HomeMy WebLinkAboutAgenda 03-10-2026; 1 - Boards and Commissions – Annual Work Plan Summaries 1
ORANGE COUNTY
BOARD OF COMMISSIONERS
ACTION AGENDA ITEM ABSTRACT
Meeting Date: March 10, 2026
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 receive brief presentations from representatives from the second group of County
boards and commissions on their annual work plans and provide feedback and/or direction.
BACKGROUND: Each year, the Board of County Commissioners (BOCC) requests that county
boards and commissions complete reports on the activities each board conducted over the past
year and a plan for future activities consistent with the BOCC's strategic goals. The Chairs or
other board representatives make presentations to the BOCC to share information in their written
reports. The Board received the first group of work plan presentations at the February 10, 2026
work session.
Boards and commissions presenting at this meeting are:
Board Name Representative(s) Presenting
Orange Unified Transportation Board Michael Hughes
Orange County Board of Adjustment Leon Meyers
Orange County Planning Board Lamar Proctor
Advisory Board on Aging Dr. Tracey Holsinger
Adult Care Home & Nursing Home Jackie Podger and Shade Little
Community Advisory Committee
Board of Health Tony Whitaker
Board of Social Services Oscar Fleming
Economic Development Advisory Board Emilee Collins
Chapel Hill-Orange County Visitors Bureau Advisory Board D.R. Bryan
Arts Commission Denise Duffy
FINANCIAL IMPACT: There is no financial impact associated with this item.
ALIGNMENT WITH STRATEGIC PLAN: This item supports:
• GUIDING PRINCIPLE — INCLUSIVITY AND ENGAGEMENT
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We foster an environment in which all are welcomed, represented, and empowered to
participate in and feel connected to their community.
• GUIDING PRINCIPLE — DEDICATION AND RESPECT
We commit to our roles in public service and organizational excellence by fostering the
skills, talents, and innovation of our residents, employees, volunteers, and boards needed
to carry out this work.
RECOMMENDATION(S): The Manager recommends that the Board review the annual work plan
summaries from the boards and commissions, receive the presentations, and provide feedback
and/or direction.
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ORANGE COUNTY BOARDS AND COMMISSIONS
ANNUAL REPORT AND WORK PLAN
Name of Board/Commission: Orange Unified Transportation Board (OUTBoard)
Report Period: January 2025-December 2025
The Board of County Commissioners (BOCC) appreciates the dedication of all volunteers
on Orange County boards and commissions and asks each body to complete an Annual
Report and Work Plan. This document will inform the BOCC of the activities each
board/commission has conducted over the past year and detail a plan for future activities.
These activities should be consistent with the board/commission's assigned charge and
the goals identified in the Orange County Strategic Plan (Strategic Plan). General
information about the Strategic Plan is available here.
Person to address the BOCC, title, and contact information: Michael Hughes-
OUTboard Chair, mmh(�mmhpe.com
Primary staff contact: Sarah Williamson, Interim Director, Transportation Department
1. How many times per month does this board/commission meet, including any special
meetings and subcommittee meetings?
1 meeting per month
2. Please briefly describe this board/commission's assigned charge and
responsibilities. Board-specific Policies and Procedures documents, which detail the
charge and responsibilities for each board/commission, are available here.
The OUTboard is charged with advising the Board of County Commissioners (BOCC)
on the planning and programming of transportation infrastructure improvements and
other County transportation planning initiatives, as directed by the BOCC.
3. What are your board/commission's most important accomplishments during the
report period?
a. Provided direction and oversight for the creation of onboarding materials for new
OUTBoard members.
b. Supported the expansion of community engagement efforts across the
Transportation Department, including the creation of a department newsletter,
more strategic community engagement, and outreach events.
c. Ongoing coordinated with Parks and Rec Commission to align the Bike and
Pedestrian Plan with the Trails Plan.
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d. Recommended the Project Management Plan be approved by BOCC.
e. Recommended to BOCC the expansion of the Hillsborough Circulator.
4. Please list any specific tasks, events, or functions performed or sponsored annually.
a. Maintain ongoing awareness of North Carolina Department of Transportation
(NCDOT) delivered projects and key Transportation Planning Organization(TPO)
and Rural Planning Organization (RPO) initiatives affecting Orange County.
b. Provided feedback on Orange County Public Transportation (OCPT) and
Transportation outreach activities regularly.
c. Attended and participated in the Triangle West TPO Regional Safety Summit.
d. OUTBoard membership, officer roles, and other responsibilities as directed by the
BOCC.
5. Describe this board/commission's activities/accomplishments in carrying out the
goals identified in the Orange County Strategic Plan. General information about the
Strategic Plan is available here.
a. Supported transit operations initiatives to strengthen the multimodal network and
increase ridership, including:
a. The expansion of the Hillsborough Circulator
b. Implementation of fare-free service across all fixed routes.
c. Supported demand response and mobility on demand initiatives to
increase service efficiency and improve customer travel times.
d. Help with planning to add five vehicles to support fixed-routes, demand
response, Mobility on Demand services, increasing service efficiency, and
improving customer travel times.
6. Describe any collaboration between this board/commission and other boards and
commissions.
a. Working in parallel with Parks & Rec Commission to integrate bicycle,
pedestrian, and trail planning initiatives.
7. Identify any activities this board/commission expects to carry out in 2026 that are
related to the )range County Strategic Plan. General information about the Strategic
Plan is available here. If applicable, please list any fiscal impact (i.e., funding, staff
time, other resources) associated with these proposed activities.
a. Planning transit and transportation initiatives for the upcoming year to strengthen
the multimodal network and improve access to service, including:
a. Expansion of transit services to Mebane
b. Finalization of the County's Bicycle and Pedestrian Plan and Trails Plan.
c. Increase public engagement around transit and transportation services.
d. Collaborate with NCDOT to advance funding for multimodal projects in rural
areas.
e. Installation of bus shelters at the Health and Social Services Department to
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improve rider comfort and accessibility.
f. Strengthening customer communication and transparency through the
Transit and Transportation Dashboard.
8. What concerns or emerging issues does this board/commission anticipate for the
upcoming year that it plans to address or wishes to bring to the BOCC's attention?
a. Strengthen the transportation planning process by increasing involvement through
targeted public engagement efforts.
b. Monitor infrastructure and connectivity updates across local, regional, and utility
corridors to strengthen a countywide multimodal transportation system and
engage more in transit operations.
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ORANGE COUNTY BOARDS AND COMMISSIONS
ANNUAL REPORT AND WORK PLAN
Name of Board/Commission: Board of Adjustment
Report Period: January 2025-December 2025
The Board of County Commissioners (BOCC) appreciates the dedication of all
volunteers on Orange County boards and commissions and asks each body to
complete an Annual Report and Work Plan. This document will inform the BOCC of the
activities each board/commission has conducted over the past year and detail a plan for
future activities. These activities should be consistent with the board/commission's
assigned charge and the goals identified in the Orange County Strategic Plan (Strategic
Plan). General information about the Strategic Plan is available here.
Person to address the BOCC, title, and contact information: Click or tap here to enter
text.
Leon Meyers, BOA Chair
Imeyersnc gmail.com 919 422-5773
3126 Carriage Trail, Hillsborough
Primary staff contact: Click or tap here to enter text.
Patrick Mallett, Deputy Director, Development Services
Planning & Inspections Department
pmallettC@_orangecountync.gov
Office (919) 245-2577 / Mobile (919) 819-3402
1. How many times per month does this board/commission meet, including any special
meetings and subcommittee meetings?
One meeting per month as outlined in the published BOA Calendars.
https://www.orangecountync.gov/1178/Calendars. Note: the BOA only meets on
published dates when there is a case to be considered and/or required administrative
actions or training.
2. Please briefly describe this board/commission's assigned charge and
responsibilities. Board-specific Policies and Procedures documents, which detail the
charge and responsibilities for each board/commission, are available sere.
As required by NCGS §160D-302 and the Orange County 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; 2. Applications requesting
the approval of Special Use Permit (SUP);3. Variance requests from the minimum
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requirements of the UDO; and 4. Other matters as required by state law, the UDO
and/or the BOCC.
3. What are your board/commission's most important accomplishments during the
report period?
1. Successfully deciding variances and SUPs per the state statue and UDO
requirements without any higher appeals or legal challenges to their decisions;
2. Revised procedures and processes regarding legal standing for cases; and
3. Revised applications, guides, required materials and published calendars to make
the process simpler, quicker and more accessible to the public.
