HomeMy Public PortalAbout05-23-22 Agenda Work Session
101 E. Orange St., PO Box 429, Hillsborough, NC 27278
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BOARD OF COMMISSIONERS AGENDA | 1 of 1
Agenda
BOARD OF COMMISSIONERS
Budget work session
7 p.m. May 23, 2022
Board Meeting Room of Town Hall Annex, 105 E. Corbin St.
Please use the bookmark feature to navigate and view the item attachments.
1. Opening of the work session
2. Agenda changes and approval
3. Public hearing to collect public comment on the manager’s recommended Fiscal Year 2023 budget
A copy of the FY2022-23 Annual Budget Workbook is available on the town’s website.
4. Items for decision ― consent agenda
A. Miscellaneous budget amendments and transfers
B. Proclamation raising awareness of period poverty
C. Special Event Permit: OHS end of year cookout at Gold Park
D. Orange Rural Fire Department contract extension
5. In-depth discussion and topics
FY2023 Budget Workshop
1. General Fund
2. Water and Sewer Fund
3. Stormwater Fund
6. Other business
7. Committee updates and reports
8. Adjournment
Interpreter services or special sound equipment for compliance with the American with Disabilities Act is available
on request. If you are disabled and need assistance with reasonable accommodations, call the Town Clerk’s Office
at 919-296-9443 a minimum of one business day in advance of the meeting.
AGENDA ABSTRACT | 1 of 1
Agenda Abstract
BOARD OF COMMISSIONERS
Meeting date: May 23, 2022
Department: Administrative
Services
Public hearing: Yes
Date of public hearing: May 23, 2022
PRESENTER/INFORMATION CONTACT
Emily Bradford, Budget Director
ITEM TO BE CONSIDERED
Subject: Public hearing to collect public comment on the manager’s recommended Fiscal Year 2023 budget
Attachments:
N/A
Brief summary:
Receive public comment on the FY23 budget.
Action requested:
N/A
ISSUE OVERVIEW
Background information and issue summary:
The FY23 budget was presented at the May 9, 2022 board meeting.
Financial impacts:
N/A
Staff recommendation and comments:
N/A
For clerk’s use
AGENDA ITEM:
3
Consent
agenda
Regular
agenda
Closed
session
AGENDA ABSTRACT | 1 of 1
Agenda Abstract
BOARD OF COMMISSIONERS
Meeting date: May 23, 2022
Department: Administrative
Services
Public hearing: No
Date of public hearing: N/A
PRESENTER/INFORMATION CONTACT
Emily Bradford, Budget Director
ITEM TO BE CONSIDERED
Subject: Miscellaneous budget amendments and transfers
Attachments:
Budget Changes Detail Report
Brief summary:
To adjust budgeted revenues and expenditures, where needed, due to changes that have occurred since budget
adoption.
Action requested:
Consider approving budget amendments and transfers.
ISSUE OVERVIEW
Background information and issue summary:
N/A
Financial impacts:
As indicated by each budget amendment.
Staff recommendation and comments:
To approve the attached list of budget amendments.
For clerk’s use
AGENDA ITEM:
4.A
Consent
agenda
Regular
agenda
Closed
session
BUDGET CHANGES REPORT
TOWN OF HILLSBOROUGH
FY 2021-2022
DATES: 05/23/2022 TO 05/23/2022
REFERENCE NUMBER DATE BUDGET CHANGE BUDGET
ORIGINAL BUDGET AMENDEDCHANGE
USER
10-00-9990-5300-000 CONTINGENCY
05/23/2022 400,000.00 -5,000.00To cover NC86 HVAC & awning repair 24430 103,502.00EBRADFORD
05/23/2022 400,000.00 -7,150.00To cover PD facility rental 24436 96,352.00EBRADFORD
05/23/2022 400,000.00 -14,747.00Yr-end balancing 24442 81,605.00EBRADFORD
10-20-5100-5300-363 RENTAL - BUILDING
05/23/2022 0.00 7,150.00To cover facility rental 24435 34,150.00EBRADFORD
10-30-5550-5300-145 MAINTENANCE - BUILDINGS
05/23/2022 12,235.00 11,000.00To cover HVAC & awning repair 24429 22,869.00EBRADFORD
10-30-5550-5300-351 RENTAL - EQUIPMENT
05/23/2022 0.00 -6,000.00To cover HVAC & awning repair 24428 6,700.00EBRADFORD
10-60-6900-5300-570 MISCELLANEOUS
05/23/2022 356,500.00 14,747.00Yr-end balancing 24441 55,500.00EBRADFORD
30-80-7220-5300-330 SUPPLIES - DEPARTMENTAL
05/23/2022 500.00 1,800.00To cover flat file map cabinet. 24424 2,300.00JFernandez
30-80-7220-5300-350 UNIFORMS
05/23/2022 200.00 300.00To cover new employee workwear. 24423 500.00JFernandez
30-80-7220-5300-570 MISCELLANEOUS
05/23/2022 25,600.00 -2,100.00New employee workwear & map cabinet. 24422 23,500.00JFernandez
30-80-8120-5300-145 MAINTENANCE - BUILDINGS
05/23/2022 6,000.00 2,250.00To cover HVAC repair 24438 36,716.00EBRADFORD
30-80-8120-5300-158 MAINTENANCE - EQUIPMENT
05/23/2022 120,240.00 -2,250.00To cover HVAC repair 24437 222,617.38EBRADFORD
05/23/2022 120,240.00 -20,000.00To cover load of alum and caustic through 24439 202,617.38JFernandez
30-80-8120-5300-323 SUPPLIES - CHEMICALS
05/23/2022 165,170.00 20,000.00To cover load of alum and caustic through 24440 235,170.00JFernandez
30-80-8140-5300-330 SUPPLIES - DEPARTMENTAL
05/23/2022 100,000.00 6,351.00To cover pipe & fittings 24434 105,202.00EBRADFORD
30-80-8140-5300-351 RENTAL - EQUIPMENT
05/23/2022 8,000.00 -3,503.00To cover pipe & fittings 24431 0.00EBRADFORD
30-80-8140-5300-530 DUES & SUBSCRIPTIONS
05/23/2022 3,100.00 -1.00To cover pipe & fittings 24433 3,099.00EBRADFORD
30-80-8140-5300-570 MISCELLANEOUS
05/23/2022 3,000.00 -2,847.00To cover pipe & fittings 24432 153.00EBRADFORD
30-80-8200-5300-145 MAINTENANCE - BUILDINGS
05/23/2022 29,500.00 -2,000.00To purchse English & Spanish FOG flyers 24426 27,500.00JFernandez
30-80-8200-5300-151 FOG PROGRAM
05/23/2022 6,000.00 2,000.00To purchse English & Spanish FOG flyers 24427 8,000.00JFernandez
30-80-8220-5300-130 UTILITIES
05/23/2022 151,218.00 -2,000.00To cover increased cost of testing and cou 24421 134,318.00JFernandez
30-80-8220-5300-340 OUTSIDE LAB SERVICES
05/23/2022 16,550.00 2,000.00To cover increased cost of testing and cou 24425 18,550.00JFernandez
44-10-6200-5700-045 DESIGN
05/23/2022 131,777.57 -131,777.57To close out project 24414 0.00EBRADFORD
EBRADFORD 5:07:32PM05/16/2022
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Page 1 of 2
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Fleet
Maintenance
Fleet
Maintenance
Special
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Utilities
Admin.
Utilities
Admin.
Utilities
Admin.
WTP
WTP
WTP
Water
Distribution
Water
Distribution
Water
Distribution
Water
Distribution
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Collection
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Riverwalk-
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BUDGET CHANGES REPORT
TOWN OF HILLSBOROUGH
FY 2021-2022
DATES: 05/23/2022 TO 05/23/2022
REFERENCE NUMBER DATE BUDGET CHANGE BUDGET
ORIGINAL BUDGET AMENDEDCHANGE
USER
44-10-6200-5700-719 CONSTRUCTION ADMINISTRATION
05/23/2022 105,544.53 -105,544.53To close out project 24415 0.00EBRADFORD
44-10-6200-5700-720 CONSTRUCTION
05/23/2022 1,021,240.90 -1,021,240.90To close out project 24416 0.00EBRADFORD
44-70-3700-3700-200 GRANT REVENUE-FEDERAL-NCDOT
05/23/2022 1,006,850.00 -1,006,850.00To close out project 24417 0.00EBRADFORD
44-71-3870-3870-100 TRANSFER FROM GENERAL FUND
05/23/2022 251,713.00 -251,713.00To close out project 24418 0.00EBRADFORD
67-80-8130-5700-000 CONTINGENCY
05/23/2022 250,875.39 -100,000.00To fund WFER re-clearing 24419 150,875.39EBRADFORD
67-80-8130-5700-570 MISCELLANEOUS
05/23/2022 120,630.00 100,000.00To fund WFER re-clearing 24420 220,630.00EBRADFORD
69-14-3870-3870-501 TRANSFER FROM WSF-N ZONE LOOP
05/23/2022 2,387.50 -2,387.50To close project 24406 0.00EBRADFORD
69-14-8140-5700-734 NORTH ZONE LOOP
05/23/2022 2,387.50 -2,387.50To close project 24407 0.00EBRADFORD
-2,521,901.00
EBRADFORD 5:07:32PM05/16/2022
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Utilities
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AGENDA ABSTRACT | 1 of 1
Agenda Abstract
BOARD OF COMMISSIONERS
Meeting date: May 23, 2022
Department: Governing Body
Public hearing: No
Date of public hearing: N/A
PRESENTER/INFORMATION CONTACT
Mayor Jenn Weaver
ITEM TO BE CONSIDERED
Subject: Proclamation raising awareness of period poverty
Attachments:
1. Request
2. Proclamation
Brief summary:
Please see below.
Action requested:
Approve proclamation designating May 23-29 as Period Poverty Awareness Week in Hillsborough. This
proclamation will be used in conjunction with other states and local governments around the United States to
inform our community that there are people who cannot afford the period products they need, preventing them
from going to work or school and living full, healthy lives.
ISSUE OVERVIEW
Background information and issue summary:
On the Spot is a program of the Diaper Bank of North Carolina that addresses period poverty through distribution
of period products and advocacy work and is a member of the Alliance for Period Supplies, which has been actively
raising awareness and addressing period poverty across the country. The Alliance for Period Supplies supports a
network of over one hundred active period supply banks in nearly 40 states. Along with the Alliance for Period
Supplies, individual organizations and grassroots leaders will hold events and work with their local and state
governments to raise awareness of this need and how they can support people in our communities.
Financial impacts:
None.
Staff recommendation and comments:
None.
For clerk’s use
AGENDA ITEM:
4.B
Consent
agenda
Regular
agenda
Closed
session
1311 E. Club Boulevard Durham, NC 27704 919-886-8085
info@ncdiaperbank.org
April 5, 2022
Honorable Jenn Weaver
Mayor of Hillsborough
Dear Mayor Weaver,
I am writing to you as the executive director of Diaper Bank of North Carolina, headquartered in
Durham, NC, to request that you proclaim May 23-29 as Period Poverty Awareness Week in
Hillsborough. Your proclamation would be used in conjunction with other states and local
governments around the United States to inform our community that there are people who
cannot afford the period products they need, preventing them from going to work or school
and living full, healthy lives.
On the Spot is DBNC’s program that addresses period poverty through distribution of period
products and advocacy work and is a member of the Alliance for Period Supplies, which has
been actively raising awareness and addressing period poverty across the country. The Alliance
for Period Supplies supports a network of over one hundred active period supply banks in
nearly 40 states. Along with the Alliance for Period Supplies, individual organizations and
grassroots leaders will hold events and work with their local and state governments to raise
awareness of this need and how we can support people in our communities.
I have attached sample language that might be helpful in drafting a proclamation. We look
forward to working with your office on this proclamation and in representing Hillsborough in
this national campaign. Thank you for your consideration.
Warmest Regards,
Michelle Old
CEO and Founder
PROCLAMATION
Period Poverty Awareness Week
May 23-29, 2022
WHEREAS, approximately half of the population will have a period every month for decades of their lives
and period supplies are a necessary product, each month, for millions of people across the country; and
WHEREAS, national surveys and research studies report that one in four menstruating individuals struggle
to secure enough period supplies to meet their needs each month due to a lack of income and this lack of period
supplies, known as period poverty, can adversely affect the health and well-being of menstruators; and
WHEREAS, national surveys also report that one in five women and girls miss work or school due to lacking
a sufficient period supplies, exacerbating the vicious cycle of poverty by forcing menstruators to withdraw from
daily life, losing pay or missing educational opportunities; and
WHEREAS, menstruators struggling with period poverty risk infections by using proxy products not
intended for this purpose or not changing products as often as needed; and
WHEREAS, the people of Hillsborough recognize that period poverty is a public health issue, and
addressing period poverty can enhance economic opportunity for Hillsborough’s people and surrounding
communities and improved health for women and girls/menstruators, thus ensuring all people have access to the
basic necessities required to thrive and reach their full potential; and
WHEREAS, Hillsborough is proud to be home to trusted organizations, including On the Spot, a program
of the Diaper Bank of North Carolina, that recognize the importance of period products in ensuring health and
providing economic stability and thus distribute period products through various channels; and
WHEREAS, the Hillsborough Board of Commissioners extend its sincere gratitude to the aforementioned
period supply banks, their staff, volunteers and donors, for their courageous service during the crisis, and
encourage the citizens of Hillsborough to donate generously to period supply banks, product drives, and those
organizations that collect and distribute period products to those struggling with period poverty, so that the
Hillsborough community can thrive and reach their full potential;
NOW, THEREFORE, I, Jenn Weaver, mayor of the Town of Hillsborough, do hereby proclaim May 23 through
May 29, 2022, as Period Poverty Awareness Week in the Town of Hillsborough.
IN WITNESS WHEREOF, I have hereunto set my hand and caused this seal of the Town of Hillsborough to
be affixed this 23rd day of May in the year 2022.
Jenn Weaver, Mayor
Town of Hillsborough
AGENDA ABSTRACT | 1 of 1
Agenda Abstract
BOARD OF COMMISSIONERS
Meeting date: May 23, 2022
Department: Planning
Public hearing: No
Date of public hearing: N/A
PRESENTER/INFORMATION CONTACT
Evan Punch, Planning Tech
Shannan Campbell, Planning and Economic Development Manager
ITEM TO BE CONSIDERED
Subject: Special Event Permit: OHS end of year cookout at Gold Park
Attachments:
1. Special Event Permit Application: Xavier Adams’ End of Year Cookout.
2. Field layout for park reservation
Brief summary:
The event will be an end-of-year celebration for Mr. Adams’s classes. The applicant will use the park grill and bring
their grill and tables. The expected attendance is around 100 people.
Action requested:
Approve, approve with conditions, or deny permit usage of Gold Park for the event.
ISSUE OVERVIEW
Background information and issue summary:
None.
Financial impacts:
None.
Staff recommendation and comments:
None.
For clerk’s use
AGENDA ITEM:
4.C
Consent
agenda
Regular
agenda
Closed
session
5
101 East Orange Street · P.O. Box 429 · Hillsborough, North Carolina 27278
919-732-1270· Fax 919-644-2390
FOR OFFICE USE ONLY:
Application received by:
Date:
Fee Paid: ______________
Date information emailed out: ____________________________
Permit Status
Approved YES NO Explanation:_________________________________________
Date Permit Issued: ____________________________
Approved with any conditions: ___________________
______________________________________________________________________________
By: Date:______________
Town Staff Member
Forwarded to others for review/information:
OC Fire Marshal: ___________________________
Hillsborough Police Department: ______________________
OC Sheriff’s Department: ________________________________
OC Fire Department: ________________________
Hillsborough Public Works: ___________________________
Hillsborough Public Space Manager: __________________________
OC DEAPR (River Park): _______________________________
OC AMS (Visitors Center, Library, Old or New Courthouse):__________________________________
NCDOT (DOT Road Closures): _______________________________
Hillsborough Finance (Food & Beverage Tax 1 Day):_______________________________________
Hillsborough Public Information Office: _________________________________________________
Evan Punch
5/11/2022
5/10/2022
Evan Punch 5/11/2022
AGENDA ABSTRACT | 1 of 1
Agenda Abstract
BOARD OF COMMISSIONERS
Meeting date: May 23, 2022
Department: Administration
Public hearing: No
Date of public hearing: N/A
PRESENTER/INFORMATION CONTACT
Town Manager Eric Peterson
ITEM TO BE CONSIDERED
Subject: Orange Rural Fire Department contract extension
Attachments:
Draft contract
Brief summary:
The Town contracts for fire protection and other life safety services with the Orange Rural Fire Department (ORFD).
ORFD also provides services to their 60+ square mile district and is governed by the Orange Rural Fire Board.
Commissioner Lloyd serves as the town’s representative as a non-voting member of that body. Historically, ORFD
and the town have approved 10-year contracts. The current agreement expires June 30. ORFD Chief Jeff Cabe took
the lead on incorporating updates to the attached draft that would extend through June of 2032. Multiple versions
went between Chief Cabe, the town manager, and town attorney. There are no major adjustments to the prior
contract, just updates and refinements to better reflect the current state of the partnership and service demands.
If approved by the town board, the contract will then go to the Orange Rural Fire Board for consideration.
Action requested:
Consider approval of contract extension.
ISSUE OVERVIEW
Background information and issue summary:
N/A
Financial impacts:
No changes of significance.
Staff recommendation and comments:
The town manager recommends approval of the proposed contract. Special thanks go to Chief Cabe for his
leadership and technical assistance on developing the updated contract. And significant gratitude goes to the
volunteers on the Orange Rural Fire Board for their leadership in managing the operations as well as all ORFD staff
who put their lives on the line daily providing fire and rescue operations to our community!
