MECKLENBURG COUNTY
DEPARTMENT MANAGEMENT MONTHLY REPORTS
PREPARED BY:
COUNTY MANAGER’S OFFICE
STRATEGIC PLANNING & EVALUATION
March 2016
Assessor’s Office
Department Management Report
March 2016
Overview
Major department initiatives during the month of January 2016:
•
•
•
The property appraisers completed all of the new construction field checks by the end of January. The department
accomplished its goal to complete the field checks earlier than previous years. The new construction changes and additions
associated with the field checks are being keyed into the system.
The annual property tax listing period started on January 1 and ended January 31. The abstracts that showed an itemized list
of personal property currently on the tax books was mailed in December 2015. The property owners are required by NC
General Statutes to note applicable changes, sign, and return the abstract by January 31.
The department began accepting applications for the tax relief program on January 1. This information has been placed on
the public website. The department will be working with the Public Information department to communicate this message
to the citizens.
Key Performance Indicators
Measures
Property Tax Commission (PTC) appeals closed
SL-362 individual appeals received, awaiting BER hearing
SL-362 appeals heard by the BER in 2014 & 2015 (Based on Parcels)
SL-362 individual appeals heard by the BER in 2015
Number of refunds processed
Amount of refunds
Annual
2,376
69
6,207
17,463
Monthly
32
0
0
0
320,315
48,928,142
3,216
531,882
29,006
3,843
Commercial canvassing
2,510
2,510
Residential canvassing
Revaluation review calls
5,367
2,376
5,367
32
Demand bills
% Y-T-D
1.3%
0%
0%
0%
1
.9%
1.09%
2
13.62%
3
4.61%
4
1.7%
1.3%
1
Refunds issued were .9% of the 353,985 total parcels reviewed (3,216/353,985=.9%).
Demand bills for taxpayers that have not filed a BER appeal were not processed because of pending legislation. The
department generated 3,843 demand bills out of the potential 28,207 parcels subject to value increases (3,843/28,207*=
13.62%)
3
Appraisers have performed a field review of 4.61% of the commercial properties (2,510/54,480=4.61%). Total canvassing for
calendar year 2015 was 12,854.
4
Residential canvassing for this month (5,367/310,975= 1.7%). Total canvassing for calendar year 2015 was 36,185. This process
involves inspecting every home in the designated neighborhood, measuring the exterior walls, identifying building elements,
and verifying the interior of the home if possible.
2
Parcels reviewed with no changes
(SL-362)
Parcels reviewed with value decreases (SL-362)
Parcels reviewed with value increases (SL-362)
244,236
81,542
28,207*
Context for Key Performance Indicators
•
•
•
•
There are 2,376 closed PTC appeals and 305 waiting for a resolution. There are a total of 2,681 since the 2011 revaluation.
The department has received 5,720 SL-362 parcel appeals since the 2011 revaluation.
Notices mailed to customers that have appealed their parcel are used to calculate potential refunds and demand bills.
Notices mailed with No Changes are used to evaluate the efficiency of the 2011 appraisals.
There were 3,216 refunds plus interest totaling $531,882 processed in January 2016.
Asset and Facility Management
Department Management Report
March 2016
Overview
Asset and Facility Management (AFM) is comprised of Design and Construction Project Management, Facility
Maintenance and Operations, County Security Services, Real Estate Management, Fleet Services, and Courier
Services.
•
“Bringing Mecklenburg County to You” (master plan projects):
o Land Use and Environmental Services Agency (LUESA) Relocation update –the Laboratory area is 99%
complete.
o Medic Relocation update – the Construction Documents phase has begun. The Construction
Manager is continuing to evaluate the cost estimate and preparing for exploratory demolition.
o Government District update – Schematic Design for the Public Defender Relocation project is
complete. Construction Documents are 10% complete.
o Valerie Woodard Renovation update - the Design phase is 55% complete.
•
Design and Construction Project Management: Aquatic Center construction is 55% complete and on
schedule for the Ultra Swim to occur in May.