4. Please list any specific tasks, events, or functions performed or sponsored annually.
N/A
5. Describe this board/commission's activities/accomplishments in carrying out the
goals identified in the Orange County Strategic Plan. General information about the
Strategic Plan is available here.
Strategic Plan Objectives
Housing For All
5. Review County ordinances, policies, agreements, and the regulatory processes
to streamline practices, and increase opportunities and reduce barriers to construct
housing.
6. Describe any collaboration between this board/commission and other boards and
commissions.
1. Operationally none. The BOA is by definition an independent, autonomous
quasi-judicial decision-making body.
2. Administratively, BOA's meetings, needs and support is coordinated alongside the
Planning Board.
7. Identify any activities this board/commission expects to carry out in 2026 that are
related to the Orange County Strategic Plan. General information about the Strategic
Plan is available here. If applicable, please list any fiscal impact (i.e., funding, staff
time, other resources) associated with these proposed activities.
N/A
8. What concerns or emerging issues does this board/commission anticipate for the
upcoming year that it plans to address or wishes to bring to the BOCC's attention?
1. Aligning with the various regulatory changes and recent case law.
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ORANGE COUNTY BOARDS AND COMMISSIONS
ANNUAL REPORT AND WORK PLAN
Name of Board/Commission: Orange County Planning Board
Report Period: January 2025-December 2025
The Board of County Commissioners (BOCC) appreciates the dedication of all volunteers
on Orange County boards and commissions and asks each body to complete an Annual
Report and Work Plan. This document will inform the BOCC of the activities each
board/commission has conducted over the past year and detail a plan for future activities.
These activities should be consistent with the board/commission's assigned charge and
the goals identified in the Orange County Strategic Plan (Strategic Plan). General
information about the Strategic Plan is available here.
Person to address the BOCC, title, and contact information: Lamar Proctor, Chair,
attorneylamar@gmail.com. (Note: the Planning Board elects a Chair and Vice-Chair
every January; if the Chair changes in January 2026, the 2026 Chair would be the
presenter)
Primary staff contact: Cy Stober, Planning Director
1. How many times per month does this board/commission meet, including any special
meetings and subcommittee 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).
2. Please briefly describe this board/commission's assigned charge and
responsibilities. Board-specific Policies and Procedures documents, which detail the
charge and responsibilities for each board/commission, are available sere.
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.
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3. What are your board/commission's most important accomplishments during the
report period?
In 2025, the Planning Board accomplished the following:
• Reviewed and made a recommendation on the following applications:
■ Five Conditional District rezonings:
■ Cedar Ridge High School
■ Storage facility in Little River Township.
■ Carolina Friends School
■ Residential subdivision on Highway 54W in White Cross (Bingham
Township)
• Residential subdivision on Highway 86N, north of Hillsborough
• Reviewed and made a recommendation on the following UDO Text Amendments:
■ Telecommunication Facilities
■ Residential Solar Arrays
■ Impervious Surfaces, Watershed Protection Overlay Districts, And Stream
Buffers
• Reviewed and made on recommendation on the following major subdivision
Preliminary Plats:
■ Eden View Acres (Dairyland Road in Bingham Township)
• Briefings and input on the Orange County Land Use Plan 2050
• Briefing on the Hazard Mitigation Plan
• Reviewed UDO text amendment pertaining to subdivision processes
4. Please list any 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
5. Describe this board/commission's activities/accomplishments in carrying out the
goals identified in the Orange County Strategic Plan. General information about the
Strategic Plan is available here.
The Planning Board's work and recommendations support the following aspects of
the County's Strategic Plan:
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Vision Statement: We are a diverse, inclusive, and healthy county working
together to strengthen our community and enhance the quality of life for all
residents.
Guiding Principle: Communication and Awareness - We provide information and
opportunities for engagement in a transparent manner so that all in our community
have knowledge, understanding, and a voice.
Guiding Principle: Inclusivity and Engagement - We foster an environment in
which all are welcomed, represented, and empowered to participate in and feel
connected to their community.
Guiding Principle: Climate Action and Sustainability - We recognize that our
environment is critical to our existence and are deliberate in protecting, preserving,
and sustaining our natural resources for the continued good of all.
GOAL 1: ENVIRONMENTAL PROTECTION AND CLIMATE ACTION
OBJECTIVE 7. Conserve and protect high priority open space, including Natural
Heritage sites, nature preserves, watershed riparian buffers, and prime/threatened
farmland.
OBJECTIVE 8. Include environmental stewardship objectives in the Comprehensive
Land Use Plan.
GOAL 3: HOUSING FOR ALL
OBJECTIVE 5. Review County ordinances, policies, agreements, and the regulatory
processes to streamline practices, and increase opportunities and reduce barriers
to construct housing.
GOAL 6: DIVERSE AND VIBRANT ECONOMY
OBJECTIVE 2. Review and revise County policies and regulations to support
business investment in Orange County.
6. Describe any collaboration between this board/commission and other boards and
commissions.
During 2025, opportunities for inter-board collaboration did not emerge.
7. Identify any activities this board/commission expects to carry out in 2026 that are
related to the Orange County Strategic Plan. General information about the Strategic
Plan is available here. If applicable, please list any fiscal impact (i.e., funding, staff
time, other resources) associated with these proposed activities.
The Board will continue its work in partnership with staff to further the County's
Strategic Plan and other BOCC priorities, some of which may emerge at the January
2026 BOCC retreat. The following list is not in priority order:
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1. Orange County Land Use Plan 2050: Work on this plan is on-going and
expected to continue into 2026.
2. UDO Amendments: In response to a petition by a BOCC member, Planning staff
anticipates bringing forward the UDO amendments pertaining to conservation
subdivisions in early 2026. The Planning Board reviewed the proposed
amendments in an ORC setting in 2025.
3. Legislative Changes: Amend regulations as necessary in response to legislative
changes at the State level.
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). In early 2026, the Planning
Board requests to receive more information/training on wastewater systems and
issues, community wells, and conservation subdivisions (topics covered during
the LUP2050 "educational work sessions/retreats" with the BOCC).
5. 2026 BOCC Retreat: Any priorities that emerge at the January 2026 BOCC
retreat.
8. What concerns or emerging issues does this board/commission anticipate for the
upcoming year that it plans to address or wishes to bring to the BOCC's attention?
1. 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.
2. Joint BOCC/Planning Board Meeting(s): Incorporate an annual or twice-yearly
meeting between the BOCC and Planning Board into meeting calendars. The
Planning Board serves an important advisory board function and it would be
beneficial to periodically meet with commissioners to get to know their
approaches and perspectives on issues the Planning Board addresses.
3. 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.
4. Wireless and Broadband Access: Wireless and broadband access continues to
be a challenge in many portions of Orange County.
5. Transportation Issues: As part of the analysis for the 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.
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6. Water and Sewer Management, Planning, and Boundary greement Map
Amendments / Reconciliation of Future Land Use Map (FLUM)/Zoning Lines:
There are discrepancies in these maps that should be addressed. The County
should 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.
The Town of Hillsborough is anticipated to initiate an update to the WASMPBA to
ensure consistency with their adopted plans.
7. 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.
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.
This could serve both economic development and affordable housing concerns.
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ORANGE COUNTY BOARDS AND COMMISSIONS
ANNUAL REPORT AND WORK PLAN
Name of Board/Commission: Advisory Board on Aging
Report Period: January 2025-December 2025
The Board of County Commissioners (BOCC) appreciates the dedication of all volunteers on Orange
County boards and commissions and asks each body to complete an Annual Report and Work Plan. This
document will inform the BOCC of the activities each board/commission has conducted over the past year
and detail a plan for future activities. These activities should be consistent with the board/commission's
assigned charge and the goals identified in the Orange County Strategic Plan (Strategic Plan). General
information about the Strategic Plan is available here.
Person to address the BOCC, title, and contact information: Dr. Tracey Holsinger, Chair,
traceyholsinger@pm.me
Primary staff contact: Janice Tyler, Dept. on Aging Director, jtyler@orangecountync.gov
1. How many times per month does this board/commission meet, including any special meetings and
subcommittee meetings?
