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67. Develop a process by which new initiatives may be vetted to determine the overall impact <br /> in relation to other actions that may have been taken. <br /> 71. Develop an enterprise approach with strong and sufficient support for all County <br /> departments and their operations. <br /> 73. Develop county definition of sustainable community. <br /> 74. Develop new logo and county image. <br /> 78. Develop uniform contracting and grant processes including monitoring. <br /> 86. Educate citizens and legislative representatives on tax issues and impacts. <br /> 91. Encourage the involvement of more citizens on county advisory boards. <br /> 92. Ensure all commissioners are informed of county business in a timely manner and that no <br /> significant county business is conducted by some commissioners without the knowledge of <br /> all commissioners. <br /> 94. Ensure public participation and transparency in Orange County government for all <br /> residents. <br /> 95. Ensure that all meetings have a timely published meeting notice and summaries, including <br /> all meetings involving some commissioners when County staff is involved. <br /> 96. Ensure that all residents are treated equitably and fairly. <br /> 100. Ensure that, when additional commissioner meetings are scheduled, all commissioners <br /> have an equal opportunity to be able to attend. <br /> 103. Establish a model or models for partnership with municipalities and other entities in <br /> developing and operating parks and providing recreation services. <br /> 109. Evaluate the public value provided by boards, commissions, task forces and workgroups to <br /> identify opportunities for reducing staff time and resources required. <br /> 110. Examine ways to increase operational efficiencies of advisory committees without <br /> compromising citizen access to government. <br /> 111. Examine what Orange County will look like twenty years from now. <br /> 117. Explore ways of making the most effective and efficient use of resources through an <br /> enterprise or other alternative budgeting approach. <br /> 124. Get citizens more engaged in county activities and initiatives. <br /> 125. Get UNC to become a signatory to the I nterlocal Agreement for Solid Waste Management. <br /> 126. Greene Tract decision points. <br /> 131. Identify core county functions. <br /> 134. Identify where State legislature may be headed with counties and roads. <br /> 139. Improve countywide coordination of information shared with the public (to avoid potential <br /> conflicting messages from individual departments). <br /> 143. Improve the public's understanding of the multitude of county services provided by their tax <br /> dollars through a common look and feel, e.g., web and printed materials, "branding." <br /> 150. Increase residents' access to and awareness of county services. <br /> 158. Institute public information program. <br /> 160. Keep residents better apprised of county government activities and solicit their feedback. <br /> 161. Lessen the tax burden on homeowners. <br /> 178. New role for HSAC in outside agency allocations. <br /> 180. Partner with municipalities, the region, and the state to address climate change concerns <br /> at the local level. <br /> 181. Partner with other governments and organizations to create environmental educational <br /> facilities and programs for all ages. <br /> 182. Partner with the Town of Hillsborough to establish a wireless network to help promote <br /> economic development in downtown Hillsborough - the county could provide wireless from <br /> county-owned buildings in downtown and technical assistance. <br /> 187. Prepare for new BOCC members <br />