FY2016
Deputy County Manager/Chief of Staff
Work and Performance Plan
CHRIS PEEK
MECKLENBURG COUNTY GOVERNMENT
Key Initiative #1
Health and Human Services
Integrated Service Delivery Project
Description:
Provide executive direction and project leadership.
Rationale:
Providing human services is a core function of Mecklenburg County government. Numerous
residents receive services from more than one human service department. There are many
collaborations within the Human Services Agency, however these have occurred at the program
or service level. This project will take a broader look at how the County’s Human Services
Agency can be organized and integrated to serve residents more effectively and efficiently.
Focus will be on the following items:
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Improving the health and well-being of Mecklenburg residents, especially people most in
need of support and assistance, emphasizing education, prevention and optimal human
service delivery.
Seeking more opportunities to involve and integrate Human Services Agency departments
in collaborative service delivery.
Seeking to establish an integrated customer interface to improve both the customer
experience as well as the outcome of the services provided.
Completion Date:
This is a multi-year plan with the completion date yet to be determined.
Updates/Project
Milestones:
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Outcome/Measures:
August 2015 – July 2016: Ongoing meetings of the Implementation Leadership Team - all
Human Service Agency Department Directors.
Fall 2015: Implementation Leadership Team retreat for plan development including new
Assistant County Manager
December 2015: Re-engage Work Team
November 2014 – Spring 2015: Implementation Leadership Team and Work Team
meetings continue.
Summer 2016: Implementation plan presented to County Manager and Executive Team.
Successful achievement of established updates and project milestones.
Key Initiative #2
Bringing Mecklenburg County to You
Description:
“Bringing Mecklenburg County to You” Master Plan Project Implementation
Rationale:
The first phase of the “Bringing Mecklenburg County to You” program includes several key
projects which support the Manager and Board’s strategic agenda. These projects include:
1. The relocation of LUESA from the Hal Marshall Center to Suttle Avenue, which will
improve the experience for customers and employees while additionally supporting the
redevelopment of the North Tryon corridor.
2. The relocation of MEDIC from over-utilized, leased facilities to a permanent
home. This involves the adaptive re-use of a warehouse and distribution facility
central to their service area.
3. The balance of Valerie C. Woodard will be renovated, providing a home for the
remaining staff from the Hal Marshall Center, the Tax Assessor and Tax Collector
offices, and some functions of the consolidated Health and Human Services Agency.
Some renovation will occur to support the work of creating new Community Resource
Centers.
4. Phase I of the work within the Government District will be initiated, with the
relocation of a consolidated Finance Department as a focus along with renovations to
and use of underutilized spaces.
Completion Date:
Multi-year Project
Updates/Project
Milestones:
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Outcome/Measures:
The total budget for the first phase of this program is $165,878,000. This budget covers
the four projects listed, some of which will run into FY17. As the specs for these projects
continue to be developed and finalized, staff are managing to this budgeted total as was
approved in the FY16 CIP.
March 2016: LUESA Relocation: Construction – 100% complete
June 30, 2016: MEDIC Relocation: Construction – 20% complete
June 30, 2016: Woodard Renovation: Construction – 40% complete
June 30, 2016: Phase I Government District Construction – 30% complete
Successful achievement of established updates and project milestones.
Key Initiative #3
Human Resources Recruitment Reinvention
Description:
Refine and improve recruitment processes to improve the customer experience of both staff and
applicants; create and offer educational/training opportunities for managers/supervisors and
front line staff; identify opportunities for improved communication.
Rationale:
The County has experienced a significant increase in hiring new employees over the past
several years and internal business processes continue to evolve, which has increased the
complexity of the recruitment process. For instance: the hiring of 10 month employees, various
benefit packages based on hours worked, the PSO reduction-in-force and other variables have
increased the team’s workload. Concurrently, the recruiting team has only two employees (out
of 7) that have been in Recruitment for more than one year. These combined factors have made
it challenging for the recruiters to be as responsive to the competing demands that applicants
and staff place upon them. Process refinement and improvement is essential to improving the
workflow of the team.
Completion Date:
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Updates/Project
Milestones:
July 2015: Completion of agreed upon phase I strategies/actions
Fall 2015: Implement a number of key technology solutions in PeopleSoft including
creating a centralized way for hiring managers to submit hiring requests, creating a key
word search to more quickly identify applicants who meet minimum qualifications, create a
grid to view screening criteria for selected applicants and create an automated applicant
status portal that updates where the applicant is in the process (ex. applied to routed).
Spring 2016: Design and implement second round of system improvements including a
dash board for hiring managers to review (for real time updates) and eliminating or
significantly automating the PAR process. In addition, utilize efficiencies gained from
process improvements outlined above in Fall 2015 to identify strategies that will allow
recruiters to be more proactive in applicant sourcing and to identify strategies for
addressing hard to fill positions.
Project plan should address recommended timeframes and actions to address the following:
• Develop/execute County-wide manager/supervisor interview training
• Develop/execute County-wide training for interview preparation, including resume writing
• Develop a strategy for sourcing potential applicants
• Develop strategies for addressing hard to fill positions
• Develop strategies for elimination of paper processes (ex. PARs)
• Develop strategies for improving the applicant experience throughout the recruiting process
Outcome/Measures: Successful achievement of established updates and project milestones.
Key Initiative #4
Medical Examiner Service Enhancement:
24/7 Death Investigations
Description:
Continue progression of the office toward 24/7 coverage with full-time trained death
investigators. Increase scene visits.