The Advisory Board on Aging meets monthly. Members play a vital role in the implementation of the Master
Aging Plan including participating in the MAP Steering Committee and participating in the seven MAP
Implementation work groups that meet quarterly. The MAP Workgroups are Outdoor Spaces and Buildings;
Transportation; Housing; Social Participation and Inclusion; Civic Engagement and Employment; Community
Support and Health Services; Communication and Information. There is also board representation on the
Orange County Joint Community Advisory Committee (formerly the Nursing Home Community Advisory
Committee and the Adult Care Home Advisory Committee that merged).
2. Please briefly describe this board/commission's assigned charge and responsibilities. Board-specific
Policies and Procedures documents, which detail the charge and responsibilities for each
board/commission, are available
The Advisory Board on Aging suggests policy and makes recommendations to the Board of County
Commissioners and the Department on Aging, while acting as the liaison between the older adults of the
county and county government. It is charged with promoting needed services, programs and funding
that impacts older adults.
3. What are your board/commission's most important accomplishments during the report period?
• The implementation of the 2022-27 Master Aging Plan, including supporting the seven workgroups with 150+
persons and community partners participating in the quarterly meetings. Implementation matrix is updated
quarterly and is posted to the Department on Aging's website. The workgroup leaders meet with the Aging
Board quarterly to present updates on goals, strategies and objectives. At the end of Year 3 83% of the
indicators are complete or in progress.
• Orange County was represented by the Department on Aging Director in the first year implementation of the All
Ages All Stages NC Multisector Plan on Aging (MPA). With our county leading the way in NC in aging services
planning, the Department on Aging Director was asked to co-lead the Strengthening Communities for a Lifetime
workgroups, which is one of the four sections of the MPA. Our leadership in MAP development and years of
successful implementation has also led the NC Division of Aging to model their implementation matrix after
ours.
• Supported Hands Four Development Cooperative (Fiddlehead Corner) for the UDO text amendment to allow for
Family Care Facilities to be built under the MPD-CD zoning. Family Care Homes are an ideal model that
supports aging in community.
• Celebrated two year anniversary of our Aging Well Together Radio Show and launched a second show Out on
the Edge celebrating the diversity of our 55+ LGBTQ+ community, families and allies. The Aging Well Together
Show won the Southern Gerontological Society's Media Award.
• R Place, our volunteer-based respite program based on the Respite for All model, celebrated its second year of
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operations. Received a I'm Still Here grant to assist in replicating this program in our community. Program
received a NACo Achievement Award and the Governor's Award for Volunteer Services this year.
• Funding of the FitLot at the Seymour Center to support older adults to remain physically active.
• Dementia Friendly Business Campaign continues with trainings to local business and government
• Hosted our annual Direct Care Worker Awards celebration.
4. Please list any specific tasks, events, or functions performed or sponsored annually.
• Provide Orange County representation to the Central Pines Area Agency on Aging Board and the Senior Tar
Heel Legislature. Board Representatives work on developing legislative priorities for the local, regional and
state levels.
• Keep community partners up to date on the Master Aging Plan, including providing quarterly updates of the
MAP matrix.
• Make recommendations to the BOCC of potential legislative issues to be included in the Orange County
legislative agenda.
• Continue to offer the Annual Direct Care Worker awards. This type of recognition is needed more than ever
with the dire shortage of direct care workers in our county and across the state.
5. Describe this board/commission's activities/accomplishments in carrying out the goals identified in
the Orange County Strategic Plan. General information about the Strategic Plan is available
nere.
• Aging Department collaborates with other county departments to have County transportation
information included in 90 outreach events each year.
• Collaborate with other county department to reach residents in all zip codes of the county with
digital literacy workshops offered annually.
6. Describe any collaboration between this board/commission and other boards and commissions.
This board has representation on the Joint Community Advisory Committee (formerly the Nursing Home and
Adult Care Home Community Advisory Committees) and a representative of this board serves on the Central
Pines AAA Advisory Board.
7. Identify any activities this board/commission expects to carry out in 2026 that are related to the Orange
County Strategic Pla, . General information about the Strategic Plan is available . If applicable,
please list any fiscal impact (i.e., funding, staff time, other resources) associated with these proposed
activities. Goals listed under#5 will continue.
8. What concerns or emerging issues does this board/commission anticipate for the upcoming year
that it plans to address or wishes to bring to the BOCC's attention?
• Increasing older adult population. According to Carolina Demography Orange County saw a 48.5% change in
its 65+ population from 2011 -2021. (2011 -9.7%/2021 - 14.4%). Concerns that county resources to the
department are not keeping pace with the changing demographics. The 60+ population is 23% of our total
population and the fastest growing of that demographic is the 85+ that is expected to change 271% between
2022-2042.
• Need for more affordable and accessible senior housing, especially rental units and an emerging concern of
the number of seniors living in sub-standard housing. The increasing property tax burden and older adults
being able to remain in their homes and the ability to maintain their homes.
• Addressing the increasing need for in-home services and supports, including the needs of older adults serving
in caregiving roles and the shortage of direct care workers. Caregiver burden is becoming a major concern for
many persons and families living in our community.
• The level of financial insecurity of older adults, including the emerging issue of older adults needing to remain
in the work force and the expanded work requirements for FNS and adults age 55-64. Collaboration with DSS
and Durham Tech for more employment training.
• Continued work on improving the quality of care in long-term care facilities within the county.
• Further development of a dementia capable county including partnerships with local businesses, non-profit
and faith-based organizations.
• Continue addressing issues that surfaced particularly during the pandemic, including social isolation,
hoarding, access to services, persons aging alone in our community, and the increasing frail older adult
population.
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ORANGE COUNTY BOARDS AND COMMISSIONS
ANNUAL REPORT AND WORK PLAN
Name of Board/Commission:
Report Period: January 2025-December 2025
The Board of County Commissioners (BOCC) appreciates the dedication of all volunteers
on Orange County boards and commissions and asks each body to complete an Annual
Report and Work Plan. This document will inform the BOCC of the activities each
board/commission has conducted over the past year and detail a plan for future activities.
These activities should be consistent with the board/commission's assigned charge and
the goals identified in the Orange County Strategic Plan (Strategic Plan). General
information about the Strategic Plan is available here.
Person to address the BOCC, title, and contact information:
Co-Chairs: Shade Little and Jackie Podger
Primary staff contact:
Kendall McMillan, Aging Transitions Administrator
1. How many times per month does this board/commission meet, including any special
meetings and subcommittee meetings?
Meetings are held once a quarter on the second Tuesday of the first month of the
quarter. Co-chairs meet as needed.
2. Please briefly describe this board/commission's assigned charge and
responsibilities. Board-specific Policies and Procedures documents, which detail the
charge and responsibilities for each board/commission, are available here.
Serve all the Adult Care Homes and Nursing Homes in Orange County and work
with each facility to protect resident rights.
3. What are your board/commission's most important accomplishments during the
report period?
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Maintained a stable and collaborative committee of dedicated community members
who visit Orange County adult care and nursing home facilities each quarter.
Continue to recruit committee members while overcoming the obstacles of the time
commitment of training and facility visits with follow-up. CAC has managed to
maintain staff to meet responsibilities at a high level.
Participating in continuing education activities each month to further CAC member
education.
Resumed posting visitation reports online.
4. Please list any specific tasks, events, or functions performed or sponsored annually.
Each quarter, committee members submit visitation reports for all long term facilities
in Orange County to our Central Pines Regional Ombudsman, Charlene Purkett for
distribution.
Committee members are also required to submit continuing education reports to
Regional Ombudsman, Charlene Purkett, Central Pines.
5. Describe this board/commission's activities/accomplishments in carrying out the
goals identified in the Orange County_ Strategic Plan. General information about the
Strategic Plan is available here.
Committee members have established relationships with administrators and key staff
members and have been able to provide community resources along with best
practices
6. Describe any collaboration between this board/commission and other boards and
commissions.
Co-chair is a member of the Aging Board and attends monthly meetings and reports
on CAC progress.
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7. Identify any activities this board/commission expects to carry out in 2026 that are
related to the Orange County Strategic Plan. General information about the Strategic
Plan is available here. If applicable, please list any fiscal impact (i.e., funding, staff
time, other resources) associated with these proposed activities.
Continue to recruit CAC members
Continue to connect community resources with Orange County long term care
facilities
Continue to provide best practices to the administrators and key staff
Continue to stress the importance of activities, both group and one on one activities in
in order to positively impact quality of life.