For clerk’s use
AGENDA ITEM:
4.D
Consent
agenda
Regular
agenda
Closed
session
AGREEMENT BETWEEN THE TOWN OF HILLSBOROUGH
AND THE ORANGE RURAL FIRE DEPARTMENT
THIS AGREEMENT entered into as of July 1, 2022 by and between the Town of
Hillsborough, North Carolina (the “Town”), a North Carolina municipal corporation with its
offices located at 101 East Orange Street, Hillsborough, North Carolina 27278, and the Orange
Rural Fire Department No.1, Inc. (“ORFD” or the “Corporation”), a not for profit corporation
formed and operated under the laws of the State of North Carolina with its offices located at
206 S. Churton Street, Hillsborough, North Carolina 27278.
WHEREAS, the Town and ORFD have heretofore cooperated in the provision of fire
protection services to residents of the Town and the surrounding area by sharing equipment,
apparatus, facilities, and expenses associated with providing such services; and
WHEREAS, the Town and ORFD desire to continue such cooperative efforts pursuant
to the terms of this Agreement.
NOW, THEREFORE, in consideration of the mutual promises set forth herein and for
other good and valuable consideration, the receipt and sufficiency of which is acknowledged
by the Town and ORFD, it is agreed as follows:
1. Term. The term of this Contract shall begin on July 1, 2022 and shall continue
until and through June 30, 2032. This Contract may be terminated by either ORFD or the Town
upon delivery of written notice of termination to the other party at least two (2) years in advance
of the termination date, unless both parties agree in writing to a shorter period. The Contract
will automatically renew itself every two years for a two-year extension period after June 30,
2032, if this Contract is not formally terminated or renewed by the Town and ORFD.
2. Lease Of Town Real Property. The Town shall, and hereby does, lease the
building and land it owns, located at 206 South Churton Street in Hillsborough, to the ORFD
for the duration of this Contract plus an additional three (3) years after the expiration of the term
or the termination of the Contract, whichever occurs sooner. The Town shall continue to own
the building and shall provide utilities and insure the building at its own cost. If the Town
constructs a new fire station to replace the facility at 206 South Churton Street, the terms set
forth herein (as they may be amended from time to time) will transfer to the new facility once
it is occupied by ORFD.
3. Equipment Lease. The Town hereby leases to ORFD certain fire apparatus,
equipment, supplies, and materials which the Town now owns. It shall be the
responsibility of ORFD to maintain these items in good working order for their normal life
expectancy and to insure such items (naming the Town as an insured). A list of leased
items and equipment is attached and made part of this Contract as Exhibit A.
4. Services To Be Provided. ORFD shall provide fire protection services, rescue
services for which ORFD is qualified, and Medical First Responder service as described
in Exhibit B to this Agreement, to the Town within the Town’s corporate limits as those
limits may be amended from time to time during the term of this Contract. The fire
protection services, rescue services and Medical First Responder services provided by
ORFD shall meet all reasonable applicable professional standards, promote goodwill in the
community, and shall include fire safety educational services to the residents of the Town.
5. Staffing Requirements. ORFD shall provide adequate competent, trained
personnel to provide fire protection services, rescue services and Medical First Responder
services to satisfy its obligations in accordance with this Contract.
6. Costs of Providing Service. ORFD shall pay all costs associated with
providing the services referred to in this Contract, except in cases where the Town has
created an unusual hazard. In such instances, the Town and ORFD shall negotiate in good
faith a separate agreement intended to fairly and reasonably assess the risks associated
with the unusual hazard and the compensation to be paid to ORFD for any additional
training, equipment, apparatus, or services it may require in order to provide competent,
professional fire protection and rescue services associated with the unusual hazard.
7. Corporation To Provide Additional Equipment. Unless the parties agree in
writing otherwise, it shall be the responsibility of ORFD to purchase all fire apparatus,
equipment, and materials required by or useful to ORFD to carry out its obligations under
this Contract. If any items purchased are to replace an item on the attached Exhibit A
(“Replacement Items”), then that Replacement Item shall become the property of the Town
upon the expiration or termination of this Contract. Upon the purchase of any other item
or items (“New Items”) ORFD, with the agreement of the Town, will designate the
ownership of such New Item. If, upon the expiration or termination of this Contract, any
amount remains due and owing on the purchase price for any New Item of equipment or
apparatus purchased during the term of this Contract, which New Item of equipment or
apparatus does not replace an item listed on Exhibit A, then the designated owner shall be
obligated to complete paying any amounts owed for such New Item.
8. Town’s Financial Responsibility For Town-Owned Equipment. The Town
shall pay all existing debts owed on any Replacement Item listed in the attached Exhibit A,
including principal and interest owed on such debt.
9. Town Representation At Corporation Meetings. The Town Board of
Commissioners may appoint up to two (2) non-voting representatives who shall be notified
of and have the right to attend all meetings of the Board of Directors of ORFD. The Town
shall notify ORFD in writing of the name and mailing address of such representatives
within thirty (30) days of their appointment.
10. Annual Budget. Each year the Town shall include in its annual budget line
items for Annual Fire Protection Service based on the annual contract and fees for services
provided by ORFD in accordance with paragraph 12 of this Contract. ORFD and the Town
agree that ORFD shall be responsible for ordinary maintenance of the building during the term
of this agreement, and that the Town shall be responsible only for extraordinary and/or
unexpected maintenance issues. The Town shall pay to ORFD an amount that is agreed
upon through approval of the Town’s annual budget process for (a) Annual Fire Protection
Service and (b) routine Building Maintenance. The Town will pay ORFD for fire protection,
rescue service and building maintenance in equal payments on the following dates in each
Town fiscal year: September 1st, December 1st, March 1st and June 1st.
11. Corporation’s Annual Budget Request. ORFD shall submit its proposed
annual contract and fees for services request (“Annual Budget Request”), including
amounts for anticipated routine building maintenance, to the Town no later than April 15
of each year, so that the Town has sufficient time to review the request in its annual budget
process. The Town will notify the Corporation of the amounts budgeted by the Town for
each line item for the upcoming fiscal year within five (5) business days after the Town’s
adoption of its budget. The fire chief, town manager, and/or other representatives are free
to meet as needed to communicate and develop a budget that reasonably addresses the
interests of both organizations. Sharing information early in the budget development
process is not required but encouraged (e.g., town sharing a preliminary increase in
funding, such as 3.0%, ORFD citing the possibility of significant cost increases such as
new personnel additions, replacement of fire apparatus, etc.).
12. Parties to Report Annual Budgets. A copy of ORFD’s Annual Audit (or
other form of financial report acceptable to the Town) and Annual Budget shall be provided
to the Town Manager each year within 30 days of the adoption of ORFD’s Budget. The
Town will provide a copy of its Annual Budget to ORFD within 30 days of its adoption.
13. Fire Hydrants. The Town shall not impose any fee upon ORFD for the use
water from the Town's fire hydrants regardless of the location of the hydrant.
14. Fire Hydrant Inspection and Maintenance. ORFD will report hydrant
problems, malfunctions, and pressure/flow problems to the Utilities Director as ORFD
becomes aware of such problems. The Utilities Director will be responsible for supervising
the repair of hydrants and/or determining whether a hydrant is in satisfactory operating
condition. In either case, the Utilities Director will report their findings and/or corrective
actions back to the Fire Chief within 30 days of the Utilities Director’s receipt of a report from
ORFD. The Town or ORFD will physically mark non-operational or ineffective hydrants by
placing an orange bag (or other mutually agreed upon identification system) on any hydrant
that is not operational. In addition, the Utilities Director (or other designee) will immediately
notify the Fire Chief upon discovering a fire hydrant that is not operable. If a dispute arises
between the parties concerning pressure or fire/flow problems, either party can request in
writing an independent third-party test and review to determine whether a hydrant is in
satisfactory operating condition. The cost of such third-party review will be shared equally
by the Town and ORFD The Town will assist ORFD in trying to maximize full ISO fire rating
credit related to fire hydrant maintenance, testing, and other hydrant-related matters when
practicable for all parties. This may include the specific maintenance or regularly
recommended testing requirements for the ISO fire rating process. It is understood that it is
not always practical to meet all maintenance and testing requirements due to staff limitations
or other matters. Regardless, all parties will work to keep the hydrant system highly reliable
and in excellent condition.
15. Semi-Annual Hydrant Inspections. The Town will be responsible for hydrant
inspections on a semi-annual basis when practicable.
16. Workers Compensation. ORFD shall provide such coverage for all
employees/volunteers within statutory limits and in compliance with the applicable state and
federal laws. The policy must include, at a minimum, employers’ liability with a limit of
$100,000 for each accident, $100,000 bodily injury by disease for each employee, and
$500,000 bodily injury disease by policy limit.
17. Comprehensive General Liability. ORFD shall provide Comprehensive
General Liability insurance coverage with minimum limits of $1,000,000 per occurrence
combined single limit for bodily injury liability and property damage liability and $3,000,000
aggregate. This shall include premises and operation, independent contractors, products and
completed operations, board from property damage, a contractual liability endorsement, and
XCU coverage if necessary.
18. Business Auto Insurance. ORFD shall provide such coverage with minimum
limits of $100,000 per occurrence combined single limit for bodily injury liability and property
damage liability. This shall include: owned vehicles, leased vehicles, hired and non-owned
vehicles, employee non-ownership, comprehensive and collision.
19. Professional Errors And Omissions Liability Insurance. ORFD shall provide
such coverage with minimum limits of$1,000,000 per claim and $3,000,000 per aggregate.
20. Designation Of Additional Insured. The Town is to be included as an Additional
Insured on ORFD’s comprehensive general liability, business auto liability, property, and
professional errors and omission liability. ORFD is to be included as an Additional Insured on.
the Town’s comprehensive general liability, business auto liability, property, and professional
errors and omission liability.
21. Proof Of Insurance. Current, valid insurance policies meeting the requirements
herein identified shall be maintained during the duration of the Contract and Lease. Renewal
certificates shall be sent to the Town 30 days prior to any expiration date. To the extent possible
there shall also be a 30-day notification to the Town in the event of cancellation or modification
of any stipulated coverage. Certificates of insurance provisions shall be forwarded to the
Town of Hillsborough.
22. Indemnification. ORFD agrees to protect, defend, indemnify, and hold the Town
of Hillsborough and its officers, employees, and agents free and harmless from and against any
and all losses, penalties, damages, settlements, costs, charges, professional fees or other expenses
or liabilities of every kind and character in connection with or arising directly or indirectly out of
the exercise by the Town and/or performance by ORFD of any right, privilege, or responsibility
authorized or imposed by this Contract. ORFD further agrees to investigate, handle, respond to,
provide defense for and defend any such claims, etc. at its sole expense and agrees to bear all
other costs and expenses related thereto, even if it (claims, etc.) is groundless, false, or fraudulent.
To the extent allowed by law, the Town agrees to protect, defend, indemnify, and hold ORFD its
officers, employees and agents free and harmless from and against any claims and all losses,
penalties, settlements, costs, charges, professional fees and expenses or liabilities of every
kind and character in connection with the exercise by the Town, of rights and authority
imposed by law on or assumed by the Town in connection with fire safety and inspection
services.
23. Town To Insure Its Property. The Town agrees to maintain fire, extended
coverage, and vandalism and malicious mischief insurance on the leased premises (206
South Churton Street) and on personal property of the Town contained therein to the extent
of its full insurable value. The Corporation shall do the same with respect to its property
located in or on the demised premises. The Town and ORFD hereby mutually release and
discharge each other from all claims or liabilities arising from or caused by fire or other
casualty covered by the above insurance on the leased premises, or property in or on the
lease premises.
24. Entire Agreement. This Agreement contains and includes the entire
understanding of the parties. The terms of this Agreement shall not be amended or
modified in any respect except and unless such amendment or modification is in writing
signed by the parties. No failure of any party to strictly enforce performance by the other
of obligations created by this Contract shall be deemed to constitute a waiver of the right
to future enforcement of any term of this Agreement.
25. Notices. Except as otherwise specifically required by this Agreement, all
notices required by this Agreement shall be delivered by personal service or by certified
mail, return receipt requested as follows:
(a) to the Town - to the Town Manager at 101 East Orange Street,
Post Office Box 429, Hillsborough, North Carolina 27278;
(b) to the Corporation - to the Orange Rural Fire Department
President, at Post Office Box 1511, Hillsborough, North Carolina
27278.
TOWN OF HILLSBOROUGH:
By: ______________________________________
ORANGE RURAL FIRE DEPARTMENT
By: _____________________________________
******************************************************************************
**
________________________ County, North Carolina
I, _________________________, a Notary Public for said County and State, do hereby certify
that Eric Peterson, Town Manager, personally appeared before me this day and acknowledged the due
execution of the foregoing instrument.
Witness my hand and official seal, this the ____ day of _______________, 2022.
(Official Seal/Stamp) __________________________________
Notary Public
My commission expires:______________
******************************************************************************
***
________________________ County, North Carolina
I, _________________________, a Notary Public for said County and State, do hereby certify
that ________________________________, _____________________ personally appeared before me
this day and acknowledged the due execution of the foregoing instrument.
Witness my hand and official seal, this the ____ day of _______________, 2022.
(Official Seal/Stamp) __________________________________
Notary Public
My commission expires:______________
"EXHIBIT A"
List of Equipment Owned by the Town of Hillsborough and Leased to ORFD
As Part of the Service Agreement - As of July 1, 2022
• I996 KME Renegade Pumper
• 2011 SL95 Sutphen Platform (ladder truck)
T.O.H. Equipment List for the Ladder Truck
1000' of 5" hose
1000' of3" hose
500' of 1.75" hose
Elevator key set
Will Burt TAC Stick (ale hot stick) S/N- C-29424
Stream Light LiteBox w/ charger SIN-1038684
Stream Light LiteBox w/ charger SIN- 1038687
Stream Light LiteBox w/ charger S/N- 1038682
Stream Light LiteBox w/ charger SIN- 1038685
2-Akron Master Intake Valves
2- Kochek 2.5" Double Females
2- Kochek 2.5" Double Males
3- Kochek 2.5" to 1.5" reducers
Kochek I.5'' to Garden Hose Thread reducer
Kochek 1.5" to l II reducer
14-LDH Spanner Wrenches
3-LDH Spanner wrench mounts
2-Akron Style 2581 Gated Wyes
2-Akron Style 1828 Hydrant Valves
2-Kochek 4.5" to Storz
Kochek 6" to Storz 30 degree Elbow
Rescue Tech Bridal
6- Gemtor Pompier Belts model # 531-4
2-Akron Pick Head Axes
2- Akron Flat Head Axes
2- Akron Halligon tools
Officers Tool Model # AC598
Akron Pinch Bar
Hurst Rabbit Tool Kit- (pump # HUR-3629009-1)
(Tool# 125918)
2-Alo-on Junction Boxes Style EJBX
2-Akron Portable Scene Lights Style ELBE-750-PL
I 0- Traffic Cones
2-12' Pike Poles
2- D-Handle Pike Poles
2- IO' New York Hooks
2- 6' New York Hooks
2-Akron Tripod Lights Style ELB3750-Tripod
2- Elkhart Selectomatic I.5'' Fog Nozzles# TSM-30F
2- Ell<hart Playpipe w/ Ball Valves 2.5" to I .5''
2- Elkhart Smooth Bore tips 1.25" to I"# 14200020 2-
Elkhart Playpipes w/ Ball Valves style 2390
3- Elkhart Selectomatic I.5'' Fog Nozzles w/ pistol
grips # SM-20FG
MSA Evolution 5600 Thermal Imager SIN AO-
66930-K l I
MSA Evolution 5000 Thermal Imager Charger SIN
AI-65759-Jl I
Akron Turbo Jet Style 1715
6- Scott 2.2 SCBA
6- AV3000 Face Masks
Motorola XTL 2500 800 mhz radio SIN SJN-
MNPPOEK5
KMP Fire High Rise Pack # KMP-215
8.5" by 12" Hydrant Bag
2- Akron smooth Bore Tips 2.5" to 13/8"
2- Alo-on 2.5" Fog Nozzles Style 5160
3- 2.5" to 1.5" reducers (chrome)
3- 1.5'' Caps
Kochek 3" to Storz 30 degree elbow
2-Kochek Storz Caps
2- Hydrant Wrenches
3- Spanner wrench/ Hydrant Wrench Monnting
Brackets
PPV Fan Mounting Bracket
PPV Fan Cover
Irons Strap
JO-PAC Brackets
7- Screw Adapters
2-Tool Clips
20 pound ABC Extinguisher
20 pound CO2 Extinguisher
Alcolite 40' Ladder S/N-493 JOO
Alcolite 35' Ladder S/N-492078
Alcolite 28' Ladder S/N-489430
Alcolite 20' Roof Ladder S/N-493042
Alcolite 16' Roof Ladder S/N-491829
Alcolite IO' Attic Ladder SIN-491280
David Clark Head Set Kit
7
DRAFT FY07 - DEPRECIATION SCHEDULE FOR ORFDITOWN F'_IRE EQUIPMENT
Truck Year Cost Notes De!!r Period ORFD Town Difference
Engine 233gone 2000 270,000 100% ORFD Savings 15 years 9,000
Engine 234 2002 164,000 100% ORFD 15 years, 5,467
Tanker
246gone
1991 166,000 100% ORFD 15 years 5,533
Tanker 241 2004 192,000 Financed 150K + $42K down payment, Town charged for 50% of down payment 15 years 1,400
Squad268gone 50,000 100% ORFD - Old Coke Truck $50k invested, 200krepl. Value, $250K in 5 years 15 years 1,667
Brush Trk.