•
Facility Maintenance and Operations: Bids were received and contracts awarded for the Hattie B. Anthony
Fighting Back Center heating ventilation and air conditioning (HVAC) replacement, Jail North kitchen
repainting, Amay James Recreation Center HVAC replacement (project also completed in January), and
Steele Creek Library HVAC replacement. Consultants were selected for design of the Main Library roof
replacement.
Key Performance Indicators
Ninety-seven percent of Construction and Capital Reserve projects have been completed on schedule over
the past 12 months (through January 2016).
Context for Key Performance Indicators
Sixty-nine Construction and Capital Reserve projects were completed over the past 12 months (through
January 2016). Projects completed in January include:
•
•
•
•
Replacement of the Heating Ventilation and Air Conditioning at the Amay James Recreation Center
Replacement of the roof at the Elon Recreation Center
Courtroom 5110 and 8300 Upfits in the New Courthouse. These upfits include renovating two vacant
unfinished spaces on the 5th and 8th floors of the courthouse into two, new, completely furnished
courtrooms.
McAlpine Greenway. This project includes replacing 5 bridges and paving the route of existing greenway
that had been demolished due to the construction of a new sewer line. Total greenway length is one
and three quarter miles.
Board of Elections
Department Management Report
March 2016
Overview
During the month of January, the following activity occurred:
•
The State Board of Elections released a new public service announcement designed to educate voters
on the 2016 voter ID requirements. The Be Recognized ads started airing on local television and radio in
January and will continue through the 2016 election cycle. The goal is to make sure every voice is heard
at the voting booth. Starting this year, voters will be asked to show a photo ID at the polls. If for some
reason a voter can’t get an ID, they will still be able to vote. Photo ID is not required to vote by mail-in
absentee, and exceptions are available for voters who cannot obtain photo ID.
•
Approximately 3,400 new voters registered in Mecklenburg County. Close to 4,000 voters made
changes to their data. Voter demographics are shown below.
Voter Demographics as of 1/31/2016
189,461
Democrat
292,303
Libertarian
Republican
Unaffiliated
164,898
3,090
Charlotte Mecklenburg Library
Agency Management Report
March 2016
In January, the Library expanded hours and stepped onto the national stage with the County and CMS to share successes
and strategies with communities around the country.
• On Monday, January 4, libraries began opening at 9 a.m. instead of 10 a.m., Monday-Saturday. This was in response to
customer feedback and an analysis of current capacity throughout the system. While there were many requests for
additional hours in the Library's 2015 customer satisfaction survey, additional morning hours were the most requested.
• Library CEO Lee Keesler, County Manager Dena Diorio, and CMS Superintendent Ann Clark spoke about ONE Access,
the initiative to give library accounts to all CMS students, at the ConnectED Library Challenge Summit. The event,
hosted by the White House and Institute of Museum and Library Services, took place January 19 in Washington, DC.
• The Library Board welcomed two new trustees: Ellen McIntyre, Dean of the College of Education at UNC Charlotte; and
Hyong Yi, Assistant City Manager for the City of Charlotte. McIntyre and Yi bring valuable skills, knowledge and
experience to the board, and are both heavy library users.
• Carolina Panthers cornerback and 13-year NFL veteran Charles “Peanut” Tillman appeared at the Morrison Regional
Library on Tuesday, January 19 from 6 to 8 p.m. The event was for a crowd of all ages. Tillman is the subject of the
book The Middle School Rules of Charles “Peanut” Tillman, published in November 2015.
• The Library continued its rollout of a new, year-round customer satisfaction survey. The survey, which samples
customers every Monday, asks a Net Promoter Score and other questions that roll into the Library’s program review
and scorecard. The new survey also allows for immediate follow-up with customers who have good and bad
experiences. As of January 31, 910 customers had participated, and the Library’s Net Promoter Score is 86.6.
• The Library’s staff mentoring program launched a new class of 20 individuals, pairing experienced leaders with
potential leaders.