8. What concerns or emerging issues does this board/commission anticipate for the
upcoming year that it plans to address or wishes to bring to the BOCC's attention?
The CAC in 2026 will continue to emphasize resident quality of life.
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ORANGE COUNTY BOARDS AND COMMISSIONS
ANNUAL REPORT AND WORK PLAN
Name of Board/Commission: Board of Health
Report Period: January 2025-December 2025
The Board of County Commissioners (BOCC) appreciates the dedication of all
volunteers on Orange County boards and commissions and asks each body to
complete an Annual Report and Work Plan. This document will inform the BOCC of the
activities each board/commission has conducted over the past year and detail a plan for
future activities. These activities should be consistent with the board/commission's
assigned charge and the goals identified in the Orange County Strategic Plan (Strategic
Plan). General information about the Strategic Plan is available here.
Person to address the BOCC, title, and contact information: Tony Whitaker, Chair,
twhitaker5l1@gmaii.com
Primary staff contact: Quintana Stewart, Health Director— ext. 2412
1. How many times per month does this board/commission meet, including any special
meetings and subcommittee meetings?
Board meets once monthly except for July and December. Committee meetings
resumed in September 2023. The committees meet at a minimum quarterly, with
most choosing to meet bi-monthly. There are currently four committees. The
committees are Access to Care, Behavioral Health, Connections to Community
Support, and an Ad Hoc Committee on Well Rules.
2. Please briefly describe this board/commission's assigned charge and
responsibilities. Board-specific Policies and Procedures documents, which detail the
charge and responsibilities for each board/commission, are available here.
The Board of Health is the primary policy-making and adjudicatory body (NCGS
130A-39(a) (powers and duties of the boards of health) and NCGS 130A-24
(appeals), for the health department and is charged to protect and promote the
public health of Orange County.
Page 1 of 5
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3. What are your board/commission's most important accomplishments during the
report period?
• March 2025 — The BOH approved a resolution drafted by the Behavioral Health
Committee recognizing the harms of screens and social media to youth mental
health and encouraging community members to educate themselves and their
families.
• October 2025 — The BOH approved a resolution drafted by the Access to Care
Committee recognizing that the NC General Assembly has charged the health
department with providing healthcare services to the most vulnerable and
disavowing the presence of law enforcement in the Orange County Health
Department, as it prevents vulnerable community members from accessing
needed services.
• October 2025 — The BOH approved a resolution drafted by the Connections to
Community Support Committee recognizing housing as a public health issue and
encouraging local governments to incorporate certain public health approaches to
increasing the affordable housing supply in their upcoming land use plan revisions.
• During the Spring and Summer, the Access to Care Committee sponsored a
photovoice project to learn more from vulnerable community members, including
individuals who have experienced incarceration, who are living unsheltered, and
with limited English proficiency, about their experiences accessing healthcare
services.
• Throughout the year, committees held educational sessions with various subject
matter experts to help inform planning and prioritization.
4. Please list any specific tasks, events, or functions performed or sponsored annually.
➢ Community Health Assessment — Conducted every 4 years; 2023
Assessment submitted to NC DHHS in March 2024
➢ Financial Reports and Billing Dashboards — Quarterly Review
➢ Budget — Annual Review
➢ Outside Agency Funding Request — Annual Review
➢ Alliance Annual Report — Annual Review
➢ Policy Review—Annual Review
➢ Communicable Disease Report — Annual Review
➢ Child Fatality Report— Annual Review
➢ Tobacco Prevention Program — Annual Update
➢ Health Director Annual Performance Review
➢ BOH Reappointments — Chair and Vice Chair— Annual Review
➢ Healthy Carolinians of Orange County —Annual Update
➢ BOH Meeting Schedule — Annual Review
➢ Delinquent Accounts — Annual Review
➢ Immigrant and Refugee Health — Annual Update
Page 2 of 6
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5. Describe this board/commission's activities/accomplishments in carrying out the
goals identified in the Orange County Strategic Plan. General information about the
Strategic Plan is available here.
o Environmental Protection and Climate Action — Promote sustainability and
resiliency across the County and collaborate with our partners to activate our
community, protect and preserve our natural resources, and reduce greenhouse
gas emissions.
o The Board's ad hoc committee has been reviewing the Health
Department's groundwater protection program to consider the
science around the current well rules and ensure that the rules are
equitable while ensuring safe groundwater for all. The committee is
currently deciding how to proceed in terms of revising the rules
related to the outcome of a recent adjudication case.
o Healthy Community — Increase equitable access to care and social safety net
programming to promote the physical, social, and mental well-being of our
community.
o The Board of Health is the primary policy-making and adjudicatory
body for the Health Department and is charged with protecting and
promoting the public health of Orange County residents.
o The Board is sponsoring a Photovoice project, allowing Orange
County residents to submit photographs detailing challenges that
they face in accessing healthcare. So far, the Board has heard from
individuals who have experienced incarceration, individuals who are
living unsheltered, and individuals with limited English proficiency.
The results are helping inform changes at the Health Department to
improve their services and outreach.
o Housing for All — Promote equitable and accessible housing and address
housing disparities through policies, partnerships, and collaboration to create a
thriving community
o The Board approved a resolution recognizing housing as a public
health issue and encouraging local governments to incorporate
specific public health approaches to increasing affordable housing
supply in their land use plans.
o Multi-modal Transportation — Collaborate with our regional partners to expand,
integrate%onnect, and provide accessible public transportation options.
o The Board heard from Vision Zero: Chapel Hill about their efforts to
improve safety for pedestrians and cyclists and reduce traffic
fatalities in Chapel Hill to zero by 2030.
o Public Education/Learning Community — Enhance and maintain quality school
operations and infrastructure and cultivate lifelong learning.
o The Board approved a resolution on the potential negative impact of
excessive screen use and social media on youth mental health. In
this resolution, the Board encouraged local school systems to
review their school cell phone policies to promote youth mental
health.
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21
o Diverse and Vibrant Economy — Foster an environment that attracts and
retains sustainable and diverse businesses and visitors, employment
opportunities and diversifies our tax base.
o The Board hears regular updates from Environmental Health
Services about their work maintaining healthy restaurant and lodging
services and clean swimming pools. Environmental Health Services
also provides permitting, which encourages development.
6. Describe any collaboration between this board/commission and other boards and
commissions.
The Health Director serves as the designee for several Board activities and
collaborative initiatives. The Board receives monthly updates via the Health
Director's Report, which shows meetings, presentations, and other
activities completed each month. Some of the local boards and governing
bodies that the Board of Health/Health Department have worked with
during this reporting period include:
o BOCC
o Alliance
o Carrboro Town Council
o Chapel Hill Town Council
o Chapel Hill-Carrboro City Schools Board of Education
o DEAPR
o Family Success Alliance
o Healthy Carolinians of Orange County
o Hillsborough Board of Commissioners
o Opioid Advisory Committee
o Justice Advisory Council
o Orange County Partnership for Young Children
o Orange County Schools Board of Education
➢ Other Boards that BOH members sit on:
o CHCCS School Health Advisory Council (SHAC)
o North Carolina Dental Society
o North Carolina Dental Society Political Action Committee
o Old North State Dental Society Student Affairs Committee
o SNDA CAARES Dental Clinic
o Board of Directors for Nonprofit After the Rain
o Orange County Animal Services Advisory Board
o Orange Partnership (former Board member, Keith Bagby, served as
Chair)
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22
7. Identify any activities this board/commission expects to carry out in 2026 that are
related to the Orange County Strategic Plan. General information about the Strategic
Plan is available If applicable, please list any fiscal impact (i.e., funding, staff
time, other resources) associated with these proposed activities.
o Environmental Protection and Climate Action - Promote sustainability and
resiliency across the County and collaborate with our partners to activate our
community, protect and preserve our natural resources, and reduce greenhouse
gas emissions.
o The Board's ad hoc committee will continue reviewing the Health
Department's groundwater protection program and make
recommendations for how to proceed in terms of revising the rules
related to the outcome of a recent adjudication case.
o Healthy Community - Increase equitable access to care and social safety net
programming to promote the physical, social, and mental well-being of our
community.
o The Board is planning to continue their Photovoice project, allowing
Orange County residents to submit photographs detailing challenges
that they face in accessing healthcare. While the first round of
photos were collected in collaboration with certain vulnerable
populations, the next phase will be open to all residents of Orange
County. This will help inform planning for future projects and ensure
the needs and values of the community are represented in future
work. This project will involve staff time and a small budget (-$1.5k).
o Housing for All - Promote equitable and accessible housing and address
housing disparities through policies, partnerships, and collaboration to create a
thriving community.
o The Board will continue to learn about housing issues and ways that
they can be helpful in promoting affordable housing as a public
health issue.
o Multi-modal Transportation - Collaborate with our regional partners to expand,
integrate%onnect, and provide accessible public transportation options.
o Nothing planned at this time.
o Public Education/Learning Community - Enhance and maintain quality school
operations and infrastructure and cultivate lifelong learning.
o The Board will continue to promote excessive screen time and youth
mental health as an area of concern and may seek to collaborate with
the school systems to promote National Screen-Free Week in May.
o Diverse and Vibrant Economy - Foster an environment that attracts and
retains sustainable and diverse businesses and visitors, employment
opportunities and diversifies our tax base.
o Nothing planned at this time.