255gone
1974/1996 48,000 100% ORFD - $48K in 1996 for refurbish, $90K to replace 15 years 1,600
Pick-up
281gone 2000 30,000 100% ORFD - 1st Responder Vehicle 10 years 1,500
Suburb.282gon
e
1998 30,000 100% ORFD 10 years 1,500
Aerial 272gone 1987 276,000 ORFD - 176K/Town !00K- Town owes ORFD $38K, Town replaces truck in FY08 20 years 950
Pick-up
283gone
5,000 100% ORFD - old Forestry Service Truck used for general work 10 years 250
Engine
231gone
1996 211,000 100% Town - Town must replace in approx. 6 years 15 years 7,033
TOTALS 28,867 7,033
Depreciation Schedule Notes:
Note #I: Due to the variety of equipment, financing methods, and elapsed time, a basic approach was used to develop this schedule. The schedule is not methodologically perfect, but designed
to be easy for both organizations to maintain, understand, and update now that more equitable practices of paying for equipment replacement are current being
used and planned for the future.
Note #2: Town needs to replace Aerial 272 in approx. FY08
Note #3: Tanker 241's debt service payments are currently shared with the Town in the budget, but the Town is charged for 50% of the $42K down payment originally paid by ORFD
Note #4: Depreciation spreadsheet to be updated each fiscal year to account for new purchases and/or new methods of cost sharing (i.e., sharing burden of debt service payments,
outright purchases of equipment, etc.). Also, if necessary, the methodology can be reviewed and amended each year as conditions change.
Note #5: Under this depreciation scenario, the Town would owe ORFD $21,833 for the current fiscal year (FY07).
Purpose of Depreciaton Schedule:
I. Equity and fairness for ORFD, Town, and all taxpayers (i.e., the rural district and municipal taxpayers).
2. Cushion ORFD (as the service provider) from large cash flow demands that can be required during acquisition of large capital purchases.
3. A "capital planning tool" to encourage coordinated and timely replacement/acquisition of equipment. This can help both organizations with savings or planning for future debt service
payments, as well as determining each organization's financial responsibility in acquiring the equipment.
4. Help both organizations commit to providing the capital equipment needed to effectively provide fire protection service to rural and municipal customers.
.
AGENDA ABSTRACT | 1 of 2
Agenda Abstract
BOARD OF COMMISSIONERS
Meeting date: May 23, 2022
Department: Administrative
Services
Public hearing: No
Date of public hearing: N/A
PRESENTER/INFORMATION CONTACT
Emily Bradford, Budget Director
ITEM TO BE CONSIDERED
Subject: Fiscal Year 2023 Budget Workshop
Attachments:
1. FY2023 Manager’s Recommended Budget & Financial Plan (also known as the “Workbook”)
2. Community Re-Investment Request – Exchange Club
3. Community Re-Investment Request – Hillsborough Arts Council
4. Fairview Community Watch Letter
5. Dedicated Funding for Housing Memo
6. Partnership to End Homelessness Updated Funding Request
Brief summary:
Discuss the recommended General Fund, Water & Sewer Fund and Stormwater Fund budgets. This is an
opportunity to ask staff any questions you may have about items that are or are not included in the proposed
budget, as well as make any desired changes to the budget.
Community Re-Investment Funds:
Each fiscal year, the town designates funds for community re-investment. The FY23 Manager’s Recommended
Budget currently has $22,020 designated for this purpose. This is the same funding level as the current, FY22
budget. The Exchange Club and Hillsborough Arts Council have submitted funding requests for FY23.
Representatives from both organizations are planning to attend the workshop and will have an opportunity to
formally present their requests for funds to the board, or simply be available for questions.
FY22 Funded Amount FY23 Requested Amount
Exchange Club $7,500 $7,633
Hillsborough Arts Council $14,520 $16,000
$22,020 $23,633
Fairview Community Watch
The FY22 budget included $10,000 for Dorothy N. Johnson Community Center improvements, $5,000 of which was
used to fund a conceptual plan for the facility. The FCW is requesting that the remaining $5,000 appropriated in
FY22 be carried forward to FY23 to help fund implementation of phase I of the conceptual plan. An additional
$35,000 is also requested to fund the remainder of the phase I implementation. NOTE: this request was received
after the manager’s recommended budget was submitted to the board.
For clerk’s use
AGENDA ITEM:
5
Consent
agenda
Regular
agenda
Closed
session
AGENDA ABSTRACT | 2 of 2
Housing Funding Options
The board has expressed interest in dedicating funding for housing needs. Several funding requests have been
submitted to the town for FY23. The board can elect to fund any of the requests that have been made at any level
or defer making a decision around specific requests, and instead determine a specific amount to dedicate to
housing. If the latter, staff can come back to the board with an update on which efforts our neighboring
jurisdictions have decided to move forward with and receive further direction from the town board on which
requests to fund and at what level.
Budget Timeline
Monday, May 23: Public Hearing / Budget Workshop
Tuesday, May 31: 2nd Budget Workshop (if needed)
Monday, June 13: Budget Adoption
Action requested:
Ask town staff budget related questions.
ISSUE OVERVIEW
Background information and issue summary:
N/A
Financial impacts:
As indicated in the FY23 budget workbook.
Staff recommendation and comments:
N/A
Report on FY 2022 Award and Request for FY2023 Funding
Hillsborough Exchange Club
Our focus has been to update the oldest community park in town. Support from the town has helped
tremendously with these efforts. We appreciate the opportunity to make this request for funding in FY
2023.
Funding requested for FY2022
Portable handicap accessible toilet $1800
Dumpster $605
3 Park grade heavyweight waste receptacles $2280
Park lighting $110
Park liability insurance $1350
Mulch for playground areas $1000
Tree trimming $400
Total $7545 $7500 Requested and awarded
FY2022 Expenses:
Portable handicap accessible toilet $1800
Dumpster $565
Park lighting $127
Park Liability Insurance $1441
Tree removal $2200
Park signage replacement $100
2 Heavy weight trash cans $1200
Total expenses $7433
Funding requested for FY2023
Portable handicap accessible toilet $1800*
Dumpster $565
Park lighting $127
Park Liability Insurance $1441
Tree trimming $500
2 Heavy weight trash cans $1200
Repair of old bathroom building $2000*
Total funding requested $7633
FY 2022 expenses detail: Routine expenses are requested for the portable toilet, dumpster (50%),
flood lighting in the park and liability insurance (50% ). A huge pine tree came down taking down the
power line which was an unexpected expense. The tree also destroyed our new park signage. We
purchased two heavy weight trash cans .These will hopefully eliminate the likelihood of debris spreading
in the park and the stream..
FY2023 requested funding: We request usual expenses for the park which include dumpster cost,
lighting, and insurance. We need 2 more heavy weight trash cans for the park. Tree trimming is an
annual need for the safety of park users.
The asterisks are to denote two interrelated projects. We are requesting money to clean and repair our
park bathroom facility that was destroyed by the double flooding event several years ago prior to the
culvert clean out. We truly appreciate the volunteers who cleaned out the stream bed this past winter
and we hope that prevents future flooding. It is difficult to determine what needs to be done in that
building although we know the infrastructure and roof is solid. We first must assess the need for new
sinks and, toilets. We likely need new doors due to vandalism, fresh coat of paint and and solar lighting.
If this can be achieved and is useable, we will eliminate the handicap portable toilet. If we can not make
the bathrooms useable again, we will still need funds designated for the portable toilets. Any surplus
funding will be used to replace mulch in the playground areas .
Submitted by: Blair Bradford, Past-President, Exchange Club of Hillsborough
Fiscal Year 2022-2023
Hillsborough Arts Council Funding Request
for the Town of Hillsborough
Organizational Background
The Hillsborough Arts Council (HAC) is a community-building nonprofit arts organization that has
been serving neighbors, artists, and visitors of Hillsborough, North Carolina for over 30 years. HAC is
committed to providing access to the arts for educational enrichment, community development, and
economic prosperity. Located in historic downtown Hillsborough, HAC’s headquarters known as the
Gallery & Gift Shop provides a creative environment for local artists to market and share their work.
In addition to operating the Gallery & Gift shop year-round, the Hillsborough Arts Council is
well-known for presenting signature events such as Hillsborough’s Last Fridays & the Art Walk, the
Solstice Lantern Walk, the Handmade Parade, and various art markets and concerts. HAC programs
are designed to enhance the lives of residents in the Triangle by offering accessible, meaningful, and
diverse connections with art for all demographics. With more than 40 volunteers donating thousands
of hours annually, the Hillsborough Arts Council is truly a community of artists, staff, board members,
and friends working to ensure the creative future of Hillsborough, North Carolina.
Funding Request
The Hillsborough Arts Council (HAC) respectfully requests a renewal of the funding partnership
arranged with the Town of Hillsborough for the past several fiscal years. In FY 2021-2022, the Town
of Hillsborough awarded HAC a community grant in the total amount of $14,520. This funding
enabled us to not only maintain our mission during continued COVID-19 challenges, but to expand
our highly sought after cultural programs and arts events that have become inextricably tied with the
charming identity of the town of Hillsborough.
For FY 2022-2023, we are proposing a funding partnership in the total amount of $16,000. This
amount takes into account the average 8.5% inflation rate that has impacted our local economy, as
well as the expanded services that HAC has offered our community through the hiring of professional
staff and the adoption of new arts administration best practices. As an independent 501(c)3
organization, we rely significantly on funding support from local agencies to keep up with the rising
costs of serving artists, residents, neighbors, and visitors of Hillsborough through our mission to build
community through the arts. While we have invested greatly in new fundraising practices to diversify
our revenue streams and become increasingly more sustainable in our operations, support from the
Town is paramount to ensure that Hillsborough Arts continues to be available for the quickly growing
numbers of residents and tourists we serve.
HAC has demonstrated a consistent ability to provide a return on investment with local funding
support, helping Hillsborough to be seen as a top cultural destination in central North Carolina.
Funding the arts ensures that residents of Hillsborough have access to shared experiences and arts
engagement that enhance their quality of life. Your support of Hillsborough Arts is an investment in
the programs and services that are a major driver of economic development, tourism, and culture.
Our Goals for FY 22-23
●Approve and implement an updated list of strategic annual goals in support of a revised 3 year
strategic plan. This process has been underway since January 2022 and will move forward for
Board approval by the end of FY 21-22.
●Diversify membership among HAC’s Board of Directors to improve representation and
inclusion of the many different individuals, communities, neighborhoods, and artists who make
up Hillsborough.
●Stabilize the management of HAC’s ongoing services by exploring opportunities to hire a
part-time Program/Volunteer Coordinator to support our two existing full-time employees who
are currently carrying the burden of all program & volunteer oversight.
●Strategically improve HAC’s public events through the consolidation of efforts where sharing
resources among programs is feasible and in the best interest of maximizing or capitalizing on
event visitation, financial support, and staff/volunteer time and energy.
●Ongoing adoption and updating of best practices in arts administration, including volunteer
recruitment, training, and engagement, as well as fundraising, marketing, and arts education.
●Explore opportunities for expanded physical footprint, which is already underway through
HAC’s lease of office space at C3 Hillsborough.
●Work with local organizations, schools, leaders, and community groups to help build an
inclusive and accessible outreach program to encourage participation, including populations of
Northern Orange County and others residing outside of the immediate downtown Hillsborough
area.
●Expand collaborations with other local non-profits, arts agencies, and cultural organizations,
such as Orange County Historical Museum, Alliance for Historic Hillsborough, Burwell School,
Eno Arts Mill/Orange County Arts Commission, and more, to streamline efforts and reduce
duplication of services where overlap may be most strategic.
●Implement our strategic marketing plan to raise overall awareness of HAC’s mission and
promote local and tourist participation in events and programs through a variety of channels
and opportunities. We’ve already had incredible success through our investment in a dedicated
full-time Marketing Director, and are extremely optimistic about the visibility we can garner for
Hillsborough through an investment in paid marketing growth.
●Continue adjusting our strategies for thoroughly tracking audience and demographic data for
internal analysis and use by HAC for planning, reporting, and fund development.
●Explore additional partnerships and funding sources, including the ongoing launch of our new
Sponsorship Program and individual giving Sustainer Program.
The Impact of Your Funding – FY 2021-2022 Progress Report
The following is a summary of the impact your funding has made this current fiscal year and what the
Hillsborough Arts Council was able to accomplish with support from the Town of Hillsborough. Without
a doubt, the creation of multiple paid staff has greatly enhanced our capacity to provide high-quality
programming. It has also allowed our Board of Directors the ability to shift their focus to governance,
development, and strategic planning. The additional capacity has allowed HAC time to apply for more
grants, revamp our fundraising committee, meet with others to creatively collaborate on programs,
and successfully expand our outreach within our community.
Here are brief highlights, followed by a more complete description of our progress over the last year,
thanks to you, our Board of Directors, and the enthusiasm of our staff and volunteers:
●Hired a full time Executive Director
●Hired a full time Marketing Director
●Hired a part time Gallery & Gift Shop Manager
●Continued employment for our part time bookkeeper
●Completed a strategic review of the organization as a whole, taking into consideration the
impacts of COVID on our social, economic, and cultural landscape
●Began developing an updated strategic plan for HAC (estimated completion: June 2022).
●Re-organized board committees, roles, and responsibilities to improve governance of the
organization in relation to our expanded team of staff
●Revamped all marketing efforts, growing 20% in social media following compared to this time
last year, and gaining over 10,000 website views this year
●Decentralized the Last Friday program to drive increased tourism and economic support for
local businesses, especially during COVID restrictions, and to enhance the arts offerings
around downtown and the west end of Hillsborough to provide more diverse and varied options
for visitors to safely gather and enjoy
●Successfully brought back the Solstice Lantern Walk for an in-person event in Hillsborough’s
River Walk, while investing in the first stages of expansion for this program including after-walk
celebrations and partnerships with local businesses and the Home for the Holidays
Gingerbread Competition
●Introduced the first-ever, back-to-back, multi-event festival in HAC history with the “Weekend of
Art in Hillsborough”, including the return of the Handmade Parade after a four-year hiatus due
to COVID, the launch of the new Handmade Market, and the coinciding of April’s Last Fridays
Art Walk to kick-off the celebrations
●Contracted and produced high-quality photography and videography that was used by
countless local media outlets as well as the Town of Hillsborough and Orange County to
promote the quality of life and cultural offerings in Hillsborough
●Expanded the Gallery and Gift Shop to be open 6 days per week, now with extended evening
hours every Friday & Saturday, resulting in over $60,000 put directly back into the pockets of
55+ local artists.
●Improved and activated new collaborative efforts to enhance arts education offerings in
Hillsborough, including the continued operation of our local schools oriented ArtCycle program,
as well as special workshops and art making activities both in downtown Hillsborough and on
the west end through partnership with groups at the Eno Arts Mill.
Without Your Support
If HAC fails to renew funding partnership with the Town of Hillsborough, then we will struggle to keep
up with our growth and investment in existing cultural programs, as well as the maintenance of our
talented staff while we work to create a sustainable future for our organization with improved
operational stability.
In addition to the impact on ongoing arts activities, failure to secure funding will limit new or planned
efforts to:
●Secure major individual fundraising and corporate sponsorship commitments
●Revise & implement an updated strategic plan for organizational development
●Increase net operating income from revenue generating programs and retail sales
●Develop ongoing data collection systems and procedures to report on program impact
●Cultivate and foster key relationships with other community leaders and groups
●Improve community outreach and increase diversity of communities we collaborate with
●Expand professional development opportunities for staff and board
●Implement strategic marketing plans to attract more volunteers, visitors, donors, grants, and
major sponsors to HAC, as well as visitors, workers, residents, and families to Hillsborough
●Implement new income-earning programs, such as the integration of workshops and
art-making activities as part of or in lead up to HAC’s major public events
Program Activities
The work of our staff and volunteers supported by this grant enables year-round arts programming, all
of which promotes tourism and benefits Hillsborough’s economic and cultural climate:
1.HAC Gallery and Gift Shop (G&GS)operates year-round.Now open from 12-4pm
(Tuesday-Sunday), with extended hours every Friday & Saturday 11am-7pm, and during Last
Fridays events until 9pm. Showcasing work by over 55+ local artists, hosting pop-up events,
and creating a shared space for art exhibitions that reflect the diversity and talent of our
creative community. Serving nearly 10,000 visitors and generating over $60,000 in income for
local artists annually.
2.Last Fridays & the Artwalk (LFAW)occurring March-November with full programming, and
the art walk continuing in January and February. Bringing both locals and visitors to
downtown, River Park, and West End Hillsborough to enjoy artist receptions,
workshops/demonstrations, dancewaves, makers markets, community showcases, live music,
poetry/spoken word, and opportunities to actively participate in Hillsborough’s shared culture
and diverse traditions. Between 1,000 and 3,000 people attend each event and 75% are
tourists coming from surrounding counties/towns and other states. Local restaurants and bars
report an average 20% increase in sales during LFAW compared to other Fridays of the
month, some reaching sales increases as high as 80%.
3.Solstice Lantern Walk: Each December, we host a non-denominational,multicultural
community event celebrating the hope and promise of light in darkness. On solstice night,
thousands gather at the Farmer's Market Pavilion carrying handmade lanterns, often crafted
from one of the popular lantern kits assembled by HAC volunteers & staff (sold out of over
300 kits prepared for 2021). Participants join in a lantern procession along the Riverwalk,
admiring their creations and gently ushering in the winter season. In 2021, we expanded this
event to include after-walk celebrations and local business collaborations. Over 4,000 people
registered to attend, with nearly 1,200 in attendance day-of despite difficult weather
conditions. We aim to steadily expand this program over the next several years to grow
towards a winter market model by adding pre-event lantern making workshops, artisan &
crafts vendors, live music, and hot beverage/food vendors.
