FY16 Department
Director Work and
Performance Plan
PEGGY EAGAN, SOCIAL SERVICES
MECKLENBURG COUNTY GOVERNMENT
Key Initiative #1 - Continued Implementation of NCFAST
Description:
• Conversion of 86,000+ existing Medicaid and Work First benefit cases from State Legacy System into
NC FAST
Rationale:
• Effective October 20, 2014, the State of North Carolina began conversion of all existing Medicaid and
Work First benefit cases from Legacy systems into NC FAST
• This change is required based upon implementation of the Affordable Care Act Legislation
Completion Date:
• The expected completion date is May 2016.
Updates/Project Milestones:
Final Conversion of data and entry into NC FAST for all existing Medicaid and Work First benefit cases will
occur in May 2016.
Outcome/Measures:
% Medicaid and NCHC Processing Rate
Key Initiative #2 - Mailroom Operations
Description:
The project includes the hardware and software needed to enable workers to electronically access and launch
mail from any location with network access. This includes the hardware installation of mail equipment. The
proposed process will enable process and cost improvement by creating a transparent, quantifiable, and
controlled system.
The current DSS outgoing mail process is labor intensive, and lacks traceability. This results in high labor
costs, inability to track and optimize postage costs, and negatively impacts customer service and satisfaction
due to time delays.
Rationale:
DSS Economic Services generates approximately 275,000 pieces of mail per year
1. Labor Costs are high:
a. Each piece of mail requires a very manual process to print, fold, insert into envelop, address,
seal, post, and deliver to the USPS
b. The current process drives manual labor
i. Labor costs ≈ $300K (Based on time sampling)
2. Postal fees average >$100K / Year (ESD)
3. Current process lacks tracking and verification methods:
a. Tracking to verify documents are mailed
b. Verification mail is posted within required timeframes
c. Verification address is most current available in USPS database
d. Cost Tracking, Management and Optimization tools do not exist in current process
Client-centered documents have specific mail-out deadlines which are more likely to be met with the
completion of this project.
Completion Date:
The expected completion date of this project/initiative is January 2016 dependent upon avoidance of project
risks. The project is extended into FY16 as Enterprise Printing contract and delivery of High Volume Printer
has not been completed.
Updates/Project Milestones:
Hardware installation 8/2014 - Completed
Software Customization 9/2014 - Completed
Vendor and User Acceptance Testing 10/2014 - Completed
Training 11/2014 – Partially Completed
Implementation in Phases 12/2014 thru 1/2015 – Partially Completed
Enterprise Printer Installation – August 2015
Final Staff Training – September – December 2015
Project Completion – January 2016
Outcome/Measures:
Return on Investment figures will be based on the expected improvement in customer satisfaction, postage
costs and time savings. The calculation will compare base line data gather in 2013 – 2015; before and after
project.
Key Initiative #3 - 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 to serve residents more
effectively and efficiently. Focus will be on the following items:
•
Improving the health and well-being of Mecklenburg residents, especially people most in need of
support and assistance, emphasizing education and prevention and optimal human service delivery.
• Seeking more opportunities to involve and integrate Human Services Agency departments in
collaborative service delivery.
• Seek 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:
Timeline:
• August 2015 – July 2016: Ongoing meetings of the Implementation Leadership Team - all Human
Service Agency Department Directors.
• Fall 2015: Leadership Team meetings for plan development including new Assistant County Manager
• December 2015 – Spring 2016: Leadership Team and work team (as needed) meetings continue.
• Summer 2016: Implementation plan presented to County Manager and Executive Team.
Outcome/Measures:
Successful achievement of established updates and project milestones.
Key Initiative #4 - YFS Backlog
Description: Youth and Family Services (YFS) has had a long standing backlog of cases in which the
Divisional response is not timely as outlined by NC DHHS standards.
• YFS data shows a 46.5% increase in CPS reports processed over the last 10 years.
• YFS did not experience staffing increases to meet this service demand.
