission meeting o Host a community listening session on Affordable Housing in South County o Touring Affordable Housing projects in Durham and Chapel Hill o Invite Commissioners to attend one of AHAB's post-listening session meetings CIP Application and Evaluation Subcommittee o Collaboration between appropriate staff and subcommittee board members to create a standardized and streamlined CIP bond application and evaluation matrix. (board review revised RFP created by Bonnie H.) • Community Presentations to Board: o Presentation on Homelessness by Rachel Waltz o Updates from Housing Authority Board o Educational presentations by affordable housing experts 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? How do we make action items and follow through on the comments and concerns 7 that come from the community listening sessions? • What do residents (both homeowners and renters) need to do to communicate their concerns about Affordable Housing issues to Commissioners (e.g. beyond just attending AHAB listening sessions)? • Will BOCC act on AHAB's information and recommendations? • Potential communication gaps between Housing Department and some areas of the county • How do we equitably address Affordable Housing in the county and balance the tax assessment on residents? • Economic Development and Living Wage jobs are the other part of the equation with Affordable Housing • Do we need to adjust the way we weight projects so that areas with socio- economic discrepancies (specifically underserved rural communities) receive stronger consideration? • research other funding opportunities that the county can access? 8 Orange County Housing Authority Report Period January 2023-December 2023 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 (Board Chair), alimahood@gmail.com Primary County Staff Contact: Blake Rosser (Interim Director, Housing Dept) How many times per month does this board/commission meet, including any special meetings and sub-committee meetings? 1 x/Month 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? (LAST YEAR's): -Increase voucher utilization from 575 to 630, issued primarily to those 9 experiencing homelessness -Client event "Meet and Greet" in August, 1st client event since COVID -Approved & Published updated Administrative Plan -Removed many causes for termination -Initiating opening of waitlist for first time since at least 2017 -Obtaining more housing possibilities for voucher holders (with new landlords) -Issued all 19 Emergency Housing Vouchers, leased up 17 of them. -Applying for Moving to Work -Got to full board recruitment for the first time in at least 3 years, with the most program participants ever on the board (2) -4 new particpants approved for Homeownership Program List of Specific Tasks, Events, or Functions Performed or Sponsored Annually. Functions: monthly meetings monitoring, reviewing and amending processes of the HCV program -Meet and Greet with clients in August 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 575 to 630, 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 10 -Spent down last reserves of emergency funding disbursed during COVID. -Implemented new software services with PHA-Web, providing greater ease of interface, including applicant/participant/landlord portals which will increase accessibility for all clients and stakeholders. 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. -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 2024 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 -Implementing client and partner portals in software system (#3), new software system is 1/3 the price of old software system -Goal is to reopen waitlist by Spring of 2024, and conduct lottery pull shortly after (Goals 1 and 6) -Joint session with Affordable Housing Advisory Board, in order to address Project Based Vouchers (PBV), hear of upcoming affordable housing 11 opportunities, and brainstorm ideas on expanding inventory (Goals 1 & 3) -In-person events with program participants (Goal 1 & 3) -Applying for Moving to Work Program which will allow greater fiscal flexibility with federal funds (no local funding impact) What are the concerns or emerging issues your board has identified for the upcoming year that it plans to address, or wishes to bring to the Commissioners' attention? 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. 12 NAME OF BOARD/COMMISSION: Board of Adjustment Report Period January 2023-December 2023 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 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. Board Calendars and Public Hearing Schedules I Orange County, NC (orangecou ntync.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 decisions, or determinations made by the Planning Director; 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. 13 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. Adapting its rules and process to meet the new requirements of 160D-302 and relevant case law. 3. Successfully maintaining all the required and alternate BOA seats. 