Orange County NC Website
47 <br /> Chair Hamilton noted she had petitioned for a strategic communications advisory group to provide <br /> ongoing feedback to community relations about how residents receive information and what works for <br /> them. She saw this as addressing a gap, having served on the strategic communications work group for <br /> two years when it was just commissioners and the communications director,which she felt was ineffective <br /> for obtaining community input. She emphasized any advisory group would be advisory only, providing <br /> input rather than creating policy,and could help address challenges like low listening session turnout while <br /> creating community ambassadors. <br /> Commissioner Portie-Ascott asked about events mentioned under engagement tools. <br /> Wil Glenn explained these included both community events outside county government and <br /> county department events,noting they were trying to embed the Orange County roadshow within existing <br /> events rather than creating standalone events, going to people instead of expecting them to come to the <br /> county. <br /> Commissioner Carter suggested commissioners might participate in listening sessions on a <br /> rotating basis as open dialogues where residents could sign up in advance for topic-specific discussions. <br /> This could boost participation and provide regular community connection opportunities. She also <br /> supported project-based stakeholder groups for targeting specific initiatives with focused communication <br /> strategies. <br /> Commissioner Bedford agreed with project-based approaches, citing examples like the tax work <br /> group's strategic social media timing around key decisions. She suggested piloting listening sessions but <br /> noted the need to be careful about campaigning versus listening on behalf of the board, referencing <br /> Chapel Hill-Carrboro Schools' PTA council-sponsored offsite meetings with specific parameters. She <br /> preferred not to create another advisory board and was more interested in staff recommendations in the <br /> June report. She also noted recent successful crisis communications during events like winter storms, <br /> emphasizing staff's role in handling press and follow-up coordination.She observed that residents typically <br /> don't care about government activities until they need information when something affects them directly. <br /> Commissioner Portie-Ascott supported providing access to commissioners for community <br /> members who might not typically reach out or attend meetings, particularly given the need to rebuild trust <br /> after the revaluation issues.She wanted to be available at community events to hear concerns before they <br /> escalate to formal complaint levels. <br /> Vice-Chair Fowler appreciated multiple information-gathering approaches and supported going <br /> out to meet people rather than expecting them to come to meetings. She noted most people don't care <br /> until issues directly impact them and suggested the Board meeting was the appropriate forum for public <br /> input. She was hesitant about regular commissioner listening sessions if attendance would be poor, and <br /> didn't support creating another advisory group. <br /> Commissioner Greene liked all the ideas presented by staff but agreed against creating a new work <br /> group or standing committee. <br /> Commissioner McKee related the challenge to sensory overload, noting people have lives to live <br /> and generally only engage when government imposes on them too much,with the county providing ways <br /> for them to communicate when needed. <br /> Chair Hamilton said she is hearing a consensus for ongoing community listening sessions, project- <br /> based stakeholder groups, and periodic updates in the form of information items. <br /> Commissioner Carter said it would be nice to receive quarterly updates. <br /> The Board reached consensus on receiving quarterly updates and holding project-based <br /> stakeholder groups. <br /> The Board continued discussing commissioner involvement in listening sessions. <br /> Commissioner Carter proposed listening sessions tied to projects or topics as a pilot, <br /> acknowledging the trust deficit requiring commissioner time investment balanced against staff time. She <br /> saw value in commissioners receiving direct community input they might not get otherwise. <br />