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8. What concerns or emerging issues does this board/commission anticipate for the
upcoming year that it plans to address or wishes to bring to the BOCC's attention?
• Capacity of current public health workforce to provide services to residents
if Medicaid Expansion is discontinued.
• Capacity of current public health workforce to provide services to Medicaid
eligible residents if private practice providers limit/eliminate Medicaid
patients due to reduction in Medicaid reimbursement rates.
• Sustainability of Opioid Mitigation Strategies beyond use of Opioid
Settlement Funds.
• Mental health resources in the community, especially a lack of diverse
mental health providers.
• Vaping among young people.
• Potential health risks of high levels of screen time in children and
teenagers.
• Affordable housing and homelessness.
• Concerns about access to public health resources in light of immigration
enforcement and fear of their presence at healthcare facilities, including
the Health Department.
• Concerns about changes to the public health ecosystem (e.g., rollbacks to
fluoridation, rollbacks to vaccination requirements, changes in CDC
leadership and infrastructure, cuts to program funding including SNAP and
Medicaid, etc.).
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24
ORANGE COUNTY BOARDS AND COMMISSIONS
ANNUAL REPORT AND WORK PLAN
Name of Board/Commission: Social Services
Report Period: January 2025-December 2025
The Board of County Commissioners (BOCC) appreciates the dedication of all volunteers
on Orange County boards and commissions and asks each body to complete an Annual
Report and Work Plan. This document will inform the BOCC of the activities each
board/commission has conducted over the past year and detail a plan for future activities.
These activities should be consistent with the board/commission's assigned charge and
the goals identified in the Orange County Strategic Plan (Strategic Plan). General
information about the Strategic Plan is available here.
Person to address the BOCC, title, and contact information: Oscar Fleming, Chair
Primary staff contact: Lindsey Shewmaker
1. How many times per month does this board/commission meet, including any special
meetings and subcommittee meetings?
Once per month.
2. Please briefly describe this board/commission's assigned charge and
responsibilities. Board-specific Policies and Procedures documents, which detail the
charge and responsibilities for each board/commission, are available here.
The Social Services Board:
• hires the county social services director;
• determines the director's salary (subject to approval of the board of county
commissioners);
• advises and consults with the director;
• evaluates the director's job performance;
• dismisses the director if his or her job performance is unsatisfactory or if his or
her personal conduct is unacceptable;
• appoints the fifth member of the social services board;
• assists the county social services director in planning the department's
proposed budget;
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• establishes county policies for public assistance and social services programs
(consistent with applicable federal and state laws, regulations, and policies);
• advises county and municipal authorities on the development of policies and
plans designed to improve social conditions in the community; and
• carries out other duties and responsibilities as assigned by the General
Assembly, the state Social Services Commission, the state Department of
Health and Human Services, and the board of county commissioners.
3. What are your board/commission's most important accomplishments during the
report period?
• 2025-26 budget approval
• Policy formation and approval
• Continued oversight for programs of human services
4. Please list any specific tasks, events, or functions performed or sponsored annually.
• Budget approval
• Policy review and development
• Evaluation of the DSS Director
5. Describe this board/commission's activities/accomplishments in carrying out the
goals identified in the Orange County Strategic Plan. General information about the
Strategic Plan is available here.
• Budget approval
• Policy formation and approval for programs supporting BOCC Goal 1
• Oversight for programs of human services
6. Describe any collaboration between this board/commission and other boards and
commissions.
The Board does not currently meet with other advisory Boards although staff
collaborate with other human services departments.
7. Identify any activities this board/commission expects to carry out in 2026 that are
related to the Orange County Strategic Plan. General information about the Strategic
Plan is available here. If applicable, please list any fiscal impact (i.e., funding, staff
time, other resources) associated with these proposed activities.
The Board of Social Services will continue to oversee operations of the Department
of Social Services as staff carry out programs of human services. (Goal 1, Priority 4)
The majority of the budget for Social Services relates to this goal.
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8. What concerns or emerging issues does this board/commission anticipate for the
upcoming year that it plans to address or wishes to bring to the BOCC's attention?
1. Sustainable Funding for Food and Nutrition Services and Other DSS Programs
The Board of Social Services is concerned with the numbers of Orange County
residents in need of services and potential impacts on vulnerable and
disenfranchised residents. The Board and staff are concerned about potential
impacts to human services funding and programs at the national level. The Board
wants to be certain that the critical programs and services provided by the
Department of Social Services can continue to operate and that residents of
Orange County are able to access the services they need. These funding concerns
are especially relevant in the federal reimbursement changes in Food and Nutrition
Services. The Board wishes to ensure that this program remains funded at its
current level so the department can provide this mandated service to our
community. The Board is concerned that funds to make up for this revenue loss
are not taken from other DSS programs and services that help meet critical needs
for Orange County residents.
2. Behavioral Health Services and Placement Access
For children in DSS custody, the new Child and Family Services Specialty Plan
was awarded to Blue Cross Blue Shield NC and rolled out in December of 2025.
This will transition health care management for youth in foster care to one
managed care plan statewide. There continues to be difficulty finding appropriate
placements for children in DSS custody, particularly teenage youth and children
with complex behavioral health challenges. We will continue our local recruitment
efforts, continue to prioritize kinship placement and support, and continue to focus
on programming that supports and keeps families intact to avoid entry into the
foster care system.
We currently partner with Alliance Healthcare for our Adult Protective Services and
Adult Guardianship cases with Medicaid coverage. We will continue to expand our
collaboration with Alliance Healthcare in 2026 to have a dedicated Alliance liaison
for Adult Services. We also plan to continue regular Adult Protection
Multidisciplinary Team meetings to work collaboratively with other community
partners in addressing challenges seen with this vulnerable populations.
3. Emergency Management and Sustainability
The Board is concerned about the increased demands placed on Social Services
staff and would like to explore sustainable plans for emergency response. In
2026, the agency plans to work with other County human services departments
and non-profit organizations to develop a framework to respond to emergencies
and increase the depth of emergency supports for human services.
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ORANGE COUNTY BOARDS AND COMMISSIONS
ANNUAL REPORT AND WORK PLAN
Name of Board/Commission: Economic Development Advisory Board
Report Period: January 2025-December 2025
The Board of County Commissioners (BOCC) appreciates the dedication of all volunteers
on Orange County boards and commissions and asks each body to complete an Annual
Report and Work Plan. This document will inform the BOCC of the activities each
board/commission has conducted over the past year and detail a plan for future activities.
These activities should be consistent with the board/commission's assigned charge and
the goals identified in the Orange County Strategic Plan (Strategic Plan). General
information about the Strategic Plan is available here.
Person to address the BOCC, title, and contact information:
Emilee Collins (Chair)
Realtor - Pickett Sprouse Commercial Real Estate
Phone: (919) 730-7040
emilee(c-emileecollins.com
Elise Tyler (Vice Chair)
Part-Owner— The Colonial Inn
Phone: (919) 930-5555
elise1tyler gmail.com
Primary staff contact:
Steve Brantley, Director
Orange County Economic Development
Work Tel # (919) 245-2326
sbrantleyCa�orangecountync.gov
Amanda Garner, Assistant Director
Orange County Economic Development
Work Tel # (919) 245-2330
agarnerC@_orangecountync.gov
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1. How many times per month does this board/commission meet, including any special
meetings and subcommittee meetings?
• For 2025, six (6) meeting dates took place on the following dates: January 14tn
March 11tn, May 13tn, July 28tn, September 9tn and November 11tn.