4.Weekend of Art in Hillsborough:featuring the iconic grass-roots style Handmade Parade as
a celebration of our community's diversity, resilience, and creative folklife. It began as a
passion project of one artist volunteer, and has evolved into a beloved part of our culture here
in Hillsborough. This year, we expanded the Parade to include the new Handmade Market
with 45+ local artists, buskers, concessions, and pre-/post- parade festivities. Packaging
these events with the April occurence of Last Fridays created an enticing and highly
marketable “Weekend of Art in Hillsborough” experience. Prior to the pandemic, HAC’s
Handmade Parade and spring art market (“Art in the Heart”) were separate events. The Art in
the Heart market was a highly selective, juried show and exhibition. As part of our post
pandemic consolidation, we combined the two events and streamlined the jurying process for
the market, making it more accessible & impactful for artists. We also engaged community
members by inviting them to several unique workshop opportunities to build their handmade
creations for the parade, and provided inspirational content and “how to” videos on social
media and our website. Currently the bi-annual parade occurs only on even-numbered years,
but we hope to explore opportunities to hold this event annually, making it more feasible to
keep artists, volunteers, and participants actively engaged between events. Over 3,000
people attended the Handmade Parade and Market on April 30, 2022.
5.ArtCycle is a year-round program most active when school is in session that encourages
citizens to contribute new and used supplies to students in local school art classes as well as
for HAC’s art-making programs. We are actively expanding this program to improve
leadership, sustainability, and ownership among partnering schools so that the legacy and
efforts can be carried on for years to come.
6.Hillsborough Poet Laureate/Youth Poet Laureate: this program continues to be evaluated
as the response from the community is not consistent with previous years. As we look for
ways to carry on the initial goals of this program, we have integrated poetry and spoken word
into other HAC public events and have plans to activate writing workshops when staff capacity
allows.
7.Community/Public Art projects:evaluated throughout the year. Most recently, the River
Park Arch, which leveraged and repurposed the wood from the fallen Oak on Calvin Street,
was installed in March 2022 after nearly four years of conversations and collaborations with
the Town of Hillsborough, Orange County Arts Commission, and other partners. HAC serves
in a supportive capacity, rather than a primary leadership role for these projects.
Data Collection
HAC is committed to closely tracking the impact of programming through our Gallery & Gift Shop
(G&GS) in downtown Hillsborough, as well as soliciting feedback and data from partnering venues
and businesses, and requesting demographic and geographic information through event registration
processes. On average, HAC is consistently seeing a geographic distribution of serving 75%
tourists/visitors from outside Hillsborough and 25% residents and locals through its large-scale
programs.
The following information speaks to the importance of HAC’s economic impact on the community and
the success of our public events:
●On average, retail sales at the G&GS during LFAW experience a 277% increase compared to
average daily sales not occurring during LFAW.
●On average, visitation to the G&GS during LFAW experiences a 469% increase compared to
average daily visitation not occurring during LFAW.
●Local restaurants & bars reported at least 20% average increase in sales during LFAW
compared to normal Fridays, often peaking at higher increases. Some restaurants have had to
expand outdoor dining and reservation times to accommodate the spike in demand they
experience during LFAW.
●Local galleries and art walk venues reported up to 80% average increase in visitation during
LFAW compared to normal Fridays. Some venues had even higher increase rates (over 100%)
due to their limited normal operating hours and the impact of LFAW on their visibility.
Additional demographic and geographic data can be provided upon request, as we continue to
improve our collection and analysis of data.
Marketing Efforts
We employ the following marketing and publicity efforts to engage intended audiences:
●HAC website - 10,000+ views/year
●HAC social media (unpaid/organic) - 40,000+ average reach/year
●HAC monthly newsletter - 5,300+ distribution list with 45% open rate
●HAC quarterly donor newsletter - 100+ highly engaged distribution list
●On-site marketing at events and at the G&GS - 30,000-40,0000+ visitors/year
●Printed signage and flyers
●Press packages with high-quality photography and announcements to extensive list of media
outlets, sent at least quarterly
●Postings to 20+ community calendar to ensure inclusion & awareness of tourism-driving events
●Collaborative cross-promotions with local businesses and community groups
●Radio and/or TV advertising as budget allows
●Print advertising or features in print publications as budget allows
●Paid social media advertising as budget allows
●Ongoing conversations and meetings with key collaborators
Collaborations and Partnerships
All of our events are coordinated with external organizations, artists, and individuals. The following
lists the groups with whom our primary collaborative efforts are focused:
●Alliance for Historic Hillsborough
o Visitor’s Center
o Burwell School
o Orange County Historical Museum
●Hillsborough/Orange County Chamber of Commerce & Downtown Merchants Groups
●Orange County Schools
o ArtCycle
o International Baccalaureate Student Artist Exhibitions
o Cedar Ridge High School WoodShop
o Student Volunteers
o Local Bands/Theater Departments
●Town of Hillsborough
o Tourism Board & Tourism Development Authority
o Calvin St. Tree
o River Park Arch Project
o Hometown Holidays & other town-wide seasonal collaborations
●Art Therapy Institute of North Carolina
●Orange County Arts Commission / Eno Arts Mill
●Music Makers Relief Foundation
●C3 Hillsborough
●Last Fridays & the Art Walk Venues
o A Little Something
o Angel Oak Home Loans
o C3 Hillsborough
o Cackalacky Clay at Art Studio Menache
o Coldwell Banker HPW
o Eagle Lodge / Burwell School / Rotary
o Hillsborough Artists Cooperative & Skylight Gallery
o Hillsborough Arts Council G&GS
o Hillsborough Gallery of Arts
o Historic Hillsborough/Hillsborough Visitors Center
o Margaret Lane Gallery
o Orange Co Historical Museum
o Paynter Law Firm, PLLC
o Preservation Fund of Hillsborough (coming soon)
o The Colonial Inn
o Thomas Stevens Gallery
o Yonder: Southern Cocktails & Brew
●The Living Arts Collective
●Paperhand Puppet Intervention
●123 Puppetry
●Batala Durham
●Bulltown Strutters
●Monarch Movement Company
●Writer's Block Publishing: Spoken Word poetry and workshops
●Occaneechi Band of the Saponi Nation, including elders Chief Blackfeather and Vicky Jeffries
●Digital Butler & Green Rabbit Photography
●Dorothy Johnson Community Center in Fairview
●St. Matthews Episcopal Church
●Orange County Public Library
●Various other local businesses, venues, bars, and restaurants
The return on investment for the Town of Hillsborough in support of Hillsborough Arts should be
recognized not only as an opportunity to bring arts to the forefront of the daily lives of residents, but
as a major driver of economic development and tourism, and a facilitator of the substantial culture
that Hillsborough has to offer. With your support, we can maintain the operations, staff, and
community programming that makes this possible.
Thank you for your consideration and we look forward to hearing from you about the opportunities for
partnership in FY 2022-2023 to continue building our community through the arts.
Respectfully submitted May 16, 2022 by:
Mollie Thomas
Executive Director
director@hillsboroughartscouncil.org
Hillsborough Arts Council
102 N. Churton Street
Hillsborough, NC 27278
919-643-2500
www.hillsboroughartscouncil.org
58
DRAFT Appendix G: Community Center Improvements Proposed Budget
Vitalize
Dorothy N. Johnson Community Center
Strategic Plan
2022-2027
Dorothy N.
Johnson
Community Center
The Community
Practice Lab
2
DRAFT
Acknowledgments
Plan Prepared By:
Dr. Ryan Lavalley
Sayoko Kawabata
Bailey Holman
Leigh Anne Jackson
Lynsey Meissner
Jessenia Robles
In partnership with:
Kevin Giff (Habitat for Humanity of Orange County, NC)
Samara A. Perez Labra
Informed by feedback and leadership from:
Fairview Community Watch
3
DRAFT Table of Contents
Acknowledgments ............................................................................................... 2
Executive Summary ............................................................................................ 4
Purpose ..................................................................................................................................... 4
The Plan ..................................................................................................................................... 4
Plan Sponsors ..................................................................................................... 5
The Fairview Community Watch (FCW) .................................................................................. 5
Habitat for Humanity of Orange County, NC .......................................................................... 5
The Community Practice Lab (CPL) ........................................................................................ 5
Background .......................................................................................................... 5
What do we know about Community Centers? ................................................ 8
Social Justice and Community Spaces .................................................................................. 8
The Importance of Everyday Hangouts .................................................................................. 8
What Activities Happen ............................................................................................................ 9
What We Would Still Like to Know ........................................................................................ 11
Strengths and Assets ........................................................................................ 12
Core Organization: Fairview Community Watch ................................................................. 12
Primary Partnerships: ............................................................................................................ 12
Secondary Partnerships: ....................................................................................................... 14
Potential Partnerships: .......................................................................................................... 15
Leveraging Strengths ............................................................................................................. 16
Complexities and Needs ................................................................................... 17
Project Plan ........................................................................................................ 18
Overview .................................................................................................................................. 18
Phase 1: Gathering Information and Planning (2021-2022) ................................................ 19
Phase 2: Initiation of Center Operations (2022-2023) .......................................................... 22
Phase 3: Establishing Priority Programming (2023-2027) .................................................. 24
Phase 4: Growing Capacity (2025-2027) ............................................................................... 29
Budget ..................................................................................................................................... 32
Program Evaluation ................................................................................................................ 33
Conclusion ......................................................................................................... 35
References ......................................................................................................... 36
Appendix A: Other Community Center Information ....................................... 39
RENA Community Center ...................................................................................................... 39
Chapel Hill Community Centers/Hargraves Community Center ........................................ 41
Cedar Grove Community Center ........................................................................................... 42
Appendix B: Example Policies and Procedures ............................................. 44
Appendix C: Example Liability Waiver ............................................................ 46
Appendix D: Sample Survey ............................................................................. 48
Appendix E: Example Reservation Jot Form .................................................. 51
Appendix F: Funding Resources ..................................................................... 52
Appendix G: Community Center Improvements Proposed Budget ............. 58
Appendix H: Community Center Schematic Plan ........................................... 59
Appendix I: Universal design recommendations for renovation .................. 60
4
DRAFT Executive Summary
Purpose
This proposal presents a plan for the initial growth of the Dorothy N. Johnson
Community Center over the next 2-5 years. This plan was created through an
assessment of the strengths of the Fairview community and needs identified by the
Fairview Community Watch (FCW), a review of literature relevant to this topic, a
consideration of potential community partners, and conversations with other local
community centers. Our intent is to provide concrete recommendations that may be
trialed by the FCW or may serve as a starting point for discussion.
The Plan
The following implementation plan consists of four phases, designed to incrementally
develop successful operation and thriving use of the community center to address
identified needs related to:
• Funding
• Staffing
• Center Operations
• Building Renovations
• Community Outreach
Phase 1 (2021-2022) gathers information from community members, initiates a center
assistant role, develops the oral history project, and moves building renovations
forward.
Phase 2 (2022 – 2023) targets the operations of the community center more
substantially. The center has a part-time coordinator, regular operating hours, policies,
and procedures, community communication systems, and the initiation of major
renovations.
Phase 3 (2024-2025) imagines the Dorothy N. Johnson Center as a space where
shared community activity is growing! Programming flourishes and meets the needs
and wants identified by the FCW as well as information gathered from other local
community centers. Five priority programs, including hang out space, ESL courses,
youth cooking program, Planning for Your Home Workshop, and Partner Coordination
are implemented.
Phase 4 (2025-2027) sees the center grow its capacity and sustainability as it moves
beyond 3-4 years. Community partnerships, expanded programming, and connectivity
within and beyond the Fairview community are enhanced.
Potential funding sources have been identified but will likely require grant applications
and potential revenue sources such as community fundraising, donations, and
partnerships. A multi-point program evaluation ensures ongoing effectiveness and
community satisfaction with programs and resources offered by the Center. With this
approach, the Dorothy N. Johnson Community Center will be poised to become a "vital
space" of shared community activity for Fairview residents.
5
DRAFT Plan Sponsors
This proposal was prepared by students of UNC-Chapel Hill’s Masters of Occupational
Therapy Program under the supervision of the Community Practice Lab in partnership
with the Fairview Community Watch and Habitat for Humanity of Orange County.
The Fairview Community Watch (FCW) was formed in the early 1990s to
advocate for a safer, healthier, fairer, and more enjoyable Fairview. FCW is comprised
of an active group of resident leaders and have been involved in many community-
building efforts in the neighborhood. The organization leads neighborhood safety
initiatives, supports a community garden, and sponsors many programs and internships
for local youth. The FCW hosts several community events such as an annual holiday
party and biannual “Fairview Live.” They have also advocated for the restoration and
development of the Fairview Park and the establishment of a police substation and
community space, which was opened in 2002.
Habitat for Humanity of Orange County, NC addresses the need for safe and
affordable housing through new home construction and home preservation. Since 1984,
Habitat has built over 300 affordable homes and repaired over 200 homes for low-
income households in Orange County. Habitat is dedicated to strengthening the
communities it serves by building relationships and supporting neighborhood
revitalization initiatives. Habitat’s work emphasizes partnering with neighborhood
residents and stakeholders to help achieve the goals of the community. Since 2006,
Habitat has worked closely with the Fairview community to support revitalization goals
of the neighborhood. To date, this work has included building over 50 homes and
repairing nearly 40 homes in the neighborhood. Additionally, Habitat has worked closely
with residents to support the Fairview community garden, lead neighborhood clean ups,
and aid in advocacy efforts.
The Community Practice Lab (CPL) is a new initiative based in the Division of
Occupational Science and Occupational Therapy in the Department of Allied Health
Sciences at the University of North Carolina at Chapel Hill. The CPL offers opportunities
for community members, practitioners, and organizations to partner with community-
oriented health practitioners, namely occupational therapists, to develop, implement,
and evaluate initiatives, programming that is rooted in everyday living, systemic justice,
and abundance-based approaches.
Background
Fairview is a low-income neighborhood in Hillsborough, NC consisting of about
400 households and 900 individuals. It is a predominantly African-American
neighborhood with a growing population of Latine residents. The community faces
several quality-of-life challenges. In 2002, the University of North Carolina at Chapel
Hill's (UNC-CH) School of Public Health completed an Action-Oriented Community
Diagnosis of the neighborhood. The community diagnosis found that residents
expressed concerns about drugs, crime, access to recreation, opportunities for youth,
6
DRAFT transportation, neglected properties, access to healthy food, loose dogs, and litter
(Gertz et. al., 2002). Despite the many challenges experienced by community members,
Fairview remains a strong community with significant assets. Fairview has a rich history
of strong community ties and collective action, including an active group of resident
leaders that comprise the Fairview Community Watch.
Initial plans for developing a Town-owned building to address community
concerns in Fairview started in the late 1990’s. (Town of Hillsborough, 1997) In 1999, a
proposal for a Fairview community policing and community center was proposed and
construction of the building was completed in 2002. Publicly available information on
plans for the building found in Town of Hillsborough Commissioner meeting minutes
indicate that the original purpose of the building was to utilize the space as a police
substation and community space. Town of Hillsborough, Orange County and Fairview
community representatives (including Dorothy Johnson) initially requested the building
be used for the following purposes:
1) Substation site for law enforcement officers to provide easy access for police
officers, sheriff’s deputies, and others during emergencies,
2) Office site for social services and mental health resources offered by Orange
County,
3) Location for organized activities offered by Orange County Parks and Recreation,
4) Use by local nonprofits and Fairview residents for meetings and events,
5) Use by local community college to offer GED and vocational classes, and
6) Use of the site as a recycling center drop-off point by Department of Sanitation.
(Town of Hillsborough, 1997).
Overtime, discussions for use of the building primarily focused on the police use
of the building (Town of Hillsborough, 2007a, 2007b, 2013, 2015). Furthermore, without
sufficient support from Orange County, many of the plans for supportive services in the
building never materialized. During the early- and mid-2000’s, conversations at Town of
Hillsborough Board meetings around use of the building focused primarily on crime
response and policing needs and although the building was utilized by Fairview
Community Watch and other community residents as a meeting space and for
community events during this time, there was a growing feeling among neighbors that
the initial goals of the community for the building were never realized.
Commissioner Kathleen Ferguson raised these concerns at a Town Board
meeting in 2016, stating that “there was a promise that the substation in Fairview was
supposed to be a community center. I want to make sure that we do not lose that aspect
of that building because the residents feel that it’s getting smaller.” (Town of
Hillsborough, 2016). At this meeting, Commissioner Ferguson specifically states the
desire among residents to have improved kitchen facilities for cooking classes. These
resident concerns were raised by Commissioner Ferguson and community members at
subsequent Town Board meetings in June 2018, February 2019, and November 2019
(Town of Hillsborough, 2018, 2019a, 2019b).
Over the past two decades, the Hillsborough Police Department has utilized the
building for police use with accommodating community access to the building upon
request. In early 2019, the Hillsborough Police Department requested expanded use of
the building for training and additional office space for police use, expressing the
building would still have community access. (Town of Hillsborough, 2019a). In
November 2020, the police department re-purposed a portion of the Fairview building as
7
DRAFT a fitness area (Town of Hillsborough,2020).
In the Fall of 2020, Habitat for Humanity hosted a series of community visioning
meetings with dedicated members of the Fairview Community Watch. Over the previous
two years, Habitat worked with the Fairview community to utilize funding from a $40,000
neighborhood revitalization grant. Funding for this grant went towards building capacity
of the Fairview Community Watch, making improvements to the community garden, and
a completing home repairs in the neighborhood. Funding from this grant ended in
summer of 2020 and members of the Fairview Community Watch were interested in
continuing this partnership. Habitat staff identified a larger foundational grant and both
Habitat and the FCW worked together to submit an application. Through this process, it
became evident that repurposing the Rainey Avenue building as a community center
was a core priority of the Fairview community. In early 2021, Habitat and the FCW were
notified that the grant application was not approved.