4. Revising the applications, required materials and published calendars to make the process simpler, shorter, and more accessible to the public. 5. Offering Spanish language translations of notices and other relevant case materials to the public. 6. Offering Spanish speaking interpreters for the public at evidentiary hearings. 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, SUPS, Variances and Appeals. Describe the collaboration relationship(s) this particular board has with other advisory boards and commissions? 1. Operationally none. By definition, the BOA is 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 2024 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. Continuing to improve public access and information about the BOA and their cases. 3. Minimize additional 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 and potential for legal challenges to the BOA's determinations. 14 NAME OF BOARD/COMMISSION: Planning Board Report Period: 2023 calendar year for annual report; 2024 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, abeeman4784(cD-yahoo.corr (Note: the Planning Board elects a Chair and Vice-Chair every January; if the Chair changes in January 2024, the 2024 Chair would be the presenter) Primary County Staff Contact: Cy Stober, Planning Director; secondary contact: Perdita Holtz, Deputy Director— Long-Range Planning & Administration 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 2023, the Planning Board accomplished the following: • Reviewed and made a recommendation on the following applications: o Conditional District rezoning at the southwest corner of White Cross Road and Highway 54 West (Dollar General) 15 o Multi-part application for Mount Carmel Baptist Church for portion of a parcel annexed into Orange County from Chatham County o Conditional District rezoning for Edenview Subdivision on Dairyland Road, a 38-lot subdivision on 190 acres o Conditional District rezoning for an MPD-CD application on Lawrence Road • Held a work session on amendments to the Planning Board's Rules of Procedure and proposed amendments that were adopted by the BOCC. • Commencement of Orange County Land Use Plan 2050 • Completed five 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 2023, there was not direct collaboration with other advisory boards (e.g., joint meetings). Some Planning Board members serve on more than one advisory board. Identify any activities this board/commission expects to carry out in 2024 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 2024 BOCC retreat (not in priority order): 1. Orange County Land Use Plan 2050: Work on this plan commenced in the summer of 2023 and will continue for two years. 2. UDO Amendments: Planning staff's "UDO Task Force" reviewed the UDO in 2023 2 16 and compiled an extensive list of potential UDO amendments that would streamline and clarify the regulations and respond to recent court decisions. Planning staff anticipates commencing work on several topic areas in 2024. 3. Climate Action Plan: Invite the Sustainability Projects Manager to present the County's Climate Action Plan to the Planning Board with the objective of both information and identifying areas of potential collaboration. 4. Continue Training for Planning Board Members: Planning staff will continue to offer training to Planning Board members on an as-needed basis (including the 5- module training for newly appointed members). 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. 2024 BOCC Retreat: Any priorities that emerge at the January 2024 BOCC retreat, including direction on implementation of an adopted Countywide Strategic Plan. 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. 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. 3. 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. 4. Rural Enterprises: As part of the analysis for the Land Use Plan 2050, 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 existing Comprehensive Plan and the UDO to better enable retail services or other uses in identified RANs. 5. Transportation Issues: As part of the analysis for the Comprehensive Land Use Plan 2050, determine if rural "transit oriented development" could be hubs of transit located in the rural community nodes. Focus should be on transit dependent populations and their connection to other transit infrastructure, and account for implementation of the North-South Bus Rapid Transit line between Hillsborough and Chapel Hill. 6. 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 3 17 for study (i.e., supportive infrastructure analysis) and potential discussion with public and non-profit utility providers as growth in Orange County continues. This could serve both economic development and affordable housing concerns. 