• Staff turnover has also impacted efficiency and effectiveness of completing case decisions within
mandated timeframes.
Rationale:
Completion of investigations within the 30 or 45 day state mandated timeframe continues to be a high priority
within YFS. The performance target for this measure is 55%. The percent of case decisions made within
mandated timeframe while showing signs of improvement in recent months is still in the “unsuccessful” range.
As a result, the YFS Backlog reduction will be carried forward to FY16. As of June 2015, the year to date
performance for YFS is 48%.
Completion Date:
The performance target of 55% will be achieved on June 30, 2016.
Updates/Project Milestones:
• Implementation of project Phase 1- October 2014--- COMPLETED
• Project Status Check- Weekly through YFS Operation Team, with bi-weekly reporting to ACM
Lancaster (October 2014-May 2015) COMPLETED
• Process and Staffing Change Proposal- Phase II- March 2015 Backlog Sustainability Plan, YFS
Staffing Model, DSS/YFS Staff Recruitment and Retention Study, FY16 Budget Request made
requesting 29 new staff. ALL COMPLETED
• Implementation of proposed changes- May 2015 IN PROCESS.
• DSS Child Welfare Consultation- An in-depth analysis and evaluation of service delivery of the Youth
and Family Services Division.
o December 2014 –Request for Proposals. COMPLETED.
o March 2015-Eckerd Youth Alternatives, Inc. was selected for the consultation engagement.
COMPLETED
o September 2015- Final report and recommendations will be presented to Department
Leadership. ON TARGET
o December 2015 - Action Plan will be developed in alignment with Department Strategic
Business Plan
o March 2016 - Implementation of the consultant action plan and recommendation of the
consultant’s report as resources allow
• Annie E. Casey Foundation engagement to support collaborative work with the Juvenile Court Judges
to improve permanency outcomes for children in custody.
o April 2015- Judge Payne/Annie E. Casey Foundation agreed to provide technical assistance and
support to Mecklenburg County Youth and Family Services. COMPLETED
o August/September 2015- Target date for onsite visit by Judge Payne. ON TARGET
o September-December 2015- Annie E Casey Foundation action plan will be developed
o January 2016- Implementation of Foundation action plan.
Outcome/Measures:
• 329 untimely cases to be closed (October 2014). COMPLETED
•
•
•
As of 5/8/15, the total number of backlogged cases was reduced to 177 cases. This represents a
backlog reduction.
As of 5/8/15, the oldest open investigation case was received on 1/16/15.
Timeliness expectations have been communicated to managers, supervisors and social workers.
Key Initiative #5 - Child Welfare Consultants – Eckerd Youth Alternatives & UNCC
Description: Youth and Family Services (YFS) did not achieve substantial conformity in all outcomes of the
federal Child and Family Services Review during Round 1 (March 26, 2001) and Round 2 (March 26, 2007).
In an effort to improve outcomes and improve practice, YFS has secured the services of both Eckerd Youth
Alternatives, a national child welfare consultant, and the University of North Carolina-Charlotte, to provide
Mecklenburg County with an in-depth analysis and evaluation of recruitment, retention and service delivery in
YFS. The analyses and evaluations will provide recommendations to improve child welfare staff recruitment
and retention, system efficiency and effectiveness, reduce risk, and improve the quality of services to and
outcomes for, the children and families of Mecklenburg County.
Rationale:
YFS strives to provide the best services possible to vulnerable children and families in Mecklenburg County.
Our mission is to keep children safe and strengthen families to encourage each to reach their greatest potential.
Completion Date:
The expected completion date of this initiative is July 2016.
Updates/Project Milestones:
• Child Welfare Consultationo December 2014 –Request for Proposals. COMPLETED.
o March 2015-Eckerd Youth Alternatives, Inc. was selected for the consultation engagement.
