FY2016
Executive Management
Work Plan
LESLIE JOHNSON,
ASSISTANT COUNTY MANAGER
MECKLENBURG COUNTY GOVERNMENT
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Leslie Johnson
Assistant County Manager
FY2016 Work Plan
Economic Development Policy & Plan
Description:
Develop an economic development policy that describes the County’s role and identifies the Board
of County Commissioners’ goals and strategies for attracting new businesses, supporting existing
businesses and promoting tourism
Rationale:
Mecklenburg County enjoys a robust and growing economy that is one of the strongest in the
nation. It has accomplished this through partnerships with key organizations such as the Charlotte
Chamber of Commerce, Charlotte Regional Partnership, Charlotte Regional Visitors Authority,
Center City Partners, and Lake Norman Regional Economic Development Corporation. The seven
communities that comprise Mecklenburg County also have played key roles by providing a high
quality range of lifestyle and economic opportunities. Although the County has had much success
in its economic development efforts, it does not currently have an Economic Development Policy.
The County has a vision of continuing and enhancing this strong economy by strengthening its
position as a “world-class” community that has national and global competitiveness; stimulates
business vitality, and enhances quality of life in communities and neighborhoods
Timeline:
Updates/
Project Milestones:
This is a multi-year project; the following tasks will be completed by June 2016.
 The BOCC had an Economic Development Planning Retreat. (FY14)
 The Board’s Economic Development Committee approved a framework for the County’s
economic development policy which included areas of focus and guiding principles (FY15)
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Outcome/
Measures:
Catalogue existing programs and revise guidelines and eligibility criteria as necessary per
the Board’s Economic Development Committee’s direction
Identify gaps and/or unmet needs for small business development and entrepreneurship,
business retention and expansion, and workforce development; research best practice
programs; and present recommendations to the Board’s Economic Development Committee
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Draft an Economic Development Policy that includes strategies aligned to the proposed
program recommendations and present to the Board’s Economic Development Committee
and full Board
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Effectively direct/oversee the Economic Development Director’s successful
accomplishment of established milestones
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Public Recreation Amenities
Description:
Increase access to public recreation amenities from 15.47% of the population to over 16% with
strategies that include opening new facilities in current gap areas, acquiring land for future parks
and expanding greenway miles.
Rationale:
Research has shown that access is key to the myriad health and social benefits of parks.
For instance, living close to parks and recreation facilities is consistently related to higher physical
activity levels for both adults and youth. One study showed children living within 1/2 mile of park
or playground are 5 times more likely be a healthy weight, rather than overweight, as compared to
children who didn’t have a park nearby. Another 3-year study concluded children have a much
better chance of avoiding the obesity epidemic if they live in neighborhoods where they can safely
bike, walk and have access to parks.
A detailed analysis by GIS in 2014 found that 15.47% of county residents can walk to a public
recreational amenity within 10 minutes or ¼ mile. This was an actual walk to/walk time analysis
which took into account barriers (such as highways, etc.) and the actual physical entrances to
recreational sites. Parklands currently undeveloped with no amenities were excluded from the
analysis, as were golf courses. It included all developed parks and nature preserves as well as all
greenways accesses.
Timeline:
Updates/
Project Milestones:
Outcome/
Measures:
This a multi-year project; the following projects will be completed by June 2016.
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Capital Projects
o Berewick Park
o First Ward Park
o Flat Branch Nature Preserve
o Reid Neighborhood Park
o Hampton Place Connector on Clarks Creek Greenway
o Wesley Heights Greenway
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Outdoor Fit Zone Installations (ongoing)
Land Acquisitions for future parks, greenways, and nature preserves in gap areas (ongoing)
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Effective executive oversight to ensure Park & Recreation’s successful
accomplishments of established milestones
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Stream Restoration Projects
Description:
Restore approximately 2.5 miles of McDowell Creek between Birkdale Golf Course & Gilead Road
and approximately 2.4 miles of Stewart Creek from I-85 to Tuckaseegee Road
Rationale:
McDowell Creek
This project is one of many in McDowell Creek that is part of Storm Water Service’s strategic,
watershed approach to reduce sediments and pollutants, as well as restore the biological integrity
in the creek. The project is estimated to remove 2,400 tons of sediment from washing into
McDowell Creek. McDowell Creek flows into Mountain Island Lake, Charlotte-Mecklenburg’s
primary drinking water source. Rapid growth in Cornelius and Huntersville has increased water
pollution and sedimentation from stream bank erosion. NC Division of Water Quality has labeled
McDowell Creek as impaired due to the lack of biological diversity.