Despite not receiving grant funding, the FCW was determined to make the goals
of revisioning the building as a community center a reality. Throughout the winter and
early spring of 2021 (in the midst of the Covid-19 pandemic), FCW members continued
to meet and develop a proposal to the Town of Hillsborough for a community center in
the neighborhood. The Fairview Community Watch presented their findings to the Town
Board in April 2021. At this meeting, the Board of Commissioners voted
"enthusiastically" yes to convert the Rainey Avenue space into a dedicated community
center (Town of Hillsborough, 2021a).
Over the summer of 2021, Town staff worked closely with the FCW to develop a
lease agreement and begin taking responsibility over the building. In August 2021, the
Town Board voted to officially rename the building the “Dorothy N. Johnson Community
Center” to honor the integral role Ms. Johnson had in advocating for the Fairview
community. (Town of Hillsborough, 2021c). This agreement included providing key
access to FCW leadership.
Despite FCW advocacy regarding the types of programs they would like to occur
in the community center, additional capacity is needed to expand programming, address
the logistics of running a community center, and ensure sustainability. According to the
presentation by the FCW to the Town of Hillsborough in 2021, the expected impact of
the Dorothy N. Johnson Community Center is to offer opportunities for hundreds of
individual residents to engage (Town of Hillsborough, 2021b).
8
DRAFT What do we know about Community Centers?
Below we highlight potential considerations for community center development in
relation to the health and well-being of Fairview in three key areas:
1) the role of community spaces for low-income neighborhoods and racially
minoritized populations
2) the importance of everyday activities in community with others
3) the impact of similar programs/activities at similar community centers.
Social Justice and Community Spaces
Considering the Dorothy N. Johnson Community Center to be a “vital place,” a
term coined by Walton (2014), encourages policymakers to conceptualize it as a health-
relevant community asset. “Vital places'' are defined as close-by destinations frequently
used by neighborhood residents and are relevant to health through social and
behavioral mechanisms (Walton, 2014). Improving vital places, like the Dorothy N.
Johnson Community Center, support residents of multiethnic and low-income
neighborhoods when enacting health-related physical and social behaviors such as
exercising, eating healthy foods, and building social relationships among residents
(Walton, 2014).
Vital places are important because a neighborhood’s structural environment
influences health behaviors and available social support for residents (Berke et al.,
2007; Carpiano, 2007). For majority lower-income communities such as Fairview,
residents have a higher risk for poor health partly because of neighborhood structural
disadvantage (Walton, 2014). For example, Day (2006) examined the increased risk of
obesity and other health conditions in low-income Black and Latine communities,
arguing that urban planning can impact social justice and health in these neighborhoods
through supporting active living opportunities. Additionally, residents that live in rural-low
density areas experience worse health due to increased response times by emergency
services (Trowbridge et al., 2009) and difficulty accessing treatment and regular doctor
checks due to distance (Graves, 2008). Further, primary- and specialty-care physicians
are not often positioned in lower socioeconomic neighborhoods (White and Lo, 2021).
Health inequities related to environmental and social characteristics of a neighborhood
can also affect mental health and lead to less physical activity and decreased social
relationships (Gelormino, 2015).
The Importance of Everyday Hangouts
The vitalization of the Dorothy N. Johnson Community Center is an important
step in helping residents become more engaged in everyday activities that bring
meaning and purpose to their lives. The transformation of the center into a “vital space”
(Walton, 2014) will be enabled through intentional design of programming, space, and
staff at the Dorothy N. Johnson Community Center. More opportunity to participate in
regular community activities by the Fairview community members will promote health
and well-being of residents (Hammel & Iwama, 2012). While individual health is vital,
increasing opportunity to engage in communal activities in the Fairview community
presents the opportunity to improve the health of the collective community by fostering a
sense of belonging through doing together (Duncan, 2004; Lavalley, 2022). Hamell
9
DRAFT (2014) noted that, “engaging in a collective occupation and working as a team may be
experienced as ‘enacting wholeness’ wherein individuals feel they are as one and not
separate from others” (p.43).
In speaking with members of the FCW, many have noted ways in which Fairview
has changed over the last decade and a desire to connect with new neighbors in order
to preserve Fairview’s sense of community has emerged. As Fairview navigates its
identity as a historically Black community with a growing international community,
belonging is vital in preserving a sense of community in Fairview. While research in
occupational science on designing and implementing programs for community centers
in under-resourced communities is scarce, there is a burgeoning string of research on
the effects of communal occupation and community centers/programs. Lavalley (2022)
found that engagement in collective activities fostered greater inclusion of new Latine
community members at an established community center for older adults. When
considering minoritized populations in Fairview, shared "doing" and spaces are
important to community building and policy development (Huot & Vernois, 2017;
Lavalley & Bailliard, 2021). For example, Huot and Vernois (2017) found community
spaces and centers supported belonging, social interaction, education, and other forms
of support for French-speaking immigrants and refugees in Canada.
When developing strategies to support everyday doing, occupational
practitioners provide a unique lens for assessing the strengths and needs of
communities through a task-oriented approach (Leclaire, 2010). Occupational therapists
are well-positioned to consider ways in which physical space and activity components
can promote “doing together” through programs that support both physical and mental
health in the community (WFOT, 2022).
What Activities Happen
The FCW are actively discussing several ideas for future programming at the
community center, including exercise, cooking/nutrition, and youth engagement.
Literature supports the positive impact that active living strategies such as these
programs can have on community members (Day, 2006: Bergeron & Lévesque, 2014).
While current active living strategies focus on the individual, it is vital to consider groups
and multi-generational families as the target audience (Day, 2006). As an example,
Latine seniors have reported a preference for physical activity in a group environment
that includes other Latines, with exercise instructions in their own language (Melillo et
al., 2021).
The Dorothy N. Johnson Community Center is situated to meet the need for
group-based active living opportunities in Fairview if considerations around access and
barriers for all community members are met. In creating our program plan, literature
about specific programs for communities with similar needs and interests to Fairview
informed our recommendations. For example, Keyani and colleagues (2005) examined
the impact of group dance activities for elders in a community center, not just as an
opportunity for sustainable physical exercise but as a catalyst for social exchange. This
program aligns with the FCW’s desire to promote physical wellness and support older
adults. In this program, participants danced along to a dance scene from a movie that
was projected on a large screen using an interface called DanceAlong. Positive
feedback was given by participants and the authors found that the use of this
technology promoted social interaction between elders beyond closed social circles
10
DRAFT (Keyani et al., 2005). Use of technology such as DanceAlong is just one example of
many creative possibilities for exercise-based programming that may address barriers
to participation, such as language, instructor staffing, resistance to traditional aerobics-
based exercise, or lack of male dance partners. Keyani et. al (2005) found that positive
reactions from DanceAlong participants were most closely associated with cultural
songs that held personal meaning, demonstrating how a creative approach to exercise
programming can provide opportunities to support meaning for participants of varying
cultural backgrounds.
The FCW is currently invested in modification of the Dorothy N. Johnson
Community Center kitchen space, which will allow for cooking-based activities. This
provides an opportunity for youth-focused cooking programs, supporting their additional
goal of youth engagement. The Cook It Up! Program is one example of a template for
promoting life skills and food literacy in young people. The 18-month program targeted
youth from racially minoritized groups and low socioeconomic status. It featured
instruction from local chefs and a registered dietician, as well as field trips to local farms
and other food-related spaces (Thomas & Irwin, 2011).
The steering committee for the Cook It Up! Program had a strong connection to a
nearby university and partnered with local chefs, farmers, educators, and social service
agencies to structure the program. Volunteers with experience working with these youth
were recruited to assist in its facilitation, and youth participants were reached through
local media resources, social media, and word of mouth. Cooking skills programs for
youth provide numerous benefits, including development of necessary life, social, and
economic management skills, as well as education around healthy eating (Thomas &
Irwin, 2011). An engaging cooking skills program can also build self-efficacy and
provide opportunity for social connectedness, while potentially improving social
determinants of health. (Thomas & Irwin, 2011) The Dorothy N. Johnson Community
Center has an established foundation of community activity through shared meals and
the FCW has partnered with the University of North Carolina-Chapel Hill in food-related
programs such as the UNC Food, Fitness and Opportunity Research Collaborative
(FFORC). Additionally, the community center has access to a natural partnership with
the Fairview Community Garden in pursuit of a youth cooking program.
When designing these programs, literature supports the value of capturing the
opinions of Fairview residents through community surveys and oral histories. Tubbs
(2012) used a responsive design approach to assess the impact of transaction to tailor
to the needs of a community. A Community Space Survey was used as a quick
approach that allowed for entire community participation to provide input in a resource
that can be used by everyone (Tubbs, 2012). The collection of oral histories, which is
currently occurring in Fairview through UNC-CH’s CPL and FFORC, can provide
information to inform programming while also serving as a shared community building
activity.
Fox and LeDantec (2014), worked with a Community Historian project to facilitate
community engagement through a shared notion of community identity. Through this
approach, residents were positioned as community historians to document their
community as they saw it. Participants were given the opportunity to share their images
and stories during community events and through an interactive map. This example of
community storytelling through agency and empowerment can be suggested to collect
and display oral histories at the Dorothy N. Johnson Community Center. In addition,
11
DRAFT collection of the oral histories could be displayed through Story Maps. According to Hart
and Homsy (2020), story maps can foster story telling of a community’s history through
data such as text and photos. Benefits of these projects include a community-centered
lens, empowerment of community historians, and organization through user friendly
technology. Drawbacks to completing a similar approach would include timing to plan,
collect, and transcribe data as well as money to fund the project.
What We Would Still Like to Know
In reviewing the literature, significant gaps were identified regarding the day-to-day
operations of a community center and the logistics of implementing recommended
programming. We chose to address these limitations by looking at the programming and
operations of several local community centers included below in Appendix A and
throughout our recommendations.
12
DRAFT Strengths and Assets
Through discussions with partners, attending Fairview Community Watch meetings, and
listening to oral histories from community members, we have highlighted the strengths
and assets that are already within the community that can act as a foundation for
moving the community center’s mission forward. Below we group the resources and
community stakeholders into three categories: Primary, Secondary, and Potential
partners for moving the goals of this plan forward.
Core Organization: Fairview Community Watch
The Fairview Community Watch (FCW), this project core partner, is the direct result of
the community members’ efforts and interest in caring for their neighborhood. It,
therefore, acts as the clear foundation for and driver of the work proposed in this plan.
The FCW is a well-established, organized, and driven force of change in the Fairview
Community. Some of its members are long-term residents of the neighborhood, such as
Fannie Mills (moved to Fairview in 1966), which roots the organization in Fairview’s rich
history and strong community ties. The FCW has been responsible for numerous
community projects and events, such as “Fairview Live” and the establishment of the
local police substation/community center. FCW hosts monthly meetings to promote
involvement from neighbors, operates a community newsletter titled “Eye on the View,”
and has proposed programming for the community center led by those who have
expressed interest. Members of the FCW strive for more changes but take pride in their
accomplishments, FCW president Faylor Riley says that they have been told by the
police that their community watch is going “far beyond all others in Orange County”
(Mills & Riley, 2022).
Strengths:
• Involvement from passionate community members
• Community-led
• Established roles and leadership
• Support from the Town of Hillsborough, local police, and partners
• In-person and virtual meetings
Primary Partnerships:
The Fairview community has established long-standing programs with local
partners that are neighborhood-led and promote community cohesion. We consider
these to be primary partnerships.
Fairview Community Garden
Since 2009, the Fairview Community Garden has created a space where
members of Fairview can grow fresh fruits and vegetables while strengthening
community ties. The garden hosts regular work days and community events. Each
summer, the garden hosts the Green Thumb Club, where children learn about
gardening and receive free lunch. The garden was recently recognized as a NC
Superior Summer Food Program Site for these efforts. The Fairview Community Garden
also works in collaboration with the NC Cooperative Extension, the Orange County
Health Department, and UNC FFORC. These programs, partnerships, and events can
13
DRAFT be continued and/or expanded upon as part of future programming for the center.
Strengths:
• Longevity, constant community program since 2009
• Regular garden workdays for community residents
• Organization promotes health, wellness, and food security in the community
while supporting the idea of “doing together” to foster community health and
cohesion
• Promotes youth involvement through summer student internship and Green
Thumb Club
Town of Hillsborough:
The Fairview community was annexed into the Town of Hillsborough in 1988. Since its
creation, the FCW has worked closely with the Town. Town staff, various departments,
and the Town Board of Commissioners have long supported FCW efforts. The Town
(with support from Orange County) initially funded, constructed, and continues to
operate and maintain the Rainey Avenue building. Town funding and support has also
been provided for FCW efforts, such as “Fairview Live” and most recently with Covid-19
pandemic relief.
Strengths:
• Owner of Rainey Avenue building, which the Town currently leases the
community center to the FCW at no cost.
• Long-standing relationships between Town officials and FCW membership.
• Role in supporting events and offering community activities, such as a proposed
bike safety event and basketball camp for children
• Funding and resources
Habitat for Humanity
Habitat for Humanity has a long-standing partnership with the Fairview
community. Over the past two decades, the non-profit has built about 50 homes and
repaired 40 homes in the neighborhood. In 2018, Habitat obtained a $40,000
neighborhood revitalization grant that went towards building the capacity of the Fairview
Community Watch, making improvements to the community garden, and repairing
homes in the neighborhood. In the Fall of 2020, Habitat worked together with the FCW
to apply for a larger foundational grant to further support resident goals, including
renovations to the Rainey Avenue building. While this grant application was not
approved, Habitat continued to meet with the FCW towards the goals of revisioning the
building as a community center.
Strengths:
• Staff’s long-standing, positive relationship with community members
• Knowledge of community history
• Access to grant funding/awareness of future grants
• Construction expertise and experience
14
DRAFT Secondary Partnerships:
The Fairview community has strong relationships and partnerships with many
non-profit and public organizations that are contributing or plan to contribute to
community center initiatives. We consider these to be secondary partnerships.
UNC-Chapel Hill
Because of its proximity to Chapel Hill, the Fairview Community Watch and Fairview
community have an established history of partnership with various University programs
and initiatives. This history includes:
• Students from UNC’s School of Public Health participated in an Action-Oriented
Community Diagnosis in 2002.
Established partnership with UNC FFORC to expand active living opportunities.
• Current partnership with UNC CPL (and UNC FFORC) to capture the
perspectives of members living in the community through oral histories.
• Partnership with UNC Habitat for Humanity students for tutoring services offered
to Fairview youth.
• The Southern Oral History Program (SOHP) is sponsoring students to continue
with the oral history project during the summer of 2022.
Strengths:
• Increased programming opportunities through college student organizations
• Potential for future funding and staffing
• Possibility for increased capacity through research initiatives and student
organizations.
Orange County Government
Orange County is an active stakeholder of the Fairview Community. County staff
and commissioners regularly attend FCW meetings. Through an agreement with the
Town of Hillsborough, the county supported the development of the Rainey Avenue
building in 2002 (including transitioning ownership of the land where the building sits to
the Town). Fairview Park, which sits adjacent to the neighborhood is owned and
operated by the County’s Department of Environment, Agriculture, Parks & Recreation
(DEAPR). Additionally, the County DEAPR is currently working with the North Carolina
Department of Environmental Quality to determine availability to utilize a large tract of
land adjoining the park that used to be a dump site. Furthermore, the county offers
numerous services, such as bus services, that benefit the Fairview community.
Strengths:
• Orange County Public Transportation provides bus services to places around
Hillsborough and the county, including a fixed “Hillsborough Circulator,” which
stops in front of the community center. Specialized services include Medicaid
transportation, complimentary American with Disabilities (ADA) transportation,
and elderly and disabled medical transportation (EDTAP).
• Various departments such as the Housing and Community Development
Department (OCHCD), Department on Aging (OCDOA), Department of Health,
and DEAPR can provide a variety of programming, services, and resources.
15
DRAFT • DEAPR specifically provides recreation, athletics, and environmental education
programming to Orange County residents. Partnership with DEAPR could
facilitate funding, staffing, and other logistical needs for the center.
Orange County Justice United
Orange County Justice United is a “broad-based community power organization that
develops civil sector leaders with the capacity to organize and win.” The organization
has supported Fairview advocacy campaigns over the years, including organizing
the community around a landfill investigation and more recently with housing
security.
Faith-Based Organizations
Fairview residents are connected to many local churches, including First Community
Missionary Baptist Church, Fairview Baptist Church, Mt. Zion AME, Holy Family
Catholic Church, and Hillsborough Presbyterian Church. More recently, Hillsborough
Presbyterian has provided volunteers and funding to support FCW initiatives.
Potential Partnerships:
In reviewing local resources, we identified some organizations and partners who
could likely be beneficial partners for the community center and FCW. Below we offer
suggestions and information for how the FCW could partner with these organizations
and local government departments to benefit the center.
PORCH Hillsborough
PORCH Hillsborough is an all-volunteer hunger-relief organization that donates an
average of 4,000 pounds of non-perishables monthly. PORCH Hillsborough assists
300-400 households monthly with fresh food, grocery cards, and non-perishables.
Fairview Child and Family Center
The Fairview Child and Family Center has provided child care services, including a
Head Start program, in the neighborhood for over two decades.
Orange County Rape Crisis Center (OCRCC)
The OCRCC is a “non-profit agency serving survivors of sexual violence in Chapel
Hill, Carrboro, Hillsborough, and surrounding areas.” The agency has expressed
interest in providing programming and support to the FCW.
Orange County Arts Commission
The Orange County Arts Commission, located in Hillsborough, is an agency of
Orange County government and works to promote and strengthen the artistic and
cultural development of the arts in Orange County, North Carolina, which includes
the towns of Chapel Hill, Carrboro, and Hillsborough.
Durham Tech
Durham Technical Community College is a local community college with a satellite
campus in Hillsborough, NC, offering educational and training opportunities.