COMPLETED
o May 2015- Data file submitted to Eckerd COMPLETED
o May 2015 – Final report and recommendations from UNCC Recruitment and Retention study
COMPLETED
o May 2015-June 2016: Track any changes implemented as a result of the UNCC study, and
measure retention for some period.
o June 2015- Kick-off meeting ON TARGET
o September 2015- Final report and recommendations from Eckerd will be presented to
Department Leadership. Department will review recommendations.
o December 2015 - Action Plan will be developed in alignment with Department Strategic
Business Plan
o March 2016 - Implementation of the Action Plan and recommendations from consultants
reports as resources allow
o April 2016 – FY17 budget proposal will reflect any resources adjustments needed
Outcome/Measures:
The review will provide recommendations to improve system efficiency and effectiveness, reduce risk, and
improve the quality of services to and outcomes for, the children and families of Mecklenburg County.
This section will be updated once we get a better idea of the consultant’s recommendations.
Key Initiative #6 - Service Efficiency Collaboration Project with Charlotte Area Transit System (CATS)
Description:
To maximize operational and fiscal efficiencies and better serve transportation-disadvantaged residents
through collaborative relationship with Charlotte Area Transit System (CATS)
Rationale: DSS’ Mecklenburg Transportation System (MTS) continues to see reductions in revenue and a
subsequent diminished ability to provide human services transportation to Mecklenburg residents. By working
with CATS to identify service intersections and overlap, potential technology sharing and expansion of
revenue sources, we hope to better serve county residents with transportation needs.
Completion Date: TBD
Updates/Project Milestones:
• September 2015: Meeting with CATS operations personnel to outline potential areas for collaboration
(est.)
• September 2015 - June 2016: Ongoing meetings with CATS to meet new director and discuss sales tax
• September 2015 – June 2016: Review transportation system’s policy and procedures for efficiencies,
and make recommendations for program changes
• November 2015 – identify program alignment opportunities
• February 2016 – produce a list of shared service projects and potential costs
• May 2016 – future meetings with CATS to determine administrative framework (route sharing, billing,
payments)
Outcome/Measures:
•
•
•
CATS and MTS will have more closely integrated operations
Serve more residents at a reduced cost to local government
Potential metrics could include cost/trip, cost/mile, % increase in human service transit utilization, #
trips increase, expanded utilization of technology to access transportation alternatives, reduction in
allocated trip cost attributable to technology, etc.
Key Initiative #7 - Develop a Community Aging and Disability Services Collaborative
Description:
Through the expansion of collaborative working relationships within the aging and disability services
community toward the end of creating key stakeholders in the development of a community aging and
disability services action plan.
Rationale: The existing aging and disability services networks have no overarching strategic plan for serving
constituent populations in Mecklenburg. Development of a strategic plan would provide a more coherent
approach to addressing the needs of these populations as their numbers and challenges grow along with overall
population increase and demographic shifts.
Completion Date: TBD
Updates/Project Milestones:
• September 2015 - identify and establish group of key stakeholders and convene meeting to outline
steps for moving forward.
• May 2016 -present Aging and Disability Services Symposia
• June 2016 – Develop action Plan to continue collaborative work and inform DSS Strategic Plan
Outcome/Measures:
•
•
•
# of collaborative meetings
# of collaborative partners
# of symposia participants
Key Initiative #8 - Employment and Training for Food and Nutrition Services
Description: Employment and Training for Food and Nutrition Services (FNS)
Rationale: It is expected that the State’s ABAWD (Able-Bodied Adult Without Dependents) Waiver will end
in December 2015. In an effort to assist residents, in January 2016, Able-bodied FNS recipients without minor
children will be provided the opportunity to receive assistance in obtaining employment. The implementation
of an Employment and Training program for FNS customers will allow DSS, through collaboration with
community partners, to offer job readiness activities for these persons, thereby better enabling them to obtain
employment. In addition, providing Employment and Training activities also supports the County Board Chair’s
efforts to improve Charlotte’s economic mobility ranking.
