MECKLENBURG COUNTY GOVERNMENT

Key Initiative #1 - Integration of Substance Abuse Services into
Community Support Services Department
Description: On July 1, 2015 Substance Abuse Services provided in the jail and shelters will transition from the Provider Services Organization (PSO) to the Community Support Services Department. Services to the public will be maintained and/or enhanced while the staff are acclimated to their new co-workers and leadership team.
Rationale: In order to optimize service delivery Mecklenburg County is reorganizing the services currently administered by the Provider Services Organization and dissolving the PSO as a County Department.
Completion Date: It is anticipated that services will be transferred at the start of the fiscal year. Full integration of the staff and development of updated performance measures and policies will be complete by the end of FY 16.
Updates/Project Milestones:
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Review the integration plan monthly with the Women’s Commission Division Director.
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Programmatic priorities, policies and procedures are reviewed and amended by April 2016.
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New performance indicators are developed (as needed) by May 2016 for FY 17.
Outcome/Measures:
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Successful achievement of established milestones
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Service delivery to clients is maintained without disruptions
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CSS maintains high Employee Climate Survey results

Key Initiative #2 - Drive System Change from Coordinated Assessment
Description: Continue to monitor and adjust the Coordinated Assessment (CA) model for homeless individuals and families and those at-risk of homelessness (in accordance with HUD priorities) in order to connect homeless persons to housing resources as efficiently as possible.
Rationale: Coordinated assessment was implemented in May 2014 to improve access to shelter, housing and critical services for homeless persons by standardizing and unifying the intake process. It is anticipated that the
Corporation for Supportive Housing will conduct an evaluation of CA between July and December 2015, and make recommendations to further streamline the process by which homeless individuals and families are housed. Changes to the CA process will likely be made as a result of that evaluation. Also, as a result of enhancements to database administration and the addition of a position dedicated to homeless and affordable housing research in FY 15, it is anticipated that more reliable data will be available in FY 16 to guide prioritization of scarce housing resources.
Completion Date: On-going monitoring and refinement will continue through FY 16 and beyond.
Updates/Project Milestones:
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Oversee continued implementation of Coordinated Assessment, including decisions about which assessment tools to use, whether to widen the CA portal to include “near-homeless”, and whether to expand Diversion efforts.
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Review the project implementation plan monthly with the Homeless Services Division Director and the
Management Coordinator (who serves on the CA Oversight Committee).
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Collaborate with non-profit agencies and the City of Charlotte to ensure effective implementation
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Review data from the Homeless Management Information System and other sources to understand progress and trends.
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Communicate regularly with the County Manager’s Office, the Board of County Commissioners and
• the public on the status of the project.
Recommend redeployment of housing subsidy dollars and supportive services funds, as needed based on data and CA Oversight analysis.
Outcome/Measures:
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Successful achievement of established milestones.
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# assessments, diversions, and persons/families housed
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Broader adoption of the “housing first” philosophy by providers who receive HUD and/or County funds.

Key Initiative #3 - Housing Stability Public /Private Partnerships
Description: Beginning in FY 14 the Community Support Services Department has collaborated with the City of
Charlotte, Charlotte Housing Authority and the Foundation for the Carolinas to coordinate a funding process for supportive housing development, housing stability supportive services and subsidies. The county’s role ensures the longterm stability of formerly homeless persons (now in permanent housing) by providing contracted counseling and case management to address underlying problems of mental illness, addiction, chronic health conditions and a history with criminal justice. The process includes issuance of one to two Requests for Proposals in FY 16.
Rationale:
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People with complex unmet needs – histories of long-term homelessness, frequent incarcerations and untreated mental illness and addictions – play a significant role in escalating mental health, substance abuse, criminal justice system and emergency service costs. Much of this cost is avoidable through more appropriate models of care that result in better individual and systemic outcomes. Offering stable housing with supportive services removes a significant barrier for individuals and families, and allows them to address other challenges more successfully.
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The initiative reflects the Board’s strategic planning agenda by accelerating successful efforts set forth in the
Charlotte-Mecklenburg Ten-Year Plan to End and Prevent Homelessness. As community planning focuses on an end to veteran homelessness and chronic homelessness, this funding provides opportunities to community agencies to participate in service delivery through a request for proposal.
Completion Date:
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It is anticipated that the fund will be on-going as long as there is unmet need for housing subsidies and supportive services, and there is data that demonstrates positive and cost-effective outcomes. There have been four RFP’s released to date.
Updates/Project Milestones:
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Most recent RFP released April 30, 2015
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One to two RFPs will be released in FY 16
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Audits of client files are conducted at least twice annually
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Communicate regularly with the County Manager’s Office, the Board of County Commissioners and the public on the status of the project.
Outcome/Measures:
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Successful achievement of established milestones.
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# individuals/families housed
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% families remain housed
% families lose housing
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# jail and hospital stays
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% families that establish a medical home
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% that maintain/increase income
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% clients without an arrest after program entry

