Agenda - 12-01-1987 - Laserfiche WebLink

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first attempt to solve the short-term problems through discussions between the municipalities and neighboring water providers. This is going on now, and is called maintaining the "status quo." The County is not greatly involved, other than attempting to define service boundaries, and the current water providers prefer it that way. There are of course "turf" boundaries, which the committee is calling "political difficulties," and it should also be recognized that selling water can be a profitable business and a tax revenue not easily relinquished. As of yet the current water and sewer providers have not shown a willingness to cooperate and compromise with the County. This short sightedness will change as it becomes increasingly difficult to provide quality service, as well as appropriate quantities, to the residents of the County. The County will become the central figure in the planning and distribution of water and sewerage. As the current providers become more willing to compromise, the strategy will evolve slowly into eventually a County-wide Authority, with the County being the central partner. Realizing this, the County should prepare now and work to bring the governing bodies together in a joint planning effort. This involves much more than a Long Range Water Strategy Committee. In an October 29, 1987 recommendation on a County Water and Sewer Department, Currie, Insko, and Sheffield described the need for this County agency to bring the various jurisdictions together to find mutual agreement. This "department" should start on a smaller scale. It should begin with a Board appointed by the County Commissioners with one member each from Carrboro, Chapel Hill, Efland and Hillsborough and one from the OAWS area. There would be two "at-large" county seats. The members should of course be responsive to the provider that they represent, and the Commissioners should choose the members with the input of the providers. It should be appropriately staffed and placed in the Planning Department. It should be clear that this staff is solely responsible for the advancement (the evolution) of a County-wide plan, and of course is attentive to the appointed Board. This first step for the County would be inexpensive to the taxpayers, and would again demonstrate the County's commitment to quality water for its citizens. This new Board, with its connection to the Planning Department, should do just that: plan.. It should interact closely with the current water providers gaining cooperation and compromise. The Board should direct itself to find answers for the long range water problems as well as the details necessary to finance and maintain a unified County strategy in the form of a County-wide Authority through the joint cooperation of the existing providers. As the management strategy becomes clearer as to what the current providers are willing to give and what benefits they will 17