Key Performance Indicators for January 2015
Pre-K to Third Grade Wi-Fi Usage Growth
Literacy Program
Attendance
634,500
1,033,241
278,186
225,748
112,875
135,692
3,636,289
Current Fiscal Year
369,631
266,963
339,326
259,375
3,609,578
Prior Fiscal Year
5,000,000
4,500,000
4,000,000
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
# of Active
Cardholders
Total Digital
Circulation
Total Circulation
Target 2.5%
Target 25%
Target 1%
Target 2.5%
Target 20%
Target $1.4M
30.8%
38.5%
0.7%
20.2%
23.2%
-38.6%
Year Over Year % Change & KPI
Note: All results are year-to-date. Percentages represent year-over-year growth.
Total Gifts, Grants,
and Endowment
Earnings
Charlotte Mecklenburg Library
Agency Management Report
March 2016
Context for Key Performance Indicators
•
•
•
•
•
Total Digital Circulation: The result is in line with anticipated projections. Demand continues to grow for digital content
among the customer base in general; and specifically among ONE Access users. As of January 31, 29% of activities by
ONE Access users were usage of a digital service.
Wi-Fi Usage Growth: The result is in line with expectations. Demand continues to grow for Wi-Fi as customers bring in
more devices. In addition, starting in November, the Library upgraded its Wi-Fi infrastructure to improve service by
dispersing access more broadly in locations.
Pre-K to Third Grade Literacy: Approximately 500 more programs have been delivered in the same timeframe over last
year. In FY-2016, year-to-date, there have been 9,200 programs compared to 8,600 programs over the same period in
Fy-2015. There was also a modest increase in the attendance per program. In FY2015, average attendance was 20
participants per program; in FY2016, average attendance is 22 participants per program.
Active Cardholders: Growth is primarily driven by ONE Access and the push by CMS to have 100,000 students activate
their accounts before Winter Break. Additionally, the Library is adding the same average number of non-CMS new
cardholders (approximately 4,500 per month) in FY 2016.
Gifts, grants and earnings are lower compared to the previous year due to the timing of a large grant in FY2015.
Child Support Enforcement
Department Management Report
March 2016
Overview
Incentive Payment Adjusted
As a result of inquiries made by Mecklenburg County Child Support Enforcement (CSE) staff, the North Carolina Office of Child
Support Enforcement advised Mecklenburg County in January that a mistake had been made in incentive payments for fiscal
year 2015 (CSE is awarded incentive payments based on performance on Key Performance Indicators shown below). The
monthly incentive award of $38,861 should actually have been in the amount of $51,820.
The North Carolina Child Support Services Director agreed to correct the error by including the $52,556 underpayment for
October through January, plus the new monthly incentive amount of $51,820 in the February payment, for a total of
$104,376. The discovery and correction of this error will not only impact the monthly incentive payments distributed February
through June, but will also have a positive impact on the settlement CSE will receive in July for its FY15 performance*. The
correction resulted in an additional $238,290 in incentive payments to Mecklenburg’s CSE from the state’s allotted incentive
fund.
*New legislation allows the State Office to retain up to 15% of all earned incentive funds. CSE was advised, however, that the
State Office intends to withhold that 15% from the settlement funds only.
Key Performance Indicators – FYTD 2016 (July to January)
FY16 Progress
(Exceeding target)
FY16 Progress
(On target)
FY16 Progress
(Monitoring)
FY16 Progress
(Action taken)
FY16 Targets
(Goal)
88.84%
93.90%
Paternity Establishment
67.74%
70.50%
63.17%
62.01%
55.20%
63.91%
57.89%
Cases under Order
Current Support Collected
Cases w/Payments to Arrears
Total Collections*
0%
10%
20%
30%
40%
50%
60%
70%
100.00%
80%
90% 100%
Context for Key Performance Indicators
• Paternity Establishment is the number of children born out of wedlock with established paternity for the current
fiscal year divided by number of children born out of wedlock open during the preceding fiscal year.
• Cases under Order is the number of cases in a caseload with support orders divided by number of cases. This measure
shows how much of the agency’s caseload is enforceable.
• Current Support Collections is the amount collected divided by amount of support owed that is not past-due. This
measure provides the basic outcome for CSE which is regular and dependable support payments to families.
• Cases with Payments to Arrears is the number of cases in which at least one payment on arrears occurred divided
by the number of arrearages cases.