Key Initiative #4 - NCServes Development/Participation
Description: The Institute for Veterans and Military Families of Syracuse University (IVMF) and the Walmart
Foundation have selected the local region for the first Coordinated Services Network to facilitate veteran referrals for needed services in a systematic fashion with accountability for providers as well as those referring.
Rationale:
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With the increasing number of veterans choosing to live in the Charlotte-Mecklenburg region upon completion of service, coupled with the myriad of needed services, and the growing number of service providers – it is evident that a systematic, organized approach to ensure services are provided in a effective and efficient manner.
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The network will address the whole-person concept of needs to include Education, Employment,
Family Support, Financial, Healthcare, Housing, Legal Assistance, Mental Health, Public Benefit
Support, Recreation, Substance Abuse, and Veteran Administration Benefits & Advocacy.
Completion Date:
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Program goes live on August 1, 2015. The first year will be used to establish a baseline for future years. Grant funding will be provided through July 31, 2017.
Updates/Project Milestones:
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Review the integration plan monthly with the Veteran Services Division Director.
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Assist with monitoring the integration of NCServes into the community.
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Serve as a provider in the network.
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Make recommendations to adjust program/provider base as needed to implementation team.
Outcome/Measures:
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Successful establishment of network
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# individuals/families successfully referred through the network

Key Initiative #5 - Domestic Violence Offender Focus
Description: Community Support Services, in partnership with the Matthews Police Chief, is leading an effort, through the Criminal Justice Advisory Group Home Campaign, to closely monitor and intervene with repeat domestic violence offenders in order to enhance safety and reduce harm to victims of domestic violence
(DV).
Rationale: The vast majority of initiatives to reduce DV rely on the victim, who is typically fearful of the abuser, to take action. Recent research has demonstrated the efficacy of focusing on offender deterrence. High
Point, North Carolina has implemented a similar initiative, resulting in significant decreases in repeat offenses by abusers. Through the Home Campaign of the Criminal Justice Advisory Group (CJAG), stakeholders will be convened, strategies will be developed and implemented, and results will be measured.
Completion Date:
It is anticipated that the bulk of the planning work will be completed in FY 16 and that implementation will commence in FY 17.
Updates/Project Milestones:
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Stakeholder Team formed to lead the planning of the project.
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Planning and Implementation Plan developed.
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Responsible parties agree to fulfill the assigned tasks.
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Review the project/task implementation plan monthly with the Division Director.
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Metrics of success are developed.
Outcome/Measures:
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Successful achievement of established milestones.
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Target numbers will be established after baseline data is in place.

Key Initiative #6 - 3 - Year Department Strategic Business Plan (FY17 – 19)
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 FY 17 – 19.
Completion Date:
January 2016
Updates/Project Milestones:
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August 2015: “Train the Facilitator” training
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September 10, 2015: County Manager’s Strategic Planning Retreat
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September – January 2016: Department drafts Strategic Business Plan
Outcome/Measures:
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Successful completion of a 3- Year Strategic Business Plan for FY17 – 19.

Key Initiative #7 - 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 and prevention and optimal human service delivery.
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Seeking more opportunities to involve and integrate Human Services Agency departments in collaborative service delivery.
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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:
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August 2015 – July 2016: Ongoing meetings of the Leadership Team - all Human Service Agency
Department Directors
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Fall 2015: Leadership Team meetings for plan development including new Assistant County Manager
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December 2015 – Spring 2016: Leadership Team and work team (as needed) meetings continue.
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Summer 2016: Implementation plan presented to County Manager and Executive Team.
Outcome/Measures:
Successful achievement of established updates and project milestones.