16
DRAFT Leveraging Strengths
Passionate community members:
The FCW already possesses the commitment necessary to position their community
center as a vibrant space for Fairview residents to come together through
occupation. Given more tools for citizen involvement, communication, staffing,
programming, and building modification, the FCW will be able to leverage their
strengths to bring the space to life.
Existing organization connections:
• The Fairview community has several established relationships through different
UNC programs. These could be strengthened through a continuation of
partnerships that have not been active recently (tutoring) and expanded to
include other university organizations. It may be possible that the collection of
oral histories from the community could be stored through the University.
Through this continued partnership, funding could also be provided to expand
programming and staffing availability.
• Expanded partnerships with other local organizations and small business.
Physical space:
The community center is located centrally within the Fairview neighborhood. Grant
funding provided by the Town of Hillsborough, Orange County, or other community
partnerships can leverage the usability and accessibility of the community center. In
addition, connecting the Fairview Community Center to Fairview Park is another
possibility in leveraging community engagement and programming.
FCWHabitat for
Humanity
Faith Based
Organizations
Town of
Hillsborough Town BoardPolice
Orange County
Justice United
UNC-CH
Orange
County Rape
Crises Center
Fairview Child
and
Family Center
Orange County
Government
Potential Partnerships
Fairview
Community
Garden
Primary Partnerships
Secondary Partnerships
FFORC
CPLDEAPR
OCHCD
OCDOA
Public Transport
Orange
County Arts
Commission
PORCH
Hillsborough
Durham Tech
17
DRAFT Complexities and Needs
Plans to begin offering programming at the community center were created a few
years ago. These plans were put on hold due to the ongoing Covid-19 pandemic and
other factors. We hope to address these complexities and needs through our program
plan. We highlight the complexities and needs that affect the coordination and
implementation of programming below.
Funding: The community center is unable to properly be operated without funding
available to support all aspects of establishing a community center.
Staffing: Members of the community have volunteered to run programs on an as-
needed basis. There is a need for consistent staff to be readily available to coordinate
and organize the community center.
Center Operations: Currently, the center does not have regular operating hours,
policies and procedures, or a system through which community members can become
aware of events and activities or opportunities to reserve rooms for private or
community events.
Community Outreach: Community members have expressed a need for better access
to information regarding community events and services. They expressed a lack of
knowledge of available programming and resources. In addition, the community has
members of diverse backgrounds who speak a variety of languages. Easing language
barriers can support and promote cultural barriers, involvement, and engagement. By
increasing the forms of communication, more members of the community can become
more involved in programming and feel included within the community.
Building Renovations: Members of the community have expressed needs around
renovating the building to best fit programming goals and community needs. With
support from the Town of Hillsborough, the FCW have worked with an architect to
devise plans for improving and expanding the building. These plans include 1)
expanding the kitchen space to accommodate large community meals and cooking
classes, 2) improving the community meeting space, and 3) repurposing existing office
space to use for classrooms and meeting spaces.
Programming: Current programming includes a women’s exercise and nutrition class,
and the monthly community meeting. Community members are interested in
programming that targets the youth, cooking skills, neighborhood preservation,
community building, and partnership coordination.
Connectivity and Safety: Accessing the community center from the main Fairview park
is difficult. Additionally, some bus stops are not as accessible as they could be. Traffic
around the center and general safety regarding the spaces around the center has also
been raised as a concern.
18 DRAFT Project Plan
Overview
Phase 1: Gathering Information (2021 – 2022)
Phase 2: Center Operations (2022 – 2023)
Phase 3: Establishing Programming
(2023 – Onward)
Community Outreach
•Gather Community
Input to inform
programming
•Capture/share
Fairview's history
Funding
•Support from
Habitat, UNC CPL
and Southern Oral
History Program
•Establish funding
plan for next phases
Center Staffing
•Develop Staffing
Plan
Center Operations
•Develop Policies
and Procedures
Building Renovations
•Establish Plans for
Renovations
Programming
•Support current
programming
Funding
•Support from Habitat,
CPL, and UNC
Southern Oral History
Program
•Apply to 2-3
grants/town funds
Center Staffing
•Center Assistant 5-10
hr/wk
Center Operations
•Set and maintain
regular community
center hours
Building Renovations
•General Improvements
Community Outreach
•Communicate
community center
hours and activities to
residents
Programming
•Initiate planning for 1-2
priority programs
suggested in this plan
Funding
•Support: Habitat,
CPL, & UNC SOHP
•Apply to 1-2 grants/
town funds
Center Staffing
•Part-time Center
Coordinator
Center Operations
•Implement
reservation system
Building Renovations
•Major Reno Part 1
Community Outreach
•Engage Community
Members in
Programming
Programming
•Implement 1-2 more
priority programs
suggested in this
plans
Funding
•Grants/Municipal/County
Center Staffing
•Part-time Coordinator or
more as capable
•Additional instructors for
programs as capable
Center Operations
•Modify as needed
Renovations
•Major Reno Part 2
•Community Connections
Community Outreach
•Implement ongoing
community and program
assessment
Programming
•Expand programming
through local
partnerships
Phase 4: Growing Capacity
(2025 – Onward)
19
DRAFT Phase 1: Gathering Information
and Planning (2021-2022)
The purpose of phase one is to ensure
the community center process is rooted
in the interests and needs of the
Fairview community and represents the
values outlined in the Fairview
Community Watch’s mission statement.
This phase was funded by and led with
support from Habitat for Humanity of Orange County and UNC’s Community Practice
Lab.
This phase began in Fall of 2021, continuing into Spring 2022 and included this plan
development. The phase will continue more robustly in the Summer of 2022 and
involves the continued collection of oral histories while also mobilizing Fairview’s current
organizational infrastructure to collect ideas and opinions of residents about the
community center. This phase also informs ongoing efforts to improve usability and
accessibility of the center's physical space.
Funding: Establish Funding Plan for Center Objectives
Current funding includes support from Habitat, CPL, and SOHP
Until August 2022
Funding from Town of Hillsborough
• July 2021 – June 2022 Current funding for building maintenance, contract with
architect, and other minor improvements.
• May 2022 – Requested additional funding for General Improvements (outlined in
Appendix G)
Planned Applications for funding include:
• September 2022 - North Carolina Humanities Smaller Grant
• July 2023 – North Carolina Humanities Larger Humanities Grant
Staffing: Develop Staffing Plan for Center Objectives
WHAT:
We recommend the ultimate goal of either one full-time staff member or two part-time
staff members to supervise use of the center, coordinate programming and rentals,
and facilitate communication with the community.
HOW:
Staffing needs will likely change as the community center grows. Below we have
outlined a potential plan for staffing needs for the first 6+ years of the community
center:
WHEN:
Year 1-2: Center Assistant (5-10 hours/week)*
*(Based on current hours of a similar community center, Cedar Grove)
Fairview Community Watch
Mission Statement
“Making the Fairview Community
a safer, healthier, fairer, and more
enjoyable place to live.”
20
DRAFT Years 3-5: Determine initial realistic needs of community center and hire program
coordinator(s) for sufficient time (e.g. anywhere from one part-time to one full-time
program coordinator, 20-40 hours/week)
Years 6+: Determine if expanded
staffing is needed/feasible. Consider
hiring instructors for specific
programming and/or adding other
positions such as: Office Manager,
Operations Manager, Receptionist,
Office Assistant/volunteer.
WHO:
FCW will be responsible for
personnel and human resource
processes.
Center Operations: Establish rules
and policies for community center.
WHAT:
Develop rules and policies that
support safe and sustainable center
operations. See Appendix B for
example Policy and Procedures.
HOW:
We recommend at least the following
rules and policies:
o General center rules,
including a Code of Conduct.
o Develop Liability Waiver for center participants.
o Develop registration or sign-in processes which could include agreeing to
code of conduct, liability waiver, and review of other policies and procedures
o See Appendix C for example Liability Waiver
o General rules for reservation of spaces that align with expectations of FCW
and agreements/regulations of town owned buildings.
o Create rules for maintenance of the kitchen to ensure food safety.
o Determine maximum occupancy for community center and rooms to ensure
the center stays within regulations.
o Purchase accident insurance for community center, especially if staff member
is present. This will protect the center in the case that someone is injured
while participating in programming.
o Make sure these rules, particularly the code of conduct, are posted and
publicly available.
WHO:
FCW should work with the Town of Hillsborough to determine appropriate and
consistent policies and procedures for Town-owned buildings.
Staffing Models
at Other Community Centers
Cedar Grove
Two working staff members who
alternate hours M-Th
•Program Coordinator & President
•Funded by Orange County. Potential
to petition for similar funding from the
Town of Hillsborough
Hargraves
•Shared network of staff among other
Orange County community centers.
RENA
•In 8th year of operation and
currently has the following positions;
office manager, president, project
director, receptionist, office
assistant/volunteer, education and
curriculum manager
21
DRAFT
Building Renovations:
Establish plans for renovations
of the community center.
WHAT:
Collect community and
professional input on how best to
physically alter the community
center to meet community needs
HOW:
While specific design
recommendations are outside the
scope of this plan, we
recommend the use of Universal
Design to make it accessible to a
wide range of people. Required
funding for this objective will be
substantial; establishing plans for funding renovations are underway but will likely
occur in phases. Further resources: See Appendices G,H, I
WHEN:
Currently underway
WHO:
An architect has been hired by the Town of Hillsborough to develop plans for
renovating the interior of the community center. Additionally, an ADA specialist from
UNC-CH Division of Occupational Science and Occupational Therapy was consulted
via CPL regarding accessible design.
Community Outreach: Capture and honor Fairview’s history
WHAT:
Determine and implement ways to capture oral, photographic, and cultural histories of
Fairview, particularly recognizing Dorothy Johnson as the namesake of the center.
HOW:
• Create a plaque for the community center to honor Dorothy Lee Nichols Johnson
(“Mama Dot”) that includes information and description of her and her
contributions to the community.
• Decorate the community center with local photography and art that celebrates the
Fairview community.
o Partner with local artists and other community partners (i.e. Orange
County Arts Council) to create artwork.
o Use artwork developed during community center programs and
consider listing items for sale. Proceeds could go back to the artist or
be donated to the community center.
• Continue capturing the voices of Fairview community members through oral
histories and store oral histories where residents can easily access it.
o Store oral histories on a community website where it can be accessed
Universal Design
"Design that’s usable by all people, to
the greatest extent possible, without
the need for adaptation or specialized
design” - Ron Mace, 1985
(https://universaldesign.org/definition)
Examples: varying counter top heights,
shelves reachable to all, slip-resistant,
trip-resistant, and durable flooring, lighting
that minimizes shadows and glare
(additional examples can be found here:
https://universaldesign.org/features)
22
DRAFT by everyone as audio clips. Examples include:
§ Marian Cheek Jackson Center: https://fromtherockwall.org/
§ Rena Community Center:
https://www.renacommunitycenter.com/the-history-project
o Another option is to partner with existing organizations to store oral
history:
§ Alliance for Historic Hillsborough is planning to launch a new web
site introducing Hillsborough with oral history
https://www.historichillsborough.org/
o Use information from the oral histories to inform community center
programming
WHEN:
Currently underway with plans to develop more sustainable implementation of oral
history program. We recommend the plaque and photography be in place by the time
the center has a grand opening.
WHO:
Funding is in place for UNC-Chapel Hill students to continue with the oral histories
project through summer of 2022. This project may be extended or passed off to local
organizations, community volunteers, or paid staff.
Programming: Maintain Current Programming
This includes:
• Community Meeting
• Women’s exercise and nutrition class
• Notary services provided by FCW member, Patricia Harrison
Phase 2: Initiation of Center Operations (2022-2023)
Phase two offers recommended operations for the community center. This includes
safety, staffing, and communication with community members.
Funding: Apply to 2-3 grants to support the objectives below.
Current:
Some support from Habitat and CPL until July of 2023
Town of Hillsborough Funding
Proposed:
Apply for Orange County Outside Agency Funding and one other funding source
(outlined in Appendix F). Funding sources can support plans for building
improvements, center staff and other goals outlined in this phase.
Staffing: Community Center Assistant
Assistant would commit 5-10 hours per week to support the coordination and
development of policies, regular office hours, community communication, and
emerging programming. As funding is available, this position could be paid.
23
DRAFT
Center Operations: Set and maintain
regular hours for community center
operation
HOW:
We recommend beginning with hours on
three days of the week for three to five
hours. At this stage, we recommend these
hours be in the afternoon and evening for
two reasons:
1) These hours include already
reoccurring programming.
2) It positions the community center as a
place for after school activities for
youth.
This differs from other local community
centers, as seen in the figure to the right.
WHO:
A volunteer or team of volunteers could
offer support until hired staff/assistant are
present. Hired staff onward.
Community Outreach: Establish communication system with community
members regarding events, programming, and activities.
WHAT:
Develop regular and consistent spaces, both virtually and physically, where
community members can reliably find information about the community center’s
happenings in various languages.
HOW:
Regularly communicate time, location, cost of programming, and answers to general
questions via multiple methods. Below are options to consider that other local
community centers are using:
• Email Listserv of community members
• Social Media: Facebook, NextDoor
• Establishing a center landline phone
• Establishing a center email address
• Posting signs outside of the center and in the neighborhood
• Publishing a regularly scheduled community newsletter
• Website (Wix, Word Press)
o Grants are available for non-profit website design but are fairly
competitive and for sums of money outside the scope of this center.
Applying is most likely not worth community center time.
o We suggest website design be made a project for student summer
interns.
*Being proactive, rather than reactive, with language accessibility (e.g. translated
Examples of Regular Hours
at Other Community Centers
Cedar Grove
•10am-3pm
•Mon-Thurs
Private or outside programming
can be scheduled outside this
time by renting through Orange
County
Hargraves
•6am-8pm
•Sun-Sat
RENA
•10am-3pm
•Mon-Sat
24
DRAFT fliers, posts in multiple languages on social media, designated staff who can
communicate in certain languages as necessary) is integral for this objective as it
increases engagement from groups who may often be excluded or face other
barriers.
WHO:
This could be volunteer led until staff is identified, but also could continue to be
completed by volunteers, supervised by staff, after.
Programming: Plan center operations with future programming in mind.
Maintain current programming while considering policies and protocols that support
future programming explored below.
Building Renovations: General Property Improvements
Estimated Costs: $40,000 - $50,000
General property improvements will enable the FCW to effectively operationalize the
community center to support resident programming and use. Primary activities at this
stage include improvements to the meeting space, classrooms, and an administrative
office. Materials include technology upgrades to support hybrid meetings and
presentations, office supplies to assist with center administration, and property
improvements, such as painting and carpet cleaning to make the building welcoming to
the community. A breakdown of estimated costs are outlined in Appendix G.
Phase 3: Establishing Priority Programming (2023-2027)
We recommend the provision of programming that meets the needs and wants of
the Fairview community by building on current programming and implementing
programs suggested by motivated community members. We recommend the use of a
community survey (see Appendix D) to collect further information regarding the specific
needs and wants of Fairview neighbors.
Using the mission statement values of the Fairview Community Watch as a
guide, information is provided below about current programs offered/proposed at the
community center and suggested programming based on a review of literature and local
community centers. Action steps for implementation of specific programs are detailed in
the below table.
Funding: Apply to funding sources that will support building improvements,
program development, and pay for staff.
Identify relevant funding sources and apply to at least 1-2 grants. Funding
sources may include Republic Services’ National Neighborhood Promise, Lowe’s Home
Improvement Foundation, along with more local sources. Funding sources further
outlined in Appendix F.
Staffing: Part-time Center Coordinator
Hire a staff member for 15-20 hrs/wk that supports center operations, policies
adherence, community communication, and program planning.
25
DRAFT
Center Operations: Create a system that allows for reservations of individual
rooms in the community center.
WHAT:
The Dorothy Johnson Community Center has five separate spaces: a large meeting
room, three smaller classrooms/meeting spaces, and a kitchen area. A process or
system for reserving these spaces that is accessible to community members and
potentially the public is needed.
HOW:
• Determine maximum person limits for each room
• Determine room reservation policies
• Establish cost structure and policy for family events (such as baby showers,
birthdays etc. (Ensure adherence with Town of Hillsborough lease to confirm
eligibility)
• Choose and initiate use of tracking system. Some options include:
o Because the Town of Hillsborough owns the building, the town could be in
charge of reserving space at the Center
o If reservations are left to the FCW, Jot Form, Google Calendar, Microsoft
Bookings or other electronic form system could be used as they offer
availability to reserve specific rooms and track multiple reservations (see
Appendix E for example jot form)
WHO:
This could be volunteer led until staff is identified, but also could continue to be
completed by volunteers, supervised by staff, after.
Programming: Develop priority community programming
Safer
Healthier
Fairer
Enjoyable
Sample Programming
•Community clean-up events
•Habitat for Humanity home
maintenance workshops
•Self-defense class
•Health & wellness guest speakers,
•Health resource programs
•Safety-focused community events
•Home safety programs
Current/Proposed Recommended
•Green Thumb Club
•Covid-19 food assistance
•“Women on the Move”
•Cooking, & nutrition programs
•Youth cooking program
•Recreational programs for mental & physical health)
⚬Tai Chi, yoga, dance
•Monthly food distribution program
•UNC/Habitat tutoring
•Youth intern program
•ESL classes
•Career skills programs
•Planning for your home workshop
•After school program
•Youth Summer Enrichment Program
•Computer resource space
•Resume workshop
•Community meals (Christmas
Party)
•Fairview Live
•Youth dance class
•Oral history project
•Arts programs
•Youth/family movie night
•Seasonal community meals/events
•Senior events
•Hang out space
26
DRAFT WHAT:
Implementation of programs will depend upon the interest of Fairview community
members and the establishment of community partnerships. Based on community
wants/needs, potential impact, feasibility, and the presence of models from other
community centers, the following four programs are recommended for initial
implementation:
Priority Programming Recommended
1) Hangout Space
A space to ‘hang out’ is recommended as a function of the community center. It
will provide a welcoming atmosphere that will enhance familiarity among community
members and build social relationships.