• Total Collections* is the sum of current support plus arrears collected FYTD ($28,429,496.55) divided by State
mandated annual target ($49,113,513.39).
Community Support Services
Department Management Report
March 2016
Overview
Homeless Count planning committee. Photo: Peter Safir
Homeless Count - Each year a group of volunteers walk the streets of
Charlotte to count members of the homeless community. The count
data is provided to the U.S. Department of Housing and Urban
Development, which uses the numbers to award funding. On January
27, over 150 volunteers from Mecklenburg County, the City of
Charlotte, UNC Charlotte and the non-profit community participated
in the effort. Pictured are members of the planning committee who
determined a methodology for the count process and the survey tool
to capture the data. A report on the count data will be released in April.
Warming Station - On January 22, Community Support Services led the effort to open the Warming Station with
assistance from Red Cross, County Security, the Mecklenburg County Sheriff’s Office, Charlotte-Mecklenburg Police
Department and CATS transportation. The Warming Station, located at the Homeless Resource Center on College
Street, serves as a safe place for those at risk and members of the homeless community, when weather conditions are
adverse. Staff of the Homeless Services Division assisted 187 persons, which included 153 males, 30 females and 4
children. The Men's Shelter of Charlotte, Salvation Army’s Center for Hope (Women's Shelter), and Room in the Inn
expanded capacity to accommodate these individuals, including relaxing admission criteria for those with prior
exclusion histories. Mark Price, of the Charlotte Observer, reported on the opening of the Warming Station.
Key Performance Indicators
Homeless Services Division:
Number of meals provided at the Homeless Resource Center = 1,604
Number of households served with rental subsidy as part of the Shelter Plus Care Program = 242
Veterans Services Division:
Number of claims filed = 266
Domestic Violence Services: Graph includes NOVA, Adult Victim Services and Child Witness Services.
60
40
57
New Client Intakes for January
54
39
43
52
42
38
31
17
20
NOVA (Perpetrator Services)
Adult Victims
01/31/14
01/31/15
Child Witnesses
01/31/16
Context for Key Performance Indicators
Variation in clients served monthly can be due to changes in monthly demand for services, or from intermittent program staff
vacancies.
Criminal Justice Services
Department Management Report
March 2016
Overview
Criminal Justice Planning successfully transitioned a pilot of the Driver’s License Restoration Clinic over to the
Charlotte School of Law in January, 2016. The pilot program, funded through the Justice Reinvestment Initiative grant,
is now a permanent clinic with the law school in partnership with the Public Defender’s Office. Many thanks to the
hard work of Katy Fitzgerald, Management Analyst, for coordinating the pilot and helping sustain these services, which
are helping many County residents to get back on the road legally thus reducing their further involvement in the
criminal justice system.
Mecklenburg County S.T.E.P. Program held an open house on Thursday, January 28. This event targeted judges,
attorneys, social workers, treatment providers and other professionals who work with county residents involved with
the Criminal Justice System. Information regarding the eligibility and referral process was provided, including the
unique nuances of each of the six, distinct treatment courts was presented by each case coordinator. Visitors were
given a guided tour of the S.T.E.P. Program suite, drug test lab, treated to light refreshments, and had the opportunity
to hear from two program graduates regarding their experiences in the program. Visitors received a flash drive
containing electronic copies of all program materials, as well as monographs and national research documents in
order to familiarize our partner agencies with the latest research on treatment courts.
Key Performance Indicators
Monthly Performance Indicators:
Department Unit
Pretrial Services
Fine Collection
Treatment Courts
Reentry Services
Forensic Evaluations
•
•
Measure
Public Safety Rate
Fine Collection Rate
Graduation Rate
Successful Program Completions
Diversionary Screenings/Eligibility Assessments
Annual Target
90%
87%
60%
Baseline
20/month
Monthly
Performance
96%
61%
57%
5
26
Fine collection began using a new fine collection system, approximately a year ago, which has
impacted the way the collections are reporting
All other measures with a set target fell close to or within their target, thus keeping department
units on track for meeting their annual target.
Context for Key Performance Indicators
•
Monthly data is reported on a lag due to data collection/analysis needs. The numbers presented
represent Criminal Justice Services’ final performance numbers for the month of December.