4 18 NAME OF BOARD/COMMISSION: Orange Unified Transportation Board (OUTBoard) Report Period January 2023- December 2023 ORANGE COUNTY ADVISORY BOARDS AND COMMISSIONS INPUT FOR COUNTY COMMISSIONERS' ANNUAL PLANNING RETREAT The Board of County Commissioners (BOCC) welcomes input from various advisory boards and commissions in preparation for its annual planning retreat. Please complete the following information, limited to the front and back of this form. Other background materials may be provided as a supplement to, but not as a substitute for, this form. Person to address the BOCC and contact information: Michael Hughes, Chair. Telephone (919) 270-6462; Email mmh@mmhpe.com Primary County Staff Contacts: • Primary administration and professional development support for OUTboard o Darlene Weaver, Transportation Planning Manager • Additional professional support to OUTboard o Office Assistant—Vacant • Burlington-Graham Metropolitan Planning Organization (MPO) and Durham- Chapel Hill-Carrboro MPO and Central Pines Rural Planning Organization (CPRPO) 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 9 times in 2023. Brief Statement of Board/Commissions' 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. 1 19 What are your Board/Commission's most important accomplishments? In 2023, the OUTBoard has: 1. Recommended County approve the NC 54 Multimodal Corridor Study. 2. Recommended County approve updated County Priorities for Strategic Prioritization of Transportation 7.0 this includes making NC 10 and Regional Transit Center in Hillsborough County Priorities. 3. Advocated for Congestion Management and Air Quality Grant for 3 MOD vans in Central Pine Rural Planning Organizastion, along with FTA 5339 discretionary grant. 4. Updated OUTBoard Policies and Procedures including quorum, meeting date, time and location. 5. Recommended County approve the Sidewalk Maintenance Agreement for bridge replacement project for state build sidewalk from home depo and Aldo, south to the new bridge 6. Recommended County approve Orange County Transportation Services Public Involvement Plan. 7. Provided comments on list of local and regional transportation Plan, programs and projects including DCHC MPO Safe Streets For All grant, 8. Approved the Safe Routes to School update Scope of Work for 2024 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. 1. Continue monitoring locally and regionally adopted plans for updates and amendments like Orange County plans, Comprehensive Transportation Plan, Metropolitan Transportation Plan and others. 2. NCDOT's bi-annual STIP i. 1st year, recommend to BOCC Orange County's transportation priorities for MPO/RPO SPOT consideration. ii. 2nd year, provide comments on the draft STIP 3. Regularly review NCDOT implemented projects and MPO/RPO activities. i. Bi-annually review Small Projects Program for non-STIP funding. ii. Discuss any OCPT and TAS activities. 4. BOCC initiatives as assigned. 5. OUTBoard membership, offices and other items assigned by the BOCC. 2 20 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. • Regularly update Transportation Planning and OUTBoard website • 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. • Ensure transit, bicycle, and pedestrian facilities are addressed in each transportation plan, project, and program. • Quarterly discuss County transit activities with OCPT and TAS. • Participate in addressing bicycle. Sidewalk, and pedestrian safety for Safe Routes for schools and residents in Orange County • Actively participate in states SPOT/STIP process as well as MPO/RPO activities ensuring multimodal issues are addressed. 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 task are part of OUTBoard' current work plan 1. Continue expanding Moblity-on-Demand 2. Continue advancing the Regional Transit Center in Hillsborough 2. Implementation of the complete street and vision policy through grants, transit tax and CIP. 3. Participated in aspects of the OCPT 5311 Rural area and 5339 combined capital grants- analysis, and recommendations to support transit services and funding to non-urbanized areas. 4. Support the departments Transit Plan and Short-Range Transit Plan updates 6. Updated the Safe Routes to school project to include safety for all schools in Orange County. 7. Implement NC 54 Multimodal Corridor Improvements through complete street and vision zero 8. Complete US 70 Multimodal Corridor Study by providing recommendations on improvements for roads, bikes, and pedestrians and requesting County approve the study 9. Advance the County's Transit Dashboard with transportation performance measures and other improvements. 3 21 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 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. 4 22 Orange County ABC Board Report Period January 2023-December 2023 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 ABC Board Person to address the BOCC 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 10:00am 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? 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. The board also opened a new location in Southern Village and replaced the older store in Mebane with a new and much improved location. 