• Potential services:
o resource library, exhibition of arts/history, study space, rest area
2) Adult ESL Class
An ESL Class is recommended to address the FCW's identified desire to serve
as a resource for all community members, including a growing number of international
neighbors. Classes will serve as a valuable resource and an entry point to welcome
international community members to the center. This program can also set a foundation
for other cross-cultural opportunities, such as a language exchange program that
provides Spanish classes for English-speaking neighbors and offers an opportunity to
practice English and Spanish language skills through conversation with neighbors.
Recommendations for implementation of ESL Class:
• Application: Open to 10 community members on first-come-first served basis
o Action Step: Create paper and online application and system for
submission.
• Frequency: 2x per week for 1.5-2 hour classes.
• Local Example: RENA Center offers ESL classes.
2) Youth Cooking Program
A youth cooking program is recommended as it addresses the FCW's identified
goals of implementing cooking programs and increasing engaging opportunities for
Fairview youth. Youth cooking programs offer benefits supported by our literature
review and foster opportunities to establish and strengthen connections with various
community partners.
Recommendations for Implementation of Youth Cooking Program:
• Application: Open to 10 community youth on first-come-first served basis
o Action Step: Create paper and online application and system for
submission.
• Frequency:
o 4 week program during summer break or after school
o Meets 2x per week for 2 hours each session
• Outreach Ideas:
27
DRAFT o Banners/signs posted outside of community center in English and
Spanish.
o Informational pamphlets located at community center and distributed by
youth interns during community events/in resident mailboxes.
• Potential Partners:
o 1 additional volunteer: Supports facilitation and instruction
§ Example: UNC-CH Intern
o Volunteers from community:
§ Local chef: Responsible for specialized instruction in several
sessions over the course of the program.
§ Local farmer(s): Responsible for several sessions focused on
agricultural practices and produce.
§ Local nutrition professional or UNC Nutrition student: Responsible
for session focused on basics of nutrition.
§ Partnership with Fairview Community Garden, NC Cooperative
Extension.
• Local Example:
o RENA Center Chef Junior Program and “Kitchen Service” Program.
3) Planning for Your Home Workshop
Residents have expressed concern regarding developers or other outside buyers
entering the community to buy homes, shifting the makeup of the neighborhood and
often displacing long-term residents and families. These situations can be
complicated due to an unexpected death of a homeowner, family property disputes,
tax payment issues, or unclear or complicated wills. We recommend a workshop be
held in the community center that focuses on planning and preventing complications
when it comes to neighborhood preservation and inheritance of homes.
Recommendations for Implementation of Planning for Your Home Workshop:
• Application: Open to 10 community members on first-come-first served basis
o Action Step: Create paper and online application and system for
submission.
• Frequency:
o At least twice a year and increasing with demand.
• Potential Partners:
o It will be best to have someone known to the community provide the
training, preferably a community member, who has been trained in the
information. County employees could also be present to offer consultation.
o Coordination of this workshop could be considered within the
responsibilities of the center staff member.
• Local Example:
o The Marian Cheek Jackson Center in Northside (Chapel Hill/Carrboro) has
a similar workshop that may be a helpful model to start with:
https://jacksoncenter.info/our-programs/organizing-advocacy/our-
services/keeping-your-house-a-home-workshops/
o In this workshop they cover:
28
DRAFT § Property tax and home repair support.
§ Legal and financial tools to help ensure the future you want for your
home.
§ Ways you can honor the financial and community values of your
home.
4) Partner Coordination
As noted, multiple partners engage with the Fairview community. To prevent
duplication of work, support efficient use of community member consultation, and
increase communication among partner organizations, it will be important for them to
be aware of and working with each other. Much of this conversation is happening in
the FCW meetings, but not always specifically focused on these goals.
• We recommend a specific meeting or portion of a meeting that focuses on
updates and coordination among organizations partnering with Fairview on
specific projects or initiatives (e.g. UNC entities, Habitat, Cooperative Extension,
with FCW etc.).
• This could occur every quarter to update partners or there could be a designated
time during each FCW meeting for this conversation.
• FCW could request partners present current and future planned work.
Mock Community Center Schedule
Time Sunday Monday Tuesday Wednesday Thursday Friday Saturday
10am Closed
11am
12pm
1pm
2pm
3pm After School
Youth Cooking
Program
4pm
5pm Open with Staff
Member Private
Event
6pm
7pm Community
Meeting
ESL
6:30-8:00pm “Women on
the Move”
Exercise
Class
8pm
Building Renovations: Major Renovations
Estimated Costs: $225,000
More expansive renovations are needed to the building to meet the programming
needs and goals identified by the Fairview community. These renovations include
establishing a larger kitchen area and maximizing the floor space available
throughout the building. This work would also renovate the existing restrooms to
meet current accessibility code requirements, which is required for any new
structural work in the building. These changes will increase FCW capacity to
provide the diverse range of programs outlined in this plan. In total, we anticipate
costs for renovations to total $225,000. Based on funding availability and the need
to keep the center operating during upgrades, we recommend splitting the
29
DRAFT renovations in two phases. (See Appendix G for a breakdown of estimated costs.)
Phase 4: Growing Capacity (2025-2027)
In phase four, we focus on partnerships, programming, and connectivity. Our
objectives suggest expanding partnerships, fostering cultural awareness, and
connecting physical spaces in the community to match the needs and goals of the
Fairview Community. Expansion of community engagement, equitable opportunities,
historical documentation, and local partnerships can further support Fairview’s mission
and values. We estimate the initiation of this phase in 1-2 years, depending on the
progress and stability of the center.
Funding: Sustainable Local Funding
Hopeful for ongoing town or county funding (e.g. Outside Agency Funding) that can
sustainably support the regular operations of the center. Applications for other grants
could then be geared toward additional building renovations, program development
and growing service capacity.
Staffing: Part-Time Coordinator or more if needed
At minimum, we would expect the part-time coordinator to be necessary for center
functionality, however additional time or staff may be needed to support increasing
program capacity or demand from the center. This can be assessed and modified at
this phase of the plan.
Center Operations: Maintenance of Policies and Processes
The Center should be well practiced in its processes, general operations, and
program support. Modifications and adjustments may be necessary.
Programming: Establish stable programming and operations of the center.
We believe the previous 3 phases are integral to the success of phase four.
Developing priority programming and now stabilizing it - prior to branching out and
establishing further relationships with additional partners - allows the community to
ensure that the center’s “doing together” is stable and rooted in community interests,
culture, and needs. However, community members should always drive any future
partnership opportunities that emerge no matter when they occur, even if earlier in
this timeline.
Partnership Development: Expand and develop relationships with potential other
local partners.
• Town of Hillsborough
o Continue partnership with Town of Hillsborough to partner on use of building,
and further connect government services and resources to the community.
o Identify key players in the board of commissioners, planning department,
parks and recreation staff, etc.
o Continue inviting Town of Hillsborough staff and commissioners to attend
Fairview Community Watch meetings.
o Fairview residents attend Board of Commissioners meetings to advocate for
30
DRAFT community funding and continue providing resources
• Orange County Government
o Seek partnerships with specific Orange County departments, such as
§ Department On Aging (OCDOA): Partner with the OCDOA to
initiative/sponsor programming related to older adults.
§ Connect with Home Preservation Coalition to facilitate home
maintenance and aging in place for older adults in the community.
§ Connect with Health Department to provide health screenings or
workshops.
§ Department of Parks and Recreation to assist with programming.
• Habitat for Humanity of Orange County.
o Continue to develop and potentially expand this partnership facilitates
updating and modifying the community center which will increase ease of
access and space for all members of the community to benefit.
• University of North Carolina at Chapel Hill.
o Continue partnership with UNC Food Fitness and Opportunity Research
Collaborative (FFORC) to support food security and active living
opportunities for community members.
o Continue partnership with UNC Community Practice Lab to support the
collection of oral histories and implementation of community center
programming.
o Build on student engagement through tutoring services that can be
provided at or after school
§ Staffing support and funding can be provided by the university
through these services.
• Additional Non-profit and Faith-based partners
o Explore further partnerships with PORCH Hillsborough: Establish
community volunteers to distribute or pack food at community center.
Offer food distribution at community center.
o Continue partnership with Hillsborough Presbyterian to have access to
volunteers, funding, and other resources from the congregation.
o Explore additional community assets, non-profits, and faith-based
partnerships to expand and sustain the community center.
Community Outreach: Foster intercultural learning through programming across
generations
Use programming (ESL classes) and/or youth programming (after school) to bridge
cultural gaps between residents from different backgrounds and experiences
• By addressing cultural barriers through programming, the community can
promote social engagement and cultural awareness which will sustain community
participation and even stronger relationships among residents
Community Renovations: Connecting the Fairview Community Center to Fairview
Park and other community spaces
Continue to partner with the Town of Hillsborough to discuss infrastructure
development, possible annexations if desired, and/or joint agreements to increase
31
DRAFT connectivity across spaces in and around Fairview. With a fully functioning center,
leadership will have a better idea of where and how this connectivity is lacking.
• Consider further building relationships with Town Planning Department to
apply for federal grant funding opportunities through the regional
transportation organization (MPO).
• Fairview residents can also build relationships with the planning department
by attending Planning Board and Board of Commissioners meetings and
advocating for their community transportation and bike and pedestrian
infrastructure needs.
32
DRAFT Budget
Based on previously described phases, below is a rough estimate of expenses and
potential revenue sources.
Expenses
Staffing for Phase 1-2
• Center Assistant
o $16.93/hr (living wage for 1 adult with no children)
o 9-12 hours per week
Þ ~ $5,000 - $9,000/yr
o Computer and printer: $2000
• Instructors
o Unpaid volunteers $0 for the first year or two. Cost will be dependent on
requested fees from other instructors in the future.
Programming for Phase 3-4
• Part-time Center Coordinator
o $16.93/hr (living wage for 1 adult with no children)
o 20-32 hours per week
Þ ~ $17,000 - $27,000/yr
• Full-time Center Coordinator
o $16.93/hr (living wage for 1 adult with no children)
o 20-32 hours per week
Þ ~ $35,000 - $45,000/yr
• ESL Programming – Cost of instructor and/or materials
• Cooking Program- $200 (initial Kitchen Supplies), $50/session x 8 ~ $600
• Planning for your Home Workshop – No costs associated other than office
supplies potentially
• Partnership Coordination – No costs associated
Office Supplies:
• Paper, Toner, Other expendables ~ $500
Building
• Rental – Provided by Town of Hillsborough
• Basic Cleaning – Provided by Town of Hillsborough
• Renovations – $40,000 - $225,000
Revenue
• Consider sliding scale fee or recommendation donations for some classes and
programming
• Further investigate rental options for use of event space
o donations
• Potential for specific funding for the ESL class through Orange County Literacy
Program and other grants
33
DRAFT Program Evaluation
Community Outreach: Develop a system for ongoing assessment of the success
of the center and community needs
WHAT:
Collect information from residents and stakeholders regarding priorities for the use of
the community center.
HOW:
This can occur formally or informally through different methods:
• Using a survey. We included a sample survey in Appendix D created using
Google forms. Other options to create free online surveys include Qualtrics,
SurveyMonkey, or Type Form. The survey should be provided in both English
and Spanish. Measuring tools should evaluate the success of current and
proposed programs as well as determine unmet needs.
• Install an anonymous suggestion box in the community center.
• Continue working with UNC-Chapel Hill to collect oral histories of residents.
WHEN:
Regularly. At minimum, we recommend conducting a community wide survey every 5
years to drive community center programming and services.
WHO:
FCW, supported by partners, could complete these community check-ins.
The below table offers various methods and data collection through which this success
could be measured:
What you
would like to
measure:
Indicators of
Success
Data You
Could Collect Timeline
Person
Responsible
Satisfaction
with and
availability of
community
programs
Increase in the
number of
programs and
classes offered
Increase in number
of participants that
attend programs
Community
member report high
satisfaction with
programs
Number of registered
participants of programs
Number of programs
Satisfaction surveys
completed after programs
Feedback from program
instructors/ volunteers
Annual surveys to assess
program ideas and interest
in certain events
Demographics of registered
participants
Suggestion box comments
in community center
Begin tracking
immediately
Annual survey
could be
completed at
end of fiscal
year 2022
FCW member,
volunteer
program
instructor,
community
center
employee
(report to
FCW)
34
DRAFT Preservation
and awareness
of Fairview
community
history
Strong awareness
of Fairview’s
unique history both
by resident and
non-residents
Satisfaction with
history preservation
by long-time
community
members
Number of oral histories
collected
Creation of accessible oral
history storage platform (i.e.
podcast, website, library)
Increased streamings of
oral histories (i.e. listening
metrics)
Plans for continuation of
project
Phase 1
FY2022+
Data collected
quarterly
UNC-Chapel
Hill
representative
(report to
FCW),
potential future
intern project,
community
member
volunteers
Accessibility of
physical space
of the
community
center
Increased number
of hours “open”
Strong satisfaction
from community
members with
accessibility
Completion of
community center
renovations
implementing
principles of
Universal design
Annual survey assessing
accessibility of building
Informal feedback during
FCW meetings
Phase 1
FY2022+
Annual survey
can be
completed at
end of fiscal
year 2022
(ongoing)
Hired
architect, hired
contractor,
UNC-Chapel
Hill
partner/intern
(i.e. The
Community
Practice Lab),
Habitat for
Humanity
Implementation
of sustainable
policies,
procedures,
and staffing
model that will
grow with the
community
center
Creation of a
policies and
procedures
document for the
community center
Hiring of
community center
staff
Assessment of community
center budget
Amount of grant money or
other funding sources
awarded
Consistency of staffing for
community center
Phase 2
FY 2022-2024
Data collected
monthly
FCW board
members,
community
center staff
Development
of strategic
connections
with community
partners
Increase
communication
between
community partners
Increase number of
joint programs
Number of participants in
joint programs or events
Annual survey assessing
interest in/success of joint
programs
Begin in
Phase 4
(FY 2024+)
FCW board
members,
community
center staff,
staff from
community
partner
35
DRAFT Conclusion
The recommendations outlined in this proposal serve as options to guide and
supplement the groundwork established by the FCW through incredible amounts of
effort and passion. The aim is to provide process, tools, and suggestions to
operationalize the community center and develop programming in 4 phases. Each of
these phases included suggestions regarding:
• Funding
• Staffing
• Center Operations
• Building Renovations
• Community Outreach
This plan was informed by community engagement, oral histories, literature review, and
community member feedback and conversations. Additionally, other community centers
were consulted and considered in relation to systems for communication, building
partnerships, managing operations, and implementing program evaluation.
This plan identifies a clear path forward over the course of the next 2-5 years in building
on the foundational work of the FCW to further leverage the strengths of this community
in the vitalization of the Dorothy N. Johnson Community Center.
For questions or information regarding this plan or the details within, please contact Dr.