• The Orange County Small Business Grant subcommittee, comprised of 5
members of the full 10-member advisory board, met three (3) times throughout
2025 to review and score all business grant applications that were received
during the year. Those meeting dates occurred following the grant application
deadlines of December 31, 2024, March 30, 2025 and October 31, 2025. The
program did not have funding to hold a June 30, 2025 cycle. Five (5) members
will continue to serve on the small business grant subcommittee in 2026.
• One member of the advisory board also participated in 2025 to help review local
farmers' and food producers' applications that were submitted to the Orange
County Agriculture Grant program. One member of the advisory board will
continue to serve on the agriculture grant subcommittee in 2026.
2. Please briefly describe this board/commission's assigned charge and
responsibilities. Board-specific Policies and Procedures documents, which detail the
charge and responsibilities for each board/commission, are available here.
• 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 Piedmont Food & Agriculture
Processing facility (PFAP) in Hillsborough, and through the expansion of new,
high-technology employment opportunities.
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3. What are your board/commission's most important accomplishments during the
report period?
• The Economic Development Advisory Board played a key role throughout 2025
to assist the Economic Development Department and consultant Crystal Morphis
from Creative Economic Development Consulting firm to develop a new
economic development strategic plan.
• In 2025, the Advisory Board's subcommittee reviewed many small business grant
applications that were submitted by Orange County businesses for the "Small
Business Grant Program" and approved 30 small business grant awards,
totaling $156,232.00 for the year.
• In 2025 the Advisory Board also assisted in the "Agriculture Economic
Development Grant Program" to receive and review applications, approving 13
grant awards totaling $115,639.00 in support of Orange County's small farmers
and food processors for the year.
4. Please list any specific tasks, events, or functions performed or sponsored annually.
• The subcommittee of the Advisory Board meets up to three times per year 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.
5. Describe this board/commission's activities/accomplishments in carrying out the
goals identified in the Orange County Strategic Plan. General information about the
Strategic Plan is available here.
• The Orange County Economic Development Advisory Board assists the Economic
Development Department to carry out many of the objectives that fall under the
"Diverse and Vibrant Economy" section of the County's Strategic Plan. Specifically,
the board helps to communicate and advocate for the following key objectives:
#4. Provide resources to new and expanding, small, creative, and agri-
businesses that add character and quality of life to our community to
attract employers, employees, and visitors.
#5. Increase access to and awareness of resources and assistance
available to residents and businesses.
#7. Expand the non-residential tax base.
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• A subset of the advisory board is directly tied to the success of the following
Performance Measures, as they serve in a review and recommendation role for
grant awards in each program.
o Establish baseline and increase by 1 percentage point each year the
percentage of Small Business Investment Grant recipients that are still in
business one year after receiving a grant.
o Establish baseline and increase by 1 percentage point each year the
percentage of Agricultural Economic Development Grant Program
recipients' farms that are still in operation one year after receiving the grant.
6. Describe any collaboration between this board/commission and other boards and
commissions.
• A member of the Economic Development Advisory Board serves on the Chapel
Hill/Orange County Visitor's Bureau board to facilitate collaboration among the two
boards.
• A second member of the Economic Development Advisory Board collaborates with
members of DEAPR's Agriculture Presentation Board, and Orange County
Cooperative Extension staff, to help review applications to the County's Agriculture
Grant program.
• A third member of the Economic Development Advisory Board also sits on the
Durham Technical Community College Foundation Board.
7. Identify any activities this board/commission expects to carry out in 2026 that are
related to the )range County Strategic Plan. General information about the Strategic
Plan is available here. If applicable, please list any fiscal impact (i.e., funding, staff
time, other resources) associated with these proposed activities.
• The Board will assist the Economic Development department to identify priorities
from the recommendations outlined in the department strategic planning process
that will specifically assist with the Countywide "Diverse and Vibrant Economy"
objectives:
o #4. Provide resources to new and expanding, small, creative, and agri-
businesses that add character and quality of life to our community to attract
employers, employees, and visitors.
o #7. Expand the non-residential tax base.
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8. What concerns or emerging issues does this board/commission anticipate for the
upcoming year that it plans to address or wishes to bring to the BOCC's attention?
• The Economic Development Department's assigned Performance Measures
relate directly to the County's strategic plan (Diverse and Vibrant Economy), with
respect to success to broaden the Small Business and Agriculture Grant programs.
Therefore, increased funding support to advertise and market those two financial
assistance programs above current funding levels can help the County achieve
that segment of the Strategic Plan.
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ORANGE COUNTY BOARDS AND COMMISSIONS
ANNUAL REPORT AND WORK PLAN
Name of Board/Commission: Chapel Hill Orange County Visitors Bureau Advisory
Board
Report Period: January 2025-December 2025
The Board of County Commissioners (BOCC) appreciates the dedication of all volunteers
on Orange County boards and commissions and asks each body to complete an Annual
Report and Work Plan. This document will inform the BOCC of the activities each
board/commission has conducted over the past year and detail a plan for future activities.
These activities should be consistent with the board/commission's assigned charge and
the goals identified in the Orange County Strategic Plan (Strategic Plan). General
information about the Strategic Plan is available here.
Person to address the BOCC, title, and contact information:
DR Bryan, Board Chair
dr bpropnc.com
919-880-1478
Primary staff contact:
Laurie Paolicelli, Executive Director
Ipaolicelli@visitchapelhill.org
919-259-1658
1. How many times per month does this board/commission meet, including any special
meetings and subcommittee meetings?
The board meets once a month, except for July and December, for a total of 10
meetings per calendar year.
2. Please briefly describe this board/commission's assigned charge and
responsibilities. Board-specific Policies and Procedures documents, which detail the
charge and responsibilities for each board/commission, are available here.
Tourism Marketing and Management
Since 1992, the Visitors Bureau has served as Orange County's official destination
marketing and tourism management agency, operating with a dedicated staff of six
who work daily to promote Chapel Hill, Carrboro, and Hillsborough as welcoming
destinations for visitors, meeting planners, sports groups, and cultural travelers.
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The Bureau:
• Researches visitor trends to respond with marketing programs that will
sustain demand.
• Develops advertising and digital campaigns that drive visitors to Orange
County businesses.
• Manages media outreach to build audiences and engagement at Orange
County events, from artist tours, bluegrass, historic programming and
sports and recreation.
• Provides accurate travel information to thousands of visitors who walk in to a
Visitors Center funded through occupancy taxes and whom call, email and use
the online portal to answer questions about their visit to Orange County.
• Supports major events, conferences, tournaments, and festivals that
contribute to economic viability and job creation in Orange County.
• Collaborates with hotels, restaurants, small businesses, arts organizations,
UNC—Chapel Hill, and local governments to present a cohesive destination
message on key events and artistic and athletic programs taking place.
Board Leadership and Accomplishments
The Board led a forward-looking strategic planning effort, engaging more than two
dozen stakeholders and producing a roadmap grounded in community priorities
(available for BOCC download).
Under its leadership, the County:
• Maintained steady hotel occupancy and visitor demand
• Secured the winning bid for the 2026 Savannah Bananas games—projected to
yield $9+ million in economic return to Orange County in April 2026.
• Advanced a robust marketing and trolley campaign for UPROAR 2025,
contributing to record attendance
• Launched video campaigns supporting small businesses
• Produced essential visitor guides
• Strengthened partnerships with Chapel Hill and Carrboro Town Managers
• Advanced a major America 250 event and commemorative publication to be
released July 2026
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3. What are your board/commission's most important accomplishments during the
report period?
• Strategic Planning: Led a comprehensive planning process with 25+
stakeholders, producing a roadmap for future tourism growth.
• Hotel Performance: Helped sustain steady occupancy and countywide demand,
supporting a resilient lodging sector.
• Savannah Bananas 2026 Bid Win: Secured a transformative event projected to
generate $9 million in economic return.
• UPROAR 2025 Marketing Success: Funded and approved a marketing/trolley
initiative that boosted attendance and community visibility.
• Small Business Support: Created video campaigns featuring local shops,
restaurants, and makers to direct visitor spending to independent businesses.
• Visitor Guides: Produced guides that strengthen Orange County's reputation as
a welcoming and accessible destination.
• Municipal Collaboration: Engaged Chapel Hill and Carrboro Town Managers to
align strategies and deepen partnership.
• America 250 Leadership: Approved a signature 2026 event and
commemorative publication celebrating Orange County's contributions.