23 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 $ 15,000 Chapel Hill-Carrboro city Schools $ 15,000 Carpe Diem $ 18,000 Boomerang Youth $ 20,000 Freedom House-Orange Partnership $ 21,500 El Centro Hispano $ 26,500 Campus & Community Collaborative $ 30,000 Orange County Drug Court $ 32,000 Orange County Schools $ 33,000 El Futuro $ 35,000 Total Alcohol Education and Rehabilitation $261,000 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. Hillsborough Police Department $ 8,000 Carrboro Police Department $ 18,000 Chapel Hill Police Department $ 75,630 Orange County Sheriff's Department $110,000 Total Alcohol Law Enforcement $211,630 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 2024 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 employer 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 24 Economic Development Advisory Board Report Period January 2023 - December 2023 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: Kristen Smith Young (Chair) Director of Community Relations University of North Carolina Chapel Hill Phone # (919) 962-9245 kristen unc.edu David Gephart (Vice Chair) 1401 Poplar Lane Hillsborough, NC 27278 Owner of Gephart Marketing Phone # (919) 732-6464 dave(ab-gephartmarketing.com 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(cr_orangecountync.gov 25 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 2023: January 10, March 14, May 9, September 12, and November 14. The board's normal meeting schedule convenes approximately (6) times per year (second Tuesday of every other month). • For 2024, six (6) meeting dates have been scheduled for January 9, March 12, May 14, July 9, September 10 and November 12. • The Orange County Small Business Grant subcommittee, comprised of 5 members of the full advisory board, met quarterly throughout 2023 to review and score all business grant applications that were received during the year. Those meeting dates occur virtually within a month of the grant application deadlines. (Five members' service on the small business grant subcommittee will continue in 2024). • One member of the advisory board also participated in 2023 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 2024). 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. 26 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 2023 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 43 small business grant awards, totaling $247,923.28 for the Vea . • In 2023 the Advisory Board also assisted in the "Agriculture Economic Development Grant Program" to receive and review applications, approving 18 grant awards totaling $148,937.88 in support of Orange County's small farmers and food processors for the year. • Economic Development used budgeted advertising funds towards two Ad Campaigns starting April 2023 through December 2023 with Triangle Digital Partners (Chaple Hill Magazine) and WCHL who highlighted multiple grant recipients and advertised the Business Investment and Agriculture Grant Programs through live radio interviews, various commercials and Social Media Posts. List of Specific Tasks, Events, or Functions Performed or Sponsored Annually. • The Advisory Board meets quarterly to review, score and consider all applications submitted by Orange County small businesses and Agricultural ventures 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." 27 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. • One (1) additional member of the Economic Development Advisory Board, who also serves as the representative on the Agriculture Preservation Board, and who participates in the County's administration of the Orange County Agriculture Grant program. Identify any activities this board/commission expects to carry out in 2024 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. • The advisory board desires to offer input into Orange County's Strategic Plan & Planning's Comprehensive Plan regarding economic development-related ideas. • 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. 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? • A desire for our advisory board members to occasionally meet with BOCC representatives in order to voice our Advisory Board's thoughts and concerns, and for the Commissioners to be aware of our advisory board's role and contribution to serve the County. 28 Orange County Visitors Bureau Report Period January 2023-December 2023 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 Visitors Bureau (division of economic development) Person to address the BOCC and contact information: Karen DeHart, Chair, North Carolina High School Athletics Association karen(a�nchsaa.org 919-521-2656 Primary County Staff Contact: Laurie Paolicelli, Executive Director 1paolicelli(a�-orangecountync.gov 919-245-4322 How many times per month does this board/commission meet, including any special meetings and sub-committee meetings? Monthly (except for July and December), the third Wednesday of the month at 8AM at a rotating location, typically the Sheraton Hotel in Chapel Hill. Brief Statement of Board/Commission's Assigned Charge and Responsibilities. Funded through Orange County occupancy taxes, the fundamental mission of the Orange County Visitor Bureau is the promotion of visitor and business travel, to Chapel Hill, Carrboro and Hillsborough which generates overnight lodging for a destination and increase revenues in sales taxes, occupancy taxes as well as job creation. 