Stewart Creek
This project will reduce sediments and pollutants, as well as restore the biological integrity in the
creek. The project will not reduce flooding, floodplains are meant to flood.
Timeline:
This a multi-year project; the following tasks will be completed by June 2016.
Updates/
Project Milestones:
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Public Outreach
Easement Acquisition Phase
Design Phase
Construction Phase
Outcome/
Measures:
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Effective executive oversight to ensure Land Use & Environmental Services’
successful accomplishments of established milestones
RetroFIT Pilot
Description:
Implement the RetroFIT (Floodproofing ● Improvements ● Together) program
Rationale:
Many of the 4,000 flood-prone structures located in the regulated floodplains do not qualify for a
FEMA (Federal Emergency Management Agency) grant to make their dwellings more resilient to
flood damage. The RetroFIT Program is intended to provide financial and technical assistance to
flood-prone property owners that do not qualify for FEMA grants.
Timeline:
This a multi-year project; the following tasks will be completed by June 2016.
Updates/
Project Milestones:
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Draft RetroFIT program policy and present to Board of County Commissioners
Develop Program Guidelines
1st Grant Cycle Application & Approval
Outcome/
Measures:
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Effective executive oversight to ensure Land Use & Environmental Services’
successful accomplishments of established milestones
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Compost Central Relocation
Description:
Complete relocation of Compost Central and initiate daily operations at the site.
Rationale:
Compost Central is currently located at 5631 West Boulevard in Charlotte. The property is directly
south of Charlotte-Douglas International Airport (CDIA) on roughly 60 acres of property owned
by the City of Charlotte. The County has operated Compost Central at this location since 1992
under a land lease agreement with the City. Compost Central is the Mecklenburg County’s primary
yard waste management facility and is the County’s only composting center, producing a compost
product for sale from the yard waste received.
In a letter dated March 11, 2013, Charlotte Douglas International Airport informed LUESA’s
(Land Use & Environmental Services Agency’s) Solid Waste of its intention to build a new
12,000-foot runway at the airport that would extend into the parcel leased by the County,
essentially bisecting the parcel. CDIA staff further indicated their expectation that County would
need to vacate the parcel in the spring of 2015, though no firm date was given. Subsequently,
CDIA has verbally communicated to LUESA Solid Waste that the runway project is advancing
slower than first anticipated and that it is possible for the County operations to remain there until
the spring of 2016.
Timeline:
This a multi-year project; the following tasks will be completed by April 2016.
Updates/
Project Milestones:
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Land Acquisition (FY14)
Site Design (FY15)
Construction
Open New Facility
Community Informational Meetings (ongoing)
Outcome/
Measures:
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Effective executive oversight to ensure Land Use & Environmental Services’
successful accomplishments of established milestones
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Code Enforcement Service Improvements
Description:
Mecklenburg County and the City of Charlotte are working collaboratively to implement
recommendations from the Gartner Study the Building Development Commission’s special
committee
Rationale:
In August 2014, the City/County contracted with Gartner, Inc. to conduct an independent review
of Permitting, Inspection and Plan Review processes. Gartner completed an initial assessment and
provided seven (7) priorities/recommendations for moving forward:
1)
2)
3)
4)
5)
6)
7)
Establish Unified Development Services Governance and Supporting Sub-Committees
Improve Customer Alignment
Improve Culture and Foster Partnership
Implement Immediate Process and Technology Improvements
Develop Future Services Delivery Models
Establish Long-Term Permitting and Plan Review Application Strategy and Implement
Establish an Optimization Process Leveraging Enhanced Metrics
Concurrent with the Gartner study/review, the Building Development Commission established a
special committee to address concerns raised (sent via letter to the County Manager) by the
Real Estate & Building Industry Coalition (REBIC), the Greater Charlotte Apartment Association
and the Charlotte Chamber of Commerce.