Completion Date: June 2016
Updates/Project Milestones:
• Finalization of State/County Contract for FNS Employment and Training Services – August/Sept 2015
• Contract Amendment for participating Job Readiness Partners – September/October 2015
• Hiring of FNS E&T Job Readiness Coordinator – August/September 2015
• Termination of NC ABAWD Waiver – December 2015
• Quarterly Updates on client participation and employment outcomes
Outcome/Measures:
End of year reporting ONLY
• # of Employment and Training participants Referred
• # of Employment and Training participants who completed training
• % of Able-Bodied Adults without Dependents (ABAWD) employed
Key Initiative #9 - Improved Call Center Efficiency
Description: DSS will improve overall call handle efficiency and Customer experience when providing
service through its Customer Connections Call Center.
Rationale: Due to changes in NC State Medicaid transportation policy, scheduling of non-emergency
transportation requires a significant investment of staff time and resources, thereby impacting resources
available to assist customers calling with eligibility and other related needs. The creation of an independent
non-emergency transportation scheduling team will enable remaining Call Center staff to address eligibility
and other related calls in a more efficient manner, thereby improving overall customer satisfaction, while
reducing customer wait time and call abandonment.
Completion Date: September 2016
Updates/Project Milestones:
• Call Routing Structure Changes – September 2015
• Hiring and training of staff – September 2015
• Quarterly updates around customer wait time and call abandonment.
Outcome/Measures:
End of year reporting ONLY
• Customer Satisfaction Measures
• Decrease in wait time for non-Medicaid Transportation Calls
• Decrease in call abandonment for all calls
Key Initiative #10 - Kinship Care Initiative
Description: Making Connections – A Department Kinship Care Initiative
Rationale:
There are many young citizens in our community who are being taken care of - not by their biological parents
but by other family members. Sometimes these relationships are fostered by social services but many times
they are started out of crisis or disparate family struggles. No matter how formal or informal these placements
occur, Making Connections seeks to streamline access to DSS programs and services, community resources,
and other supports to ensure each kinship caretaker is prepared to navigate large systems such as courts,
schools and hospitals. This initiative will provide linkage for both Child Welfare Social Workers and the
customers they serve to ensure seamless service delivery is provided through an array of DSS and Community
programs and services.
Completion Date:
While the activity will be ongoing the initial offering of establishing a baseline of activities and inserting this
foundation into DSS services will be November 2016.
Updates/Project Milestones:
• Host quarterly (August, November, February, May) committee meetings with representation from
across DSS divisions to design, facilitate coordinate department efforts and sharing of resources
(Milestone: July 31, 2015)
• Ensure Child Welfare and Economic Services staff are trained to provide relevant information and
services to stabilize families in a seamless fashion (Milestone: December 31, 2015)
• Develop intervention strategies and tactics to assist clients when they have a need for supportive
services, in addition to information and referral services. This process could include support groups,
social work services or referrals to DSS’ Triple P practitioners for parenting services (Milestone:
December 31, 2015)
• Produce materials (brochures and fact sheets) for Kinship Caregivers and professionals (Milestone:
January 30, 2016)
• Create an interactive presence on the County’s external website (Milestone: January 30, 2016)
• Host a resource fair/conference for Kinship Caretakers and their supporters (Milestone: June 30, 2016)
Outcome/Measures:
End of year reporting ONLY
• Potential performance indicators are as follows:
o #/% of clients who apply for and receive TANF services to address the medical and resource
needs of the child(ren)
o #/% of clients who respond affirmatively that they received resources that addressed their
specific needs
o #/% of clients who access and utilize services, resources, and natural supports that are available
to address their needs
o #/% of clients who rate at least 75% of services as 4 or higher on a five point Likert scale
Key Initiative #11 - 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:
January 2016
Updates/Project Milestones:
August 2015: “Train-the-Facilitator” training
September 10, 2015: County Manager’s Strategic Planning Retreat
September – January 2016: Departments Draft Strategic Business plans
Outcome/Measures:
Successful completion of a 3-Year Strategic Business Plan for FY17-FY19