29 What are your Board/Commission's most important accomplishments? • Visitors to and within Orange County spent $236.29 million in 2022, an increase of 21.3.% from 2021. The data comes from an annual study released recently by the North Carolina Department of Commerce. • Eight of the top 10 counties with double-digit increases, are regarded as urban or regional city/suburban. Orange County's 21.3% increase ranked at number 6. • Domestic and international visitors spending totaled $236.29 up from $194.81 million in 2021. • Visitors spending represents a tax savings of$110.36 per county resident. The travel and tourism industry directly employs 1,812. • Total payroll generated by the tourism industry in Orange County was $64.9 million. • State tax revenue generated in Orange County totaled $9.1 million through state sales and excise taxes, and taxes on personal and corporate income. • About $7.4 million in local taxes were generated from sales and property tax revenue from travel-generated and travel- supported businesses. • This total of$16.5 million is up from $15.2 million in state and local tax revenue generated in 2021. • The Visitors Bureau joined the interests of town and county government, trade and civic associations and travel suppliers to build visitor traffic to the area. The Bureau also acted as a liaison between potential visitors and the businesses that host them. List of Specific Tasks, Events, or Functions Performed or Sponsored Annually. 1. Marketing the area to potential visitors. 2. Pursuing conferences and meetings by offering support and incentives to event planners. 3. Using Online Booking Platforms to make it easy for travelers to find and reserve accommodations. 4. Provide information, maps, and guides to help visitors navigate the area. 5. Partner with events and festivals to draw more visitors. 6. Update the local community through weekly newsletters and local event updates. 7. Provide Data and Insights to refine marketing strategies and improve the visitor experience in Orange County. Share key metrics monthly with local stakeholders. 8. Partner with local businesses, attractions, and arts organizations. 9. Maintain a walk-in Visitors Center. 10. Improve diversity, equity and inclusion outreach through tourism marketing campaigns. 30 Describe this board/commission's activities/accomplishments in carrying out BOCC goal(s)/priorities, if applicable. Clean, green economic development: As a result of the tourism industry and Orange County's role within the state: • Domestic and international visitors spending totaled $236.29 up from $194.81 million in 2021. • Visitors spending represented a tax savings of$110.36 per county resident. The travel and tourism industry directly employed 1,812. Total payroll generated by the tourism industry in Orange County was $64.9 million. State tax revenue generated in Orange County totaled $9.1 million through state sales and excise taxes, and taxes on personal and corporate income. Describe the collaboration relationship(s) this particular board has with other advisory boards and commissions? The Orange County Visitors Bureau Board is comprised of representatives from all Orange County municipalities, downtown associations, historic and cultural organizations, and the state tourism coalition, as well as a partnership with the North Carolina Restaurant and Lodging Association. Identify any activities this board/commission expects to carry out in 2024 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). Economic Development: Marketing Orange County to help local businesses attract and maintain new customers. Effective marketing can create awareness and interest in the Orange County communities. Pursuing conferences and meetings so larger hotel facilities can sustain demand. Generating leads for Orange County hotel properties often leads to a significant number of overnight stays, as attendees book hotel rooms for the duration of the event. 31 Manage Online Booking Platforms to generate more demand for Orange County hotels, job security for employees of the hospitality industry and a stronger tax base for Orange County. These platforms make Orange County travel options accessible to a broad audience. Providing maps and guides to generate more business at Orange County restaurants, retail shops, hotels. Updated annual guides, maps and promotions generate more business for the industry. Partnering with events and festivals to draw more visitors. Supporting 20 annual special events, festivals, and conferences in Orange County help draw visitors. These events include but are not limited to: Hog Day, Bluegrass Festival, Black Alumni Reunion, annual Holiday events at local farms, Historical Society events, Arts Festivals. Updating the local community about happenings. Local residents are often the backbone of small businesses that cater to both tourists and the community. They rely on the Visitors Bureau for monthly updates. Gather Data. The Visitors Bureau collects and analyzes data on visitor demographics (e.g., age, gender, point of origin) and behaviors (e.g., travel patterns, interests). This information helps local businesses understand travel patterns to Orange County including weekday demand, weekend demand. Maintain a Walk-In Welcome Center. In an increasingly digital world, visitor centers offer a human connection. Travelers can engage with friendly and knowledgeable staff, making their experience more enjoyable and memorable. 