4. Please list any specific tasks, events, or functions performed or sponsored annually.
Destination Marketing & Promotion
Year-round brand promotion, digital campaigns, social media, website management,
visitor guides, business-focused videos, and outdoor/arts/heritage marketing.
Campaigns helped bring larger out of town audiences to local events, increasing
spending and strengthening the local economy.
Strategic Planning & Industry Research
Ongoing hotel data analysis, visitor trend research, stakeholder engagement, and long-
range planning. This information is helpful for new developers considering Orange
County for a future project.
Event Support & Sponsorship
Countywide support for arts festivals, Orange County Veterans events, Black Alumni
gathering in November 2025, bluegrass and musical cultural events, heritage
35
programming, and major agricultural events such as Hog Day, Salt & Smoke and
Sound, Farmers Markets, Gay Pride Carrboro event, LGBTQ messaging to name a few.
Interdepartmental Collaboration
Work with:
• Parks & Recreation — promote trails, parks, and greenways
• Aging — provide trolley and tour programs accessible to seniors
• Arts Commission — elevate cultural events and galleries
• Agricultural Extension — highlight farms, markets, and agri-tourism
• Preservation Initiatives — support heritage tourism
• SustainabiIity/Clean & Green — promote tourism as a clean and green industry
• Economic Development — drive hotel demand and attract visitor spending
• Civil Rights & Inclusion — uplift diverse businesses and inclusive events
• Veterans Affairs — provide public relations materials to Orange County Veterans
Committee.
Visitor Services
The Visitors Bureau uses a wide range of modern tools to help visitors navigate
and feel welcome. Its mobile-friendly, ADA-accessible website serves as a central
hub with real-time events, dynamic maps, trip-planning tools, and dining and lodging
information. Custom QR codes provide guided tours and while many digital kiosks at
hotels provide quick directions and attraction searches. Visitors Bureau social media
platforms such as Instagram, Facebook, YouTube, and X now function as real-time
visitor-service tools, sharing trending experiences and answering questions on the spot.
Partnerships with local businesses extend visitor support even further, with restaurants,
hotels, museums, and shops distributing QR-coded maps, itineraries, and insider tips.
Outdoor-oriented navigation tools such as trail-mapping apps, greenway QR codes, and
kiosk stations at trailheads are also becoming essential, especially in communities that
value outdoor recreation like Orange County. The Visitors Bureau works with local
Parks and Rec Departments to learn about QR codes that offer self guided tourism
information.
5. Describe this board/commission's activities/accomplishments in carrying out the
goals identified in the Urange county Strategic Man. General information about the
Strategic Plan is available here.
Diverse and Vibrant Economy
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Our work directly advances the County's goal to "attract and retain sustainable and
diverse businesses and visitors, strengthen employment opportunities, and diversify the
tax base."
Highlights include:
• Strategic Planning: Ensures growth is intentional, data-driven, and aligned with
economic priorities.
• Sustaining Hotel Demand: Supports hundreds of jobs and strengthens tax
revenue.
• Major Events: Savannah Bananas and UPROAR bring new dollars and visibility
to the County.
• Small Business Promotion: Directs spending to local entrepreneurs and
creative enterprises.
• Visitor Guides and Services: Encourage longer stays, higher spending, and
repeat visitation.
• Municipal Partnerships: Maximize tourism ROI through unified strategy.
• America 250 Initiatives: Stimulate cultural tourism and raise Orange County's
national profile.
6. Describe any collaboration between this board/commission and other boards and
commissions.
Tourism accomplishments are strengthened through active collaboration with:
• Parks & Recreation
• Department on Aging
• Orange County Arts Commission
• Preservation & Heritage Initiatives
• Sustainability & Clean and Green Programs
• Agricultural Extension
• Civil Rights & Inclusion
• Economic Development
Tourism is a clean and green industry—it requires no new infrastructure, brings in
outside dollars, supports trails and outdoor recreation, provides seniors with trolley and
tour mobility options, uplifts local farms, and strengthens cultural and creative sectors.
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7. Identify any activities this board/commission expects to carry out in 2026 that are
related to the Orange County Strategic Plan. General information about the Strategic
Plan is available If applicable, please list any fiscal impact (i.e., funding, staff
time, other resources) associated with these proposed activities.
The Board expects to continue efforts that support a Diverse and Vibrant Economy,
including:
• Promoting major events to build attendance and strength the economy
• Supporting large festivals and cultural programming
• Expanding small-business visibility campaigns
• Enhancing outdoor recreation and trail promotion
• Advancing the America 250 celebration, culminating with a celebration July 4,
2026.
• Strengthening partnerships with County departments and municipalities
• Fiscal Impact: Staff time, marketing resources, event sponsorships (supported
by occupancy tax revenue).
8. What concerns or emerging issues does this board/commission anticipate for the
upcoming year that it plans to address or wishes to bring to the BOCC's attention?
• Rebuilding Town of Chapel Hill's contribution to the County Visitors Bureau.
• Auditing short-term rentals across platforms such as VRBO and Airbnb to
understand their impact on lodging tax revenue, housing, and visitor patterns.
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ORANGE COUNTY BOARDS AND COMMISSIONS
ANNUAL REPORT AND WORK PLAN
Name of Board/Commission: Arts Commission
Report Period: January 2025-December 2025
The Board of County Commissioners (BOCC) appreciates the dedication of all volunteers
on Orange County boards and commissions and asks each body to complete an Annual
Report and Work Plan. This document will inform the BOCC of the activities each
board/commission has conducted over the past year and detail a plan for future activities.
These activities should be consistent with the board/commission's assigned charge and
the goals identified in the Orange County Strategic Plan (Strategic Plan). General
information about the Strategic Plan is available here.
Person to address the BOCC, title, and contact information: Denise Duffy, Chair,
den ise(a)-musicmaker.org
Primary staff contact: Katie Murray
1. How many times per month does this board/commission meet, including any
special meetings and subcommittee meetings?
1 meeting per month except December
2. Please briefly describe this board/commission's assigned charge and
responsibilities. Board-specific Policies and Procedures documents, which
detail the charge and responsibilities for each board/commission, are
available
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.
3. What are your board/commission's most important accomplishments during
the report period?
1. Continued operations of Eno Arts Mill through June, providing space for artists
and community that prioritizes accessibility and inclusion. Tropical Storm Chantal
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led to closure of the Mill starting July 7, but several signature programs continued
until the flood:
■ Eicholz Foundation 2025 BIPOC Artist in Residence Program featuring
Kathy Burnside and Neysa Rojas
■ Monthly Weave & Spin Open Mic offering a featured spoken
word/poetry artists and open mic for underrepresented voices.
■ Free LGBTQ+ Teen Arts Collective, which has grown to an average of
25 nonbinary and/or neurodivergent teens per session, made possible
by a private funder. Thanks to increased funding, we were able to
expand this program for Tweens in 2025.
■ Orange County Juneteenth Celebration in partnership with the
Department Equity and Civil Rights
■ The artist studios saw six new artists in 2025 and maintained at
minimum of 30% tenants who identified as a member of a
underrepresented communities (50% identified as BIPOC and/or
LGBTQ tenants at time of closure)
■ We finished our second year of"Studio Be" — a grant-funded project to
help underrepresented youth find community through the arts. Projects
included cartoon drawing, mural making, sewing, and creative writing.
■ We hosted 70 young artists through our summer camp program and,
with the assistance of Orange County, were able to offer $11,000 in
scholarship assistance to low-income families. Forty-one, or 59%, of
summer campers received scholarship assistance. We continued to be
the place for children who don't thrive in typical summer camps thanks
to our nurturing approach, especially with children of differing needs
and abilities.
o New programs included:
o Seven new exhibits, focusing on community partnerships and providing
critical space for artists to show and sell their work:
■ January Coalesce 2025
■ February 2024 BIPOC Artist in Residence Tyamica Mabry,
Transcendence group exhibition
■ March Makala Ayana's To See is to Be Seen group
exhibition.
■ April Rekindling: Voices of Restoration and Resilience, a
showcase of art and poetry by incarcerated people, in
partnership with 12 community organizations.