•
The Drug Court Graduation Rate is a cumulative year-to-date rate that reflects the month’s
performance, but also tempers the impact of graduates entering and leaving the program on a
rolling basis since there is not a defined cohort graduating each month.
Economic Development Office
Department Management Report
March 2016
Overview
On January 4, 2016 Economic Development Office (EDO) staff met with County Assessor’s Office staff to begin a joint effort to
streamline and update the processes for Business Investment Program and Tax Increment Grant calculations and payments. The
effort will be ongoing throughout 2016 and should yield several positive outcomes including: significantly reduced staff work
load for the EDO and Assessor’s Office, increased accuracy in annual budget planning, and richer data for tracking the
performance of the two programs to better guide future decisions.
The EDO Director and staff attended the January 13 meeting of the Charlotte Business Resources Partners. Partners were
introduced to upcoming efforts to assess the small business support environment in Mecklenburg County. Several external
partners expressed strong interest in the effort and contacted EDO after the meeting to discuss ways they may be able to assist.
The assessment of the small business support environment across the County is a crucial first step in formulating the policies
and programs that will be part of the Economic Development Strategic Plan currently under development by the Board of County
Commissioner’s Economic Development Committee.
In addition to the normal monthly partnership meetings and activities, EDO staff will represent the County during an Urban Land
Institute (ULI) Advisory Services Panel. The panel will discuss strategic recommendations for the growth and planning within the
SouthPark area. A kickoff for the Panel study was held by ULI on January 27 and will wrap up in June 2016.
Key Performance Indicators
MWSBE
Persons reached via community outreach: 186 via four events.
• Metrolina Minority Contractors Association – 33
• CPCC – How to Do Business with Mecklenburg County – 39
• Corporate Communications on Crowns of Enterprise Awards – 9
• Construction Outreach Meeting – 105
• Customers Contacted via phone/email/in person – 121
Economic Development
• Business Investment Program Grant invitations issued to prequalified companies – 2
• Prospect meetings – 3
Unemployment Rate Comparison
6
5.5
5.5
5.1
5.4
5.0
5
Meckenburg
County
5.1
5.3
5.0
5.0
4.8
U.S.
4.5
Oct
Nov
*Mecklenburg County and North Carolina not seasonally adjusted.
Source: U.S. Bureau of Labor Statistics & NC Department of Commerce
North
Carolina
Dec
Financial Services
Department Management Report
March 2016
Overview
The Mecklenburg County Travel Policy was revised to allow employees who are traveling for business to use a new
Travel card to purchase hotel, ground transportation, baggage fees, registration, and all other travel related
expenses (excluding per diem and mileage). The new Travel card reduces upfront employee personal expense as
well as the number of travel advance checks issued. Several Departments will pilot the Travel card program
including the Board of County Commissioners, Office of Management and Budget, Tax Assessor, and Financial
Services.
Key Performance Indicators
Division Measure
Procurement Services Percent of purchases made on contract
Supplier outreach events held
Departmental Financial Services Average days outstanding for
Health Department accounts receivable
Claims denial rate
Central Finance Competitive grant revenues awarded
January
Performance
52.14%
1 event
46.29 days
FY 2016
Year-to-Date
73.26%
3 events
43.83 days
13.70%
$1,872,647
22.40%
$8,592,875
Context for Key Performance Indicators
PROCUREMENT SERVICES
In FY 2015, the department launched the new Procurement Services Division with the goals of (1) increasing the
percent of purchases made on contract, which indicates how much County departments are spending on goods
and services procured through the strategic sourcing process and (2) providing vendors more opportunities to
network, market their capabilities directly to County officials, and learn about potential County procurements, selfserve vendor registration, and the County’s e-Procurement system. Best-in-class Procurement organizations
typically spend 85% of their purchases on contract.
DEPARTMENTAL FINANCIAL SERVICES
The Health Department engaged a consultant, Navigant, to assist in improving the revenue cycle and billing
functions that contribute to the capture, management, and collection of revenue from patients receiving services
from the Health Department. Departmental Financial Services supports the Health Department by processing all of
the claims and payments for patient services. Navigant’s work will result in an expected increase in the efficiency
and amount of revenue collections for the Health Department by reducing the average days outstanding for
patient accounts receivable and the percentage of claims denied by the state for patients receiving Medicaid.