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? Continue to build back the conferences and business travel that Orange County hotels rely on for sustainability. Budget has shifted to allow for more marketing and outreach. Continue to promote equity, diversity and inclusion through several initiatives including: • Communication about BIPOC leaders now, and historically, in Orange County • Membership in the International Association of Gay, Lesbian Travel Association. • Production of a Bi-annual Disability Guide to local restaurants. • Membership in the Black Meeting Professionals Association • Diversity sub-committee of Visitors Bureau Board addresses ways to tell the story of Orange County by highlighting BIPOC leaders. • Underwriting the first brochure and marketing materials for the Occaneechi Band of the Saponi Nation. 32 Orange County Arts Commission Report Period January 2023-December 2023 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 Arts Commission Person to address the BOCC and contact information: Anita Mills, Chair/ 919-302-8897 Primary County Staff Contact: Katie Murray, Director; 919-245-2335 / kmurray(a)_orangecountync.gov How many times per month does this board/commission meet, including any special meetings and sub-committee meetings? 1 monthly meeting 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? • Completed second year of operations at the Eno Arts Mill in October, 2023 providing arts space for artists and community that prioritizes accessibility and inclusion. The space successfully generated enough revenue in its 2nd year of operations to fully coverexpenses. 33 o The mill launched several first-time new events and programs in 2023: ■ Eicholz Foundation 2023 BIPOC Artist in Residence Program featuring TJ Mundy ■ Grow Your World 2023 Artist in Residence Program featuring Anatolii Tarasiuk ■ Weave & Spin Open Mic offering a featured spoken word/poetry artists and open mic for marginalized voices. Takes place every 2nd Wednesday of the month ■ Coalesce: gallery exhibit featuring 10 visual artists paired with 10 poets, every January ■ "Letters From" Poetry Slam with Dasan Ahanu and the Orange County Remembrance Coalition ■ Preview viewing of "Closing of a School" documentary for Central High School alumni ■ Pen2Paper Shop Talk and "Poems Come Alive" Performance Workshop with Piedmont Laureate Dasan Ahanu ■ "Monetize Your Art" Artist Panel ■ Hillsborough Juneteenth Celebration in partnership with the Northern Orange NAACP o The mill served as the Hillsborough welcome center for Uproar Festival of Public Art July-August 2023. o The artist studios remained at near-full occupancy throughout 2023 and maintained at minimum of 30% tenants who identified as a member of a marginalized community (currently 56% BIPOC and/or LGBTQ tenants) o We received a $30,000 grant from the Triangle Community Foundation to establish "Studio Be" — a small group space geared towards marginalized youth. o We welcomed Grow Your World into the former Art Therapy Institute space, allowing the organization space for their justice diversion mentorship program. ENO ARTS MILL IMPACT OCTOBER-SEPTEMBER 2021-22 2022-23 % CHANGE Number of artists paid for work sold, classes, 125 144 15% T performances, or services Amount paid to artists for work sold, classes, 87% T performance, or services $48,179 $90,230 Number of artists exhibited 212 172 19% Dollar amount of work sold $18,980 $24,888 31% 1 Number of people hosted for classes 232 638 175% T Number of youth hosted during Summer Camp 77 90 17% 1 Summer Camp scholarship recipients 16% 15% 6% � • Hosted Uproar Festival of Public Art throughout Orange County July 14-August 12, 2023 in partnership with the towns of Hillsborough, Carrboro, and Chapel Hill, as well as UNC-Chapel Hill. Sixty works of outdoor public art were placed in accessible 34 locations throughout the downtown communities of Chapel Hill, Carrboro, and Hillsborough. The public was tasked with scoring the works to determine the $10,000 People's Choice Winner. o The OCAC received the first grant from the National Endowment for the Arts in the organization's 35 year history o The scale of the festival and the prioritization of accessibility made it the first event of its kind in NC. 0 55% of the Uproar budget ($110k) was spent on artist support 0 55% of Uproar expenses ($110k) paid Orange County residents and businesses. o Uproarfestnc.com saw 67,000 views during the event. o Our Uproar