The committee, comprised of architects, engineers and trades/association representatives, outlined
19 recommendations. These recommendations align to Gartner’s priority areas of focus and are
integrated into the overall project management plan.
Timeline:
The project timeline for completion of all tasks/subtasks is three years (CY2015 – 2017).
However, by leveraging Gartner for assistance in some of the items the most of the efforts are
projected to be completed in two years. City/County staff are working on Priorities 1-4 (see above);
Gartner has been contracted to assist with Priorities 5 & 6. Priority 7 will be initiated once the
new service delivery model has been developed.
The following tasks will be completed by June 2016.
Updates/
Project Milestones:
Governance
• Research best practices/existing intergovernmental structures
• Define roles and responsibilities, decision authority, escalation paths, communication
channels of governing body
• Develop charters and/or interlocal agreement
• Examine roles of advisory groups to determine optimal model for ongoing industry input
• Elected Official Input at Key Decision Points
Customer Alignment & Culture
• Define a unified City/County customer service vision and approach
• Rollout Customer Service Center operation
• Pilot test virtual colocation model
Process & Technology Improvements
• Restructure staff to create a Mega Team, an inspection team dedicated to large commercial
and multi-family projects
• Upgrade software, thereby allowing industry identified process enhancements
Outcome/
Measures:
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Effectively serve as co-lead and partner in overseeing implementation of City/County
actions to improve service delivery systems
Successful accomplishment of established milestones
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Veterans Hiring and Apprenticeship Pilot Program
Description:
Create a targeted recruitment and apprenticeship program for qualified veterans to fill available
vacancies in Code Enforcement.
Rationale:
The candidate pool for filling available vacancies in Code Enforcement has been significantly
impacted by the booming construction industry. Code Enforcement, in collaboration with County
Human Resources, has been working on numerous strategies to enhance recruitment; however, the
efforts to date have had minimal impact to the average daily vacancy rate of approximately 10
building code inspector positions.
Given the availability of experienced veterans in the Mecklenburg County region,
Code Enforcement has been working with the County’s Veteran Services Division to design a
program to offer apprenticeships to veterans with experience in the construction trades as well as
direct recruitment of qualified veterans. This pilot is aimed at meeting current staffing needs as
well as prepares potential employees for future staffing.
Timeline:
Project to be completed by January 2016.
Updates/
Project Milestones:
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Review existing veteran database for potential prospects
Develop apprenticeship program curriculum in collaboration with key business partners
Present pilot program design to County Manager and Board of County Commissioners
Initiate Recruitment Drive and Apprenticeship Sign-Ups
Outcome/
Measures:
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Effective executive oversight to ensure Land Use & Environmental Services’
successful accomplishments of established milestones
Strategic Business Planning
Description:
Institutionalize a process for creating a multi-year strategic plan that will incorporate department
initiatives (including those aligned to Mecklenburg Livable Communities Plan) to corporate goals,
identifies upcoming business imperatives and links to the budget process
Rationale:
Strategic business planning is essential to outlining goals, strategies and measures that are priority
for the organization and will serve as the guiding document for budgeting. Although some
departments regular develop strategic plans, there is no consistency throughout the organization.
Timeline:
This a multi-year project; the following tasks and deliverables will be completed by February 2016.
Updates/
Project Milestones:
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Developed a Conceptual Framework & Implementation Plan (FY15)
Strategic Planning Kick-off with Department Directors (FY15)
Train-the-Facilitators Trainings
Top Department Priorities (to include Board of County Commissioners engagement)
Three-Year Department Business Plans
Board of County Commissioners Annual Retreat – Overview of Department Business Plans
Outcome/
Measures:
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Effectively direct/oversee Planning & Evaluation Manager’s successful accomplishment of
established milestones
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Community Leadership
Organization
Role
Centralina Economic Development Commission
Board of Directors
Envision Charlotte
Board of Directors
University City Partners
Board of Directors, Ex Officio
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