■ May Hidden Voices' How the Light Gets Gold, a multi
media exhibit focused on survivors of domestic
violence
■ June Tiffney Marley's Liberation group exhibition, in honor
of Juneteenth
• July Focal Point: Orange community photography exhibit,
featuring the people and places of Orange County
o Two sold-out dance performances in the gallery, in connection with Coalesce
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and How the Light Gets Gold exhibits
o Two standing-room-only poetry events in connection to the Rekindling exhibit,
one featuring a reading by currently incarcerated individuals, and a spoken
word performance featuring artists from around the Triangle, curated by
Dasan Ahanu.
o A standing-room-only reading by celebrated Chapel Hill author Daniel
Wallace
2. At 7am on Monday, July 7, OCAC director Katie Murray arrived at the Eno Mill to
find 3.5' of standing water and no power. Over 150 community volunteers
responded and helped us, and our tenants, move out of our 10,000sf space in
just three days. Volunteers brought food and water, rented a storage unit for our
artists who were out of town, and helped clean, all while navigating temperatures
over 100°. Local and statewide news outlets featured our story, leading to
donations from around the state, which were received by our nonprofit arm. The
Arts Alliance dispersed $95k in Artist Relief Grants, for artists living or working in
Orange County who lost supplies or income due to Chantal.
3. Following the flood, programs were relocated and continued in satellite locations:
a. Summer Camps resumed the following week at 306 Revere Rd.
b. Adult classes resumed at West Campus, Revere Rd., and Snow Approach
Foundation.
c. The Common Good Mutual Aid Auction, originally scheduled for
September as a fundraiser for WNC artists, was relocated to the
ArtsCenter. It featured over 60 works of donated art, raising over $11 k for
our Artist Relief Fund.
d. The 9th Annual Paint it Orange Plein Air Paint-out & Wet Paint Sale was
relocated to the Thomas Stevens Gallery (adults) and the Orange County
Library (youth). We had 95 adult participants, 50 youth, and raised $8k for
the arts commission.
e. Makers at the Mill Holiday Bazaar became the Hillsborough Holiday
Bazaar and was relocated to the Courthouse Lawn. Thanks to boosted
programming by events contractor Greg Bell, the event featured
performances by local youth ensembles, a community square dance, and
saw record attendance and sales.
4. Two weeks after the flood, installation began for the 211 Uproar Festival of Public
Art, which uplifted our community through the joy of public art and saw
tremendous growth over the inaugural festival in 2023:
a. 52% increase in Welcome Center visitors
b. 373% increase in votes cast
c. 121% increase in Saturday trolley riders
d. 70% of downtown businesses saw new customers; 53% saw increased
foot traffic; 100% felt Uproar was a positive addition to the community
e. 92% of artists would recommend Uproar to fellow artists
f. $84,5050 raised in private support; 53% of Uproar expenses paid Orange
County residents and businesses
g. 30 editorial stories, 65k views of uproarfestnc.com and over 4k audio
description listeners
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5. Dispersed and administered $108,489 in grant funding through annual Arts
Grants and Arts Educator Grants Programs.
6. Participated in Triangle-wide partnerships including the Emerging Artist Program,
Piedmont Laureate Program, and the Artist Support Grant Program.
7. 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.
4. Please list any 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
• 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, and the Raleigh Arts Commission
• Annual Paint it Orange: Plein Air Paint-out and Wet Paint Sale
• Hosts monthly Arts Partners meetings for leadership of county arts organizations
5. Describe this board/commission's activities/accomplishments in carrying out
the goals identified in the Orange County Strategic Plan. General information
about the Strategic Plan is available here.
• Goal 2: Healthy Community
Objective 7. Invest in services and programs that improve the health and quality of life
of the community (e.g., recreation and public open spaces, arts, etc.)
• Goal 6: Diverse and Vibrant Economy
OBJECTIVE 1. Provide family-oriented and inclusive programming or other cultural
events for residents and visitors.
OBJECTIVE 4. Provide resources to small, creative, and agro-businesses that add
character and quality of life to our community to attract employers, employees, and
visitors.
6. Describe any collaboration between this board/commission and other boards
and commissions.
Throughout 2025, the OCAC Advisory Board worked in partnership with:
• Alamance Orange Prison Ministry • Arts North Carolina
• The ArtsCenter 0 Care Bear Foundation
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• Chapel Hill Downtown • Orange County Department of
Partnership Parks and Recreation
• Chapel Hill/Orange County • Orange County Criminal Justice
Visitors Bureau Resource Department and Local
• Durham Arts Council Reentry Council
• End Solitary NC/Disability Rights • Orange County Justice Project
North Carolina • Raleigh Arts Commission
• Greater Chapel Hill Chamber of • Skylight Gallery/Hillsborough
Commerce Artists Cooperative
• Hidden Voices • Town of Carrboro — Economic
• Hillsborough Arts Council Development/Arts
• Human Kindness Foundation • Town of Chapel Hill Community
• NC Coalition for Alternatives to Arts and Culture
the Death Penalty • Town of Hillsborough, Tourism
• North Carolina Arts Council Board/Tourism Development
• Orange County Community Authority
Remembrance Coalition • UNC — Department of Fine Arts,
• Orange County Department of Operations, Carolina Performing
Civil Rights Arts
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
• Grassroots Steering Committee, North Carolina Arts Council
7. Identify any activities this board/commission expects to carry out in 2026 that
are related to the Orange County Strategic Pla . General information about the
Strategic Plan is available here. If applicable, please list any fiscal impact (i.e.,
funding, staff time, other resources) associated with these proposed activities.
• Resume operations of the Eno Arts Mill. Move-in will begin in March with a Grand
Reopening on Friday, June 5'. Upon reopening, the Arts Mill will feature a
ceramics studio utilizing donated equipment. This space will fill a gap for the
community and provide a strong revenue stream for the Mill. (Goals 2.7, 6.1, 6.4)
• As of the date of this report, and pending BOCC approval, utilize our new events
contractor (Greg Bell) to create a new summer festival, replacing Festival for the
Eno which has been cancelled. A new festival would allow the OCAC to raise
money and provide an opportunity to the 100+ artists who rely on Festival for the
Eno for sales and performance revenue. (Goals 2.7, 6.1, 6.4)
• Pending a continuation of our events contractor in FY27, add programming at the
Eno Mill including performing arts and special events. (Goals 2.7, 6.1, 6.4)
• Continue discussions with the Mill ownership and Town of Hillsborough on a
performance venue located at the Mill, providing much-needed performance and
rehearsal space for local music, dance, theater, and film, as well as an accessible
youth theater program. (Goals 2.7, 6.1, 6.4)
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8. What concerns or emerging issues does this board/commission anticipate for
the upcoming year that it plans to address or wishes to bring to the BOCC's
attention?
Funding:
• Sustainable and predictable funding (whether from Occupancy Tax or other sources)
would allow the OCAC to better serve the community, resulting in more visitor
spending and economic impact on our communities. For example, if funding was
available to create a new summer festival (mentioned above), the county would benefit
through increased Occupancy and Sales Tax through hotel stays and visitor spending.
More funding means more programs, which means greater benefit for our community
and economy.
• Outside Agencies: the arts currently receive approximately 3% of the Outside
Agencies budget. These funds are added to the OCAC's annual grant cycle so arts
organizations can apply through an arts-based granting agency. We would like to see
a 10% allocation for the arts for the following reasons:
• The arts are the only sector that delivers a 5-fold bottom line:
o Economy: Arts require audiences. $1 in grants generates $16 spent
locally.
o Education: Arts are critical to student success rates. Our grantees bring
arts into the schools and work with unrepresented and at-risk youth
populations outside of school.
o Community: The arts promote civic engagement and community pride.
Our grantees host local festivals, create public art, and offer arts spaces
for the community to gather and connect.
o Health: Access to the arts is linked to increased health markers in nearly
every population. Our grantees work with veterans, the elderly, and
people who have experienced trauma.
o Culture & Heritage: The arts preserve our traditions and our stories. Our
grantees include neighborhood preservation organizations, historical
organizations, and groups ranging from artist cooperatives to dance
groups to community theater and choirs.
o The arts serve ALL people, especially underrepresented communities.
o FY25 Grant Stats:
0 87,141 people will be served
o Of the audience-serving grant programs, $1.7M will be spent in local
businesses by their patrons
o This means for every $1 invested, the grantees are leveraging an
additional $16 in economic impact
o Populations served by this year's grantees:
• Low-income youth • Refugees/immigrants
• Justice-involved youth • Housing/food insecure
• Public Schools • Hospital patients
• Disabled Community
• Elderly