Ryan Lavalley (ryan_lavalley@med.unc.edu)
36
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39
DRAFT Appendix A: Other Community Center Information
RENA Community Center
Programming
Youth:
• Afterschool program
o Aims to address disparities in standardized testing and close educational
gaps. Focus on reading, writing, math; also includes additional
educational experiences such as nature-based programming
o Program serves students ages 5 years old through middle school. High
school students serve as interns – paid through Town of Chapel Hill.
o Teachers helped to design curriculum based on school curriculum.
o Tutors and mentors come from local universities and colleges.
o "Kitchen Service” Program: Afterschool students learn about healthy
eating, basics of food preparation, and etiquette and safety of working in
a kitchen
• Summer enrichment program
o Aims to reduce number of students requiring summer school
o Focus on academics rather than games
o Closed educational gap by limiting amount of students attending summer
school within 2 years of program establishment
• Community garden
o Use of community garden to align with youth academic learning
o Teaches math and sustainability practices
o Promote food education/eliminate food desert by providing fresh fruits
and vegetables for community members
o Partnerships with university departments such as public health (UNC,
Central University, NC State) https://forms.gle/MzxbdmT9jRVEcp1F8
o Volunteer positions - experience for students is positive and they recruit
more students each year
• Environmental awareness programs
o Nature walks
o Education around processes required for clean drinking water
o Trash clean-ups
• Mobile library and book giveaways for children (pre-covid)
• Back to School Bash: Backpacks with school supplies provided for students
Adult/All Ages:
• ESL Course
• Resource distribution
• Covid-related (PPE)
• Food distribution 1x per month
• Oral hygiene supplies donated by dentists
• Disaster response: Food and clothing drive for victims of hurricanes
• 50/50 Program
o Home maintenance/repair needs under $50 are paid for
• Community relations events
40
DRAFT o Example: Members of law enforcement hold conversations with
community youth to let them know law enforcement is “not the enemy”
• “Unity in the Community” Event
• Library and community center on site for youth and parents
Staffing
• Staff positions: Office Manager, President, Project Director, Receptionist, Office
Assistant/volunteer, Education and Curriculum management
• Early part of day – at least 2 staff at center (Facility Director and RENA
President)
Funding/Cost
• Outside Funding Agency Program – can only be used for programs
• Some funds from grants:
• Facility is funded through Orange County
• Most programs are free of charge
⚬ Exception: Afterschool and summer enrichment
⚬ $160 for 6-week camp
o Includes outings such as: Zoo, School of Math and Science, Botanical
Garden, water processing plant, Civil Rights Museum, train ride
Communication
• Website
• Active newsletter (before Covid)
• Signs along roadways about meetings
• Banners about meetings and events such as: food distribution, afterschool
program, enrichment programs
• Application for programs on website
• Youth hand out flyers
• Informational handouts about programs and services put in food drive bags
• Chapel Hill/Carrboro E-letter site used to distribute information
Intercultural engagement
• Use of youth programming for relationship building, friendship, activities, and
growth between families/parents
• Youth become representatives of their community and get parents involved,
which breaks down barriers that exist between parents
• Intergenerational social engagement sustains engagement
41
DRAFT Chapel Hill Community Centers/Hargraves Community Center
Programming:
• Afterschool/teacher workday events
• Seasonal events (Example: Easter Egg Hunt)
• Spring Break Camps - Yoga, fishing
• Youth events (Crafting, kids night - movies, games, arts/crafts)
• Photography program
• Acting Classes
• Tutoring
• Summer Camps
• Special Interest Camps: “Enchanted Peacock” - Table and Phone Etiquette
• West African dance program
• Bingo for “mature adults”
• Adult arts and crafts
• Basketball skills development
• Bucket Ball Class
• Nature and Conservation Education - Field trips (paddle trip, creek clean-up)
Staffing:
• Community Center, Hargraves Center, Homestead Aquatic are all under Town of
Chapel Hill
• Some staff are specific to certain centers, some float between centers
• Front desk staff, program support staff (camp counselors), director
Communication:
• Post information online
• Online press releases (“Registration Days” for programs)
• Listserv of people who have participated in previous programs
• Brochures in centers about programs, facilities, and parks
Funding:
• Some grants are applied for specific programs
• Example: Girls Rock Climbing Clinic provided through grant from Women’s
Climbing Coalition
• Friends of Chapel Hill used for donations
• Parks and Recreation budget provides funding
42
DRAFT Cedar Grove Community Center
Programming
• Youth (K-5)
o Tutoring
o After school
o Pathways and Central Elementary School
o Children decided on by teachers and referred to tutoring program
o Students grouped with volunteers
o Bus from school brings children to community center after school
o Aided in zoom school during Covid as center has technology
• Summer Program
o Offered day trips
o Used to Pay Volunteers - seems that is no longer possible
• Seniors
o Senior Day
o 1-2 Tuesdays/month
o 2-3 volunteer nurses from community present
• Past programs
o Sheriff’s office to talk about online scams & get rid of expired medication
o Local doctor
o Anathoth Community Garden
o Covid 19 vaccination clinic
Staffing
• Structure of Volunteer Roles
o Board of Directors
o Advisory Committee
o Kitchen Committee
• Paid Staff
o Currently two paid staff members:
§ President of Cedar Grove Community Center (Ms. Sue)
§ Program Director
o M-Th (Friday before COVID) 10 am -3 pm?
o Money for staff budget approved by Orange County Board of
Commissioners
Communication
• Facebook page
• Nextdoor
• Other community spaces
Logistics
• Orange County owns community center
• Reservations are managed by Orange County, and the County also use center
for storage
43
DRAFT • Community Center is old Cedar Grove school, closed after integration
• Features two basketball courts which have been great for center engagement,
especially with youth
• Center features history wall of the school - very important to community
Liability
• Insurance - needed because county space, especially in case of staff member
present
• Movie License because center owned by county
44
DRAFT Appendix B: Example Policies and Procedures
45
DRAFT
46
DRAFT Appendix C: Example Liability Waiver
47
DRAFT
https://cityofraleigh0drupal.blob.core.usgovcloudapi.net/drupal-prod/COR24/raleigh-
parks-facility-rental-waiver.pdf
48
DRAFT Appendix D: Sample Survey
Google Form: https://forms.gle/MzxbdmT9jRVEcp1F8
49
DRAFT
50
DRAFT
51
DRAFT Appendix E: Example Reservation Jot Form
52
DRAFT Appendix F: Funding Resources
Broader Grants
Name Information Amount Website
AARP
Community
Challenge
Purpose: Improve public spaces,
transportation, housing and civic
engagement with an emphasis on the
needs of people 50 or older. Quick-
action grants can be used to support the
following ready-to-go types of projects:
• Permanent physical improvements
in the community
• Temporary demonstrations that lead
to long-term change
• New, innovative programming or
services
• General neighborhood revitalization
Possible Activities: projects that either 1)
create vibrant public spaces or 2) deliver
a range of transportation and mobility
options. Examples of past projects
include:
• City of Raleigh installed benches,
bike racks, and sunshades
• Community center in Aguila, AR
repaired roof and installed new
flooring
• Community center in Rio Arriba
County, NM added covered walkway
and footbridge
• Community center in Madison
Heights, MI funded benches,
greenhouse, and gazebo
• “Partnership with NAACP
Pasadena and PasCSC to improve
and promote the “African American
History of Pasadena Walking Tour”
From $100s -
10,000s
https://www.aarp.
org/livable-
communities/com
munity-
challenge/
Republic
Services
National
Neighborhood
Promise
Purpose: Quick-action grants can be
used to support the following ready-to-go
types of projects:
• Permanent physical improvements
in the community
• Temporary demonstrations that lead
to long-term change
• New, innovative programming or
services
$50,000 -
200,000
https://media.repu
blicservices.com
Online
application:
https://www.repub
licservices.com/co
mmunities/charita
ble-giving
53
DRAFT Possible Activities: renovation of
community and learning centers; and
creation and revitalization of parks, trails
and gardens.
National Self-
Development
of People
Grant
Period: The review process might take
up to 6 months
Purpose: The Presbyterian Committee
on the Self-Development of People
(SDOP) is prepared to establish
partnerships with groups in the United
States who:
• are oppressed by poverty and social
systems,
• want to take charge of their own
lives,
• have organized or are organizing to
do something about their own
conditions,
• have decided that what they are
going to do will produce long term
changes for their lives or
communities,
• utilize some combination of the
SDOP core strategies to promote
justice, build solidarity, advance
human dignity, advocate for
economic equity,
• will control the programs they own
and will benefit from them directly.
Examples:
• Haywood Pathways Center,
Waynesville, NC, received a Covid
grant of $6,875 to assist it in
providing meals, emergency shelter,
short-term housing, and
rehabilitative/ services for
community residents experiencing
homelessness during the COVID-19
crisis.
• Multicultural Center for
Health/Education and Community
Development, Clarkston, GA, was
awarded a $6,875 Covid grant to
assist in carrying out its monthly
food distribution. Community
residents to be helped include
refugees, immigrants, and home
bound seniors. The program seeks
Grants
usually do not
exceed
$15,000
https://www.presb
yterianmission.or
g/ministries/sdop/
apply-grant/
54
DRAFT to improve family stability of the
above residents by removing the
uncertainty of when or where the
next meal will come from.
• Wesley Community Center, Dayton,
OH, received a $1,945 Covid grant
to support distribution of PPE
supplies including hand sanitizer,
disinfecting cleaner, disposable face
coverings and cloth face coverings.
The center also plans to purchase 3
laptop computers to support the
Infant Mortality prevention program.
NC
Humanities
Grant
• Purpose: to support implementation
of public humanities projects in NC
by not-for-profit organizations.
• Funds to be used for less than 1/3 of
what is needed for implementation
(2/3 to be matched by other funds/
in-kind resource)
• Community engagement grant:
Application open in late November;
2 cycles for application per year
(January and September)
• Large grant: Application open in
November; phone consultation and
letter of intent by April, proposal in
July
Community
engagement
grant up to
$3,500
Large grant
$3500 to
$20,000
https://nchumaniti
es.org/wp-
content/uploads/2
021/06/ARP-
Humanities-
Grant-
Guidelines.pdf
T-Mobile
Hometown
Grants
• Deadline: Applications will be open
on a quarterly basis with the
following schedule:
o Spring: Applications open Jan –
March, Towns announced in
April
o Summer: Applications open
April – June, Towns announced
in July
o Fall: Applications open July –
Sept., Towns announced in
Oct.
o Winter: Applications open Oct. –
Dec., Towns announced in Jan.
• Purpose: T-Mobile is committing up
to $25 million over the next 5 years
to support small towns across
America by funding community
projects. The T-Mobile Hometown
Grants program will help fund
From up to
$50k per
town
https://t-
mobile.custhelp.c
om/app/HTG/HTG
_Application
55
DRAFT projects to build, rebuild, or refresh
community spaces that help foster
local connections in your town. For
example, this might include the town
square pavilion, a historic building,
an outdoor park, a ball field, or a
library
United Way of
the Greater
Triangle
Purpose: Nonprofit can apply for funding
under three impact pillars: Cradle to
Career, Healthy Families, and Equity in
Leadership. Priorities include hunger,
affordable housing, mental health,
education, and career readiness.
10,000-
100,000 (no
clear limit)
https://unitedwayt
riangle.org/apply-
for-funding/
Operations/Administration Grants
Name Information Amount Website
Human
Services/Out
side
Agencies'
Funding
Purpose: Each year, Orange County, the
Town of Carrboro, and the Town of
Chapel Hill invite program funding
requests from nonprofit providers
(outside agencies) to support delivery of
vital community services. The County
and Towns administer a common
application with separate evaluation
processes.
Possible Activities:
https://www.orangecountync.gov/Doc
umentCenter/View/13660/Outside-
Agency-Appropriations-FY2020-21
200-
200,000
(based
on 2021)
https://www.orangec
ountync.gov/735/Ou
tside-Agencies
56
DRAFT Technology Funding
Name Information Amount Website
Computers
with Causes
Organize gives priority to students,
teachers, parents, the elderly, foster
homes, shetlers, disabled US veterans,
struggling military families, and
nonprofits.
Variable https://www.computer
swithcauses.org/comp
uter-donation-
northcarolina/
Kramden
Institute
Provinces charitable organizations such
as non-profits, schools, religious
organizations, and other institutions
access to affordable technology
solutions.
• Low-cost refurbished computer:
$30 desktops and $70 laptops
• Computer must be picked up at
Kramden Institute in Durham
N/A https://kramden.org/aff
ordable-computers-
for-low-income-
individuals/
Education/English as a Second Language
Name Information Amount Website
Dollar
General
Literacy
Foundation
Adult literacy grants: provides funding to
organizations that provide direct services
to adults in need of literacy assistance for
adult basic education, GED or highschool
equivalence preparation, and English
Language Acquisition. The application for
2022 is currently closed but will reopen in
2023.
Youth literacy grants: Provides
grant funding to nonprofits to assist with:
implementing new or expanding existing
literacy programs, purchasing new
technology or equipment to support
literacy initiatives, purchasing books,
materials of software for literacy programs.
$4,000 https://www.dgliterac
y.org/grant-
programs/
Book
Harvest
Gives books to community organizations
that would like to provide books to families
through a book giveaway or
event. Requests can take 1-2 weeks to
process. There are also free books in the
outdoor carts in front of their office
(Durham, NC).
N/A https://bookharvest.o
rg/request-books/
The Lois Awards grants to organizations that $500 to https://www.loislensk
57
DRAFT Lenski
Covey
Foundation:
Bookmobile
Grant
Program
operate a lending bookmobile that travel
into neighborhoods populated by
underserved youth.
$3000 icovey.org/bookmobil
e-grants/
58
DRAFT Appendix G: Community Center Improvements Proposed Budget
59
DRAFT Appendix H: Community Center Schematic Plan
60
DRAFT Appendix I: Universal design recommendations for
renovation
Kitchen
• Organization of space
o Enough space for chair and wheelchair/walker users to be able to pass through
o Functional work setting
o Movable stainless steel tables to set space as needed
• Counter space
o Have low and high for wheel chair users and people of different heights
o Flip up or pull-out work stations are useful
o Also consider 2 heights when buying the stainless steel tables
• Cabinet
o Clearance space needed underneath for wheelchair to pull up
o ADA compliant cabinet
o Install pull out shelves
o Grab bars could also be added
o Reachable switch and plugs, or on cabinet
• Sink
o Have clearance underneath sink
• Electronics
o ADA oven (with front burner switch)
o Microwave at counter height
o Refrigerator
Ø Commercial ADA compliant (expensive)
Ø A one door one maybe more useful
o (Washer/dryer)
Ø front loading, combined function (so they do not need to be stacked)
Low and high counter space Freezer
2 Microwaves Additional
stove 2 refrigerators movable
Ideas for kitchen space renovation
61
DRAFT
Pantry
• Have wheelchair turning radius space within pantry
• Install pull down shelves
Room 112 (potential art room)
• Carpet-floor transition should be less than 1/4 inch (it is currently a little higher
compared to other rooms)
• Sink should have clearance underneath
Floor
• Currently office/classrooms are carpeted, open area and hall are tiled
• Current floor could be dangerous especially when wet especially in non-
carpeted area
• Recommend non-skid water/slip proof (LVP) flooring
Outdoor toilet
• Grab bars already installed inside
• Currently inaccessible by people with mobility device
o Concrete area needs to be bridged (photo below)
• Uneven threshold at entrance (photo below)
• Toilet lever needs to be on side with open space
62
DRAFT
Indoor toilet space
• Planned to be made ADA compliant with renovation by Town
• Confirm if there be enough turning space for wheelchairs
o Doors may need to be turned outwards if not enough space
Others
• Doors -less than 5 pounds of force to open/close
• Hand railing in hallway can be added later
• Nothing should be sticking out from wall (for people with low vision)
o Currently only the water fountain position is a problem
• Place thermostat a few inches lower than current location for reach
• Consider a quiet/resting/calming down space for people with sensory
challenges
*Above information is provided from notes taken at assessment by Dr. Katie Sorensen, OTD,
ADAC/ADA Coordinator on April 22, 2022
101 E. Orange St., Hillsborough, NC 27278
919‐732‐1270 | www.hillsboroughnc.gov | @HillsboroughGov
Memorandum
To: Mayor Jenn Weaver
Town Board members
From: Margaret A. Hauth, Assistant Town Manager
Date: May 16, 2022
Subject: Options for dedicated housing funds
As the guiding principles the town board adopted in April included establishing dedicated funding for
affordable housing, staff is providing options describing estimated amounts and the purposes the funds
could be allocated to.
The FY23 draft continuation budget includes roughly $20,000 for the previous commitments the town
has made toward affordable housing. This includes the annual payment to the Community Home Trust,
the town’s portion of the HOME local match, and the town’s portion of the continuation of Partnership
to End Homelessness activities. Together, these expenses are roughly equal to 1/8 of a penny on the
Hillsborough tax base.
1/8 cent ¼ cent ½ cent ¾ cent 1 cent 1 ¼ cent 1 ½ cent 1 ¾ cent 2 cents
$18,750 $37,500 $75,000 $112,500 $150,000 $187,500 $225,000 $262,500 $300,000
Emergency Housing Assistance
Housing staff are currently discussing options to continue the Emergency Housing Assistance program
after all CDBG‐CV funds and ARPA funds have been expended. It appears there will be funds through
FY23 for these purposes, so a request for this is not anticipated prior to FY24. The purpose and
guidelines for this program are still under development and will require approval by the elected boards.
Homelessness
The Partnership to End Homelessness has requested $33,000 of additional funding from the town for
FY23. This amount is the town’s share of the activities that Orange County has committed to funding.
The county is planning to use their ARPA funds to cover this expense in FY23. This request is for on‐going
programs and will become a continuing annual request. The board may want to consider whether all
three partners agree to the increase before deciding. The town could fund this request with general
fund operating revenues, the preferred option, or with ARPA funds. If funded with ARPA, other funds
will need to be identified in future years because this is a recuring expense. Additionally, the Manager’s
Recommended Budget proposes fully allocating the town’s ARPA funds to pay for water and sewer
capital needs and reducing this funding may impact rates needed to balance the Water and Sewer Fund
or further increase the projected deficit. The difference between this amount and the amount the
budget team included on the unfunded list is the population percentage. The Partnership to End
Homelessness made their request using the 5%, but 2020 Census figures show Hillsborough as 6.5%.
Town of Hillsborough | 2 of 2
Inter‐Faith Council has also requested $650,000 from the four governments to support the homeless
shelter activities they provide in the county. The request was not divided among the partners, so there is
not a specific “ask” to Hillsborough. This request is for on‐going funding. Using the updated population
share of 6.5%, the Hillsborough portion would be $42,250. Funding this request in FY23 is not
recommended by town staff as the other partners have not agreed to funding and significant discussion
about how to address this request in an on‐going manner is needed.
Supporting projects underway
The town just completed the paving of Odie Street. Habitat’s HOME application was not fully funded for
their second mortgage program for new homes. Staff could investigate the need to fill that gap. There
are no known gaps for the East Village at Meadowlands project.
CASA has not yet applied for tax credits for the Collins Ridge project, so no immediate funding is needed
to support this project.
The Orange County Home Preservation Collation is a collaborative effort by a number of non‐profits and
for‐profit builders to make home repairs for income‐eligible households. This program has a significant
waiting list and would welcome one‐time or recurring support from Hillsborough. Staff would
recommend any local funds identified be allocated to these efforts during FY23. This is a well‐
organized, existing activity that provides a lot of benefit to the community.
Other efforts
This memo is written assuming that the board is interested in a ramp‐up approach to providing local
funding and therefore this first year’s amount would be relatively modest. The board can elect to fund
any of the requests that have been made at any level or defer making a decision around specific
requests, and instead determine a specific amount to dedicate to housing. If the latter, staff can come
back to the board with an update on which efforts our neighboring jurisdictions have decided to move
forward with and receive further direction from the town board on which requests to fund and at what
level.
Some of the efforts detailed in April do not require specific funding, just staff time. These are better
taken on in a concerted effort when a new staff person is identified to carry out housing activities in the
longer term. Also, it’s unclear whether the dedicated stream is in addition to current efforts or would
support the current efforts, too. If a desired amount for future years is identified during this year’s
budget process, staff will be able to have a more detailed plan available for next year.
Updated Partnership to End Homelessness Funding Request – FY23