CENTRAL FINANCE
In FY 2015, Central Finance awarded a contract to Amplifund to develop a new electronic grants management
software system for the County. The pilot and implementation of the system took place in FY 2016. Central Finance
expects to increase the efficiency of the County’s grants management process and the overall amount of
competitive grant revenues reported, which represent the number of grant dollars awarded in the fiscal year.
Human Resources
Department Management Report
March 2016
Overview
Major department initiatives include the following:
• As of January 2016, 100% of the candidates identified as successor candidates have completed Individual
Development Plans.
•
Information Privacy and Fraud Awareness MeckEDU modules were released. The Information Privacy module
is intended to increase employee awareness of best practices used to protect information. The Fraud
Awareness module provides tips for recognizing, preventing, and reporting fraud.
•
Human Resources (HR) partnered with Park & Recreation to begin onboarding students for the annual
mentee program. These students will work 10 hours per week from March through November, 2016.
Key Performance Indicators
•
•
The Employee Services Center sends out customer satisfaction surveys as requests are resolved. For the
month of January 2016, the survey results indicate an 89% satisfaction rate.
For the July – January 2016 period, County Human Resources (HR) staff hired 429 new employees.
o 311 were hired into regular positions
o 118 were hired into temporary positions
County Turnover
7.5%
Total Turnover
6.8%
4.2%
Voluntary
3.5%
Involuntary
0.0%
•
•
•
6.2%
6.2%
2.0%
2.2%
2.1%
1.5%
1.2%
1.0%
1.4%
1.8%
Retirement
FY13
9.4%
9.7%
FY14
2.0%
4.0%
6.0%
8.0%
FY15 w/out LPT positions
10.0%
12.0%
FY 16 July - Jan
The average number of days to fill a position has decreased 6.2% from FY 15 (68.0 days to 63.8 days).
As of January 2016, 93% of hiring managers were satisfied with the quality of the applicant pool, 96% believed
the applicant pool contained sufficient diversity, and 95% made an employment offer to someone from the
pool.
Learning and Development Services provided a total of 1,892 hours of learning in January for 152 employees.
Context for Key Performance Indicators
Turnover data measures full-time positions and excludes the Library staff and instances when County employees
transfer to a different department. The FY16 Involuntary Turnover spike in September 2015 is due to the Provided
Services Organization (PSO) Substance Abuse Services Center Reduction in Force (RIF).
Information Technology Services
Department Management Report
March 2016
Overview
Information Technology (IT) provides desktop support and help desk services; maintains and secures the County’s IT
infrastructure; maintains and develops the County’s applications and databases; and helps customers identify business needs
and solutions.
In the month of January, Information Technology Services:
•
Completed the Department of Social Services(DSS) Social Worker Mobility Project
o
o
o
o
o
Youth and Family Services (YFS), Community Resource Development (CRD), and Services for Adults (SFA) social
workers will be able to capture and submit data while in the field as opposed to documenting in the field and
then submitting electronically when returning to the office.
Deployed mobile devices (iPads, Laptops, etc.) to improve field mobility for social workers and integrated mobile
devices with workstations.
Replaced Social Worker laptops and desktops (109) at YFS with the lighter DELL E7250 series of laptop
Purchased and installed larger monitors (562) for YFS Social Workers to enable faster workflow in the office
Augmented workstations of Social Workers at SFA (45) and CRD (44) with Apple iPad tablets and upgraded cell
phones
Social Worker Mobility Project enables:
o Increased employee efficiency and productivity
o Provision of lighter equipment to be carried into the field
Key Performance Indicators
•
In January, Information Technology resolved 97.5% of tickets (i.e., service requests that come into Information
Technology through MeckSupport, a call to 2HELP, or service record entered by staff) within the service level agreement
(SLA).
Context for Key Performance Indicators
•
3,106 service request tickets were resolved in January.
