Agenda - 02-15-2011 - 7d - Laserfiche WebLink

Browse Search

took place between November 2007 and December 2010. During this time, the addressing function operated with minimal resources and worked to correct addressing errors without the aid of an ordinance to enforce required changes. In December 2010, two additional staff were consolidated into the Information Technologies' GIS division providing the resources necessary to manage the addressing function and revive development of an addressing ordinance. On January 3, 2011, the addressing function was effectively transitioned to GIS. Since that time, GIS staff has worked intensely to: a) comprehend the addressing model, b) learn the software and procedures necessary for the technical maintenance of addressing, and c) build relationships with the County's other addressing agencies and customers, including the towns. The GIS Manager is also working closely with Orange County legal staff to review and revise the draft ordinance that originated in 2007. An Addressing Ordinance Status Update is attached and includes a projected timeline for ordinance development and implementation. FINANCIAL IMPACT: There is no financial impact for the board to receive this report. Costs associated with implementing and maintaining an addressing ordinance will be developed as part of the implementation plan of the ordinance. RECOMMENDATION(S): The Manager recommends the Board proceed as follows: Recognizing the critical impacts that ineffective addressing systems can have upon a multitude of public and private service delivery functions, and understanding this is a multi jurisdictional issue involving all local governments, and assuming the County is best suited to implement corrective efforts, the Manager recommends the Board authorize the following: 1) Using the identified tasks as the basis to move forward, staff initiate contact with the towns and the postal service to ensure previously identified corrections are comprehensive; 2) Staff provide a draft ordinance as discussed and share that document with town staffs, seeking input and concurrence before bringing it forward for Board consideration; 3) Budgetary issues associated with completing the project be identified and presented to the Board for action; 4) An outreach program to those individuals affected by the pending corrections be initiated once appropriate steps and solutions are identified; and 5) Staff provide a quarterly update via Manager's Memos with regard to progress made, with recognition that each town and post office involved will directly impact the progress to be made. Summary: As this issue moves forward, various options may be considered to "ease" the implementation process toward a positive corrective outcome. However, ultimately some enforcement measures may be required to fully implement an effective system countywide.