Google Map had 51,000 views and we distributed 4,000 printed maps. 0 800 patrons took advantage of our Saturday Trolley that ran throughout Chapel Hill and Carrboro. o Uproar received 32 editorial stories and statewide exposure through WUNC and Our State Magazine. o Nearly $100k in cash sponsorships and in-kind donations raised by the OCAC's nonprofit arm, the Orange County Arts Alliance, supported this first year. • Conducted a county-wide DEIA and the Arts training series free of charge to Orange County based arts agencies. Seventeen organizations and 80 individuals participated in the four-part series conducted by Aisha Adams Media. • Partnered with arts councils in Durham, Wake, and Chatham counties to present Big Night In for the Arts on March 7, 2023, on WRAL, raising $200k for arts programs across the Triangle. • Dispersed and administered $128,594 in grant funding through annual Arts Grants and Arts Educator Grants Programs, as well as ARPA-funding Restart the Arts program. • Received a grant to expand the highly successful LGTQIA Teen Arts Collective, making the program free for all participants and adding guest instructors • 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 7th Annual Paint it Orange Plein Air Paint-out & Wet Paint Sale as a fundraiser, hosting a record-breaking 76 artists and raising approximately $17k for arts programs (a 112% increase over 2022) • Offered 24 stories of local arts community on artsorange.org through a partnership with music writer David Menconi and writer Arshia Simkin. • Continued discussions with Town of Hillsborough, Hillsborough Arts Council, and Orange County Historical Museum to explore a future arts and cultural facility. 35 List of Specific Tasks, Events, or Functions Performed or Sponsored Annually. • Operations and programming of Eno Arts Mill • Coordination of biennial Uproar Festival of Public Art • Consultation and advisement to local community partners on matters pertaining to the arts throughout Orange County • 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 • 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. 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, 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 Worked in partnership with fourteen community organizations to produce Uproar, a large-scale public art festival that drew visitation into our downtown communities during the summer of 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, in partnership with its nonprofit partner the Orange County 36 Arts Alliance: ■ Provided scholarship assistance to any youth applicants during the 2023 Summer Camp season (15% of participants) ■ Expanded its LGBTQ Teen Arts Collective, provided life changing experiences for participants and their families • Diversity o The OCAC Arts Grants review process includes prioritizing of applications that hire artists of color. Sixty-seven percent of 2023-24 Grassroots Arts Program grants were allocated towards projects that fulfilled this goal. o The Eno Arts Mill artist studios maintained at minimum of 30% tenants who identified as a member of a marginalized community (currently 56% BIPOC and/or LGBTQ tenants) o The Eno Arts Mill created new programs geared towards lifting up and serving all voices, but specifically members of marginalized communities • 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 2023, 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 Equity and Human Rights • Orange County Department of Parks and Recreation • Raleigh Arts Commission • Town of Carrboro — Economic Development/Arts 37 • Town of Chapel Hill Community Arts and Culture • Town of Hillsborough • Town of Hillsborough Tourism Board/Tourism Development Authority • Triangle ArtWorks • United Arts Council of Raleigh/Wake County • UNC - Ackland Art Museum • UNC Arts Everywhere 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 2024 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 2024, we will continue to 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 38 work with local leaders to ensure the arts are supported. o The OCAC, in partnership with fourteen community organizations, will beginning planning for Uproar 2025, which 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 continue to purposely invite and prioritize 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 The OCAC was able to add one additional FTE in 2023 through county support and by using '/2 of NC Arts Council Grassroots Funding. This has helped, but capacity still is a challenge in response to the growing requests and needs presented by the local community. The Eno Arts Mill is open most evenings and Saturdays. Managing the operations of a 10,000sf space, combined with other responsibilities such as grant administration as the Local Arts Agency for Orange County, continues to demonstrate that more staff are needed to fully serve the county and community. • Accessibility o The Eno Arts Mill project was designed to be financially self-sustaining. This 39 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.