Rationale:
This initiative began in 2015 with the addition of a full-time investigator to cover the office
Monday through Friday from 10:30 pm to 6:30 am. This has allowed for full-time, in-office
coverage by a single investigator during the evening and overnight hours of the regular work
week. The office has been successful in responding to more death scenes and offering better
service to the public and law enforcement by having these full-time staff available, rather than
part-time staff who work from home and have been unavailable to attend scenes. Coverage for
weekend hours and vacation/illness of full-time staff has still been provided by part-time staff.
The entire State ME system continues to undergo updating with new legislation under
consideration at this time. It is expected that this legislation will require more scene visits by
death investigators to address the deficiencies and errors in the current system. Having full-time
staff in the office also allows for reduction of certain risks identified by internal audit.
Completion Date:
Filling of new investigator positions authorized by the County Manager’s proposed budget for
2016 (if approved by the BOCC) is expected to be completed by December 2015. Complete 24/7
coverage by full-time staff cannot be achieved with the current staff. This is an ongoing initiative
that will continue into FY17. Please see updates/milestones.
Updates/Project
Milestones:
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July 2015: Post Lead Investigator position
July – August 2015: Interview Lead Investigator
September 2015: Hire Lead Investigator/start work
September – October 2015: Training for Lead Investigator
Post ME Investigator position: August 2015
Interview ME investigator: September 2015
Hire ME Investigator: October 2015
Training ME Investigator October through December
New staff fully trained and working assigned shifts by end of December 2015
Elimination of limited part-time positions by January 2016
Outcome/Measures: Successful achievement of established updates and project milestones.
Key Initiative #5
Communications Plan Implementation: Social Media Engagement
Description:
Rationale:
Completion Date:
Updates/Project
Milestones:
Mecklenburg County’s social media channels will provide proactive communication of
timely and relevant information about the programs, services and results that
Mecklenburg County offers to the community.
• In June 2014, the Mecklenburg County Social Media Policy was implemented
to centrally manage content on all official County social media sites for all
County departments (except the Sheriff’s Office). Centrally managing these site
decreases repetition and increases the number of followers, likes and users for
County social media accounts, as well as the number of viewers reached by
posting videos on those sites.
In 2015, the County Manager’s Office approved the Social Media Strategy which will
help further provide direction and growth for this important channel of information.
The Public Information Department’s mission is “To Tell Mecklenburg County’s
Story” externally and internally to our stakeholders. Social media sites such as
Facebook, Twitter, Flickr, Instagram, NextDoor and YouTube offer tools to improve
two-way communication between the government and the public, which allows local
government to reach populations that may not consume traditional media. This
technology allows the County to continue building new relationships and further
enhances our ability to interact with citizens. Social media increases transparency,
eliminates communication barriers and promotes frequent and targeted dialogue.
June 2016
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Implement an employee addendum to the Mecklenburg County Social Media
Policy to help guide employee use of social media sites.
Implement the approved Social Media Strategy, including employee social media
guidelines
Track outputs and user data through Google Analytics
Implement and improve employee social media use
Develop a Facebook advertising policy and process for County-wide use and
process for payment
Outcome/Measures: Successful achievement of established updates and project milestones.
Key Initiative #6
Fleet Maintenance Review/Request for Proposal
Description:
Prepare RFI/RFP for Fleet Maintenance Services
Rationale:
Expiration of the Fleet Maintenance Agreement with the City of Charlotte provides a
good opportunity to test the market and determine if the current strategy of utilizing
City services provides the best value for the future.
Completion Date:
Updates/Project
Milestones:
June 30, 2016
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October 1, 2015: Issue RFP
November 2, 2015: Bidder Proposals due
November 30, 2015: Vendor Selected
January 18, 2016: Contract Executed
Outcome/Measures: Successful achievement of established updates and project milestones.
Key Initiative #7
Succession Planning & Leadership Development
Description:
Rationale:
Completion Date:
Updates/Project
Milestones:
To build upon the foundation laid in FY15 in continuing to focus on the development
of leaders and talent in the organizations via formal classes offered,
networking/informal sessions and the rollout of succession planning across the
county.
In FY15, the county had two departments (Park & Recreation and Finance) go
through a formal succession planning process and additionally spent much time and
resources focusing on providing more opportunities to grow leaders from within.
Two new classes were created: Supervising for Success and Preparing for
Supervision. Additionally, we launched a leadership breakfast series to engage
leaders in the organization on a quarterly basis and offer both training and networking
opportunities. In FY16, we will continue to focus on developing competent leaders at
all levels within the organization.
Multi-Year
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Summer 2015: Update to the County Manager on pilot departments and
identify departments for succession planning in FY16
Fall 2015: Begin new programs– Preparing 4 Supervision and Administrative
Professional Certification
Winter 2016: Make recommendations to the tuition assistance policy to better
align with organizational needs and goals
Winter 2016: Make recommendations on a new strategy for computer soft
skills training
Spring 2016: Make recommendations on new Leading 4 Success program to
further develop our current leaders
June 2016: Implement succession planning in 6 departments
Outcome/Measures: Successful achievement of established updates and project milestones.
Key Initiative #8
3-Year Department Strategic Business Plan (FY17-FY19)
Description:
Create a 3-Year department strategic business plan that incorporates department
initiatives (including those aligned to Mecklenburg Livable Communities Plan),
identifies upcoming business imperatives and links initiatives to the budget process.
Rationale:
Department strategic business planning is essential to outlining departmental goals,
strategies and measures that will serve as the guiding document for budgeting from
FY17-FY19.
Completion Date:
Updates/Project
Milestones:
January 2016
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August 2015: “Train-the-Facilitator” training
September 10, 2015: County Manger’s Strategic Planning Retreat
September – January 2016: Departments Draft Strategic Business plans
Outcome/Measures: Successful achievement of established updates and project milestones.