January Service Level Data
Category of service request
Applications / Data
IT Business Analysis
IT Customer Support Center
Network, Server, Telecom
IT Security
January Totals
Service requests
closed within SLA
Total number
closed
Percent closed
within SLA
255
132
1,988
569
83
263
135
2,020
603
85
97.0%
97.8%
98.4%
94.4%
97.6%
3,027
3,106
97.5%
Internal Audit
Department Management Report
March 2016
Overview
The Department of Internal Audit provides the Board of County Commissioners, management, and other key stakeholders
independent and objective assurance and consulting reviews of County programs, services, and operations to improve the
accuracy, integrity, efficiency, and effectiveness of financial, operational, and compliance activities.
January 2016 Internal Audit activities include the following:
• Filled vacant senior and staff auditor positions
• Began planning Enterprise Procurement Card (Pcard) and Land Use and Environmental Services (LUESA) Procurement Card
audits
Key Performance Indicators
1. Audit Hours by Risk Level and Department
FY16 Risk
Ranking
Department
Jan
Hours
% of
Total
2. Fraud Hotline Activity
YTD
Hours
Fraud Hotline
% of
Total
Category
80
16%
331
Reports
8% Received
79
16%
156
4%
0
0%
15
0%
44
9%
482
12%
78
16%
146
3%
116
24%
1,574
38%
High
Medium
Health
Medium
Tax Collector
89
18%
617
15%
Medium
Tax Assessor
Human
Resources
Medical
Examiner
Park and
Recreation
Register of
Deeds
IT Support
0
0%
255
6%
0
0%
39
1%
0
0%
29
1%
3. New Investigations: 0
0
0%
308
7%
4. Productivity
2
0%
30
1%
3
1%
105
3%
491
100%
4,087
99%
High
High
High
Medium
Medium
Low
Low
N/A
Assurance Sub-total
Investigations
0
0%
0
N/A
CA/CM
0
0%
30
1%
491
100%
4,117
100%
Total
7
3
4
1
3
2
0
0
Productivity*
Target
0% Direct
N/A
YTD
Fraud
0
Non0
Fraud
Open
Fraud
0
Non0
Fraud
Close-Unsub
Fraud
0
Non0
Fraud
Close-Sub
Fraud
0
Non0
Fraud
Closed: Investigated and a) substantiated and
handled; or b) unsubstantiated
Social
Services
Financial
Services
Sheriff
Information
Technology
LUESA
High
Jan
Indirect
Jan
2016
YTD
Jan
Var
YTD
Var
68%
56%
56%
-12%
-12%
32%
44%
44%
12%
12%
*Net of benefit time
Context for Key Performance Indicators
Internal Audit focuses primarily on high- and medium-risk departments to maximize impact of audit activities given
current staffing levels.
Land Use and Environmental Services Agency
Department Management Report
March 2016
Overview
On January 8, Chairman Fuller, County Manager Dena Diorio and other dignitaries attended the official ribbon
cutting ceremony at Suttle Ave, which is the new location for Land Use and Environmental Services Agency (LUESA).
Following the ceremony, staff from each Division provided tours of the building for dignitaries and guests. The
LUESA Customer Service Center is serving as a model for other County agencies as the agencies consider renovation
plans. Enterprise Project Management Office staff and other agency staff visit and tour the Center to learn how
LUESA is utilizing the space and serving customers.
Key Performance Indicators
Air Quality
• In January, there were 44 National Emission Standards for Hazardous Air Pollutants (NESHAP) notifications
•
received and reviewed. (FY2015 Monthly Average: 30)
In January, there were 536 active operating permits for sources of air pollution in Mecklenburg County.
(FY2015 Monthly Average: 539)
Code Enforcement
• Inspection Response Times (January):
# of Inspections
January Inspection Response Times
(from scheduled time of inspection)
% Performed Within 3 Days of
Average Response in Days
Request
Dec
Jan
FYTD
Dec
Jan
FYTD
97.4%
97.0%
97.1%
1.5
1.58
1.537
21,706
18,401
155,711
21,706
18,401
155,711
Plan Review (January):
•
One hundred eighty-eight (188) commercial projects (medium- and large-sized) were reviewed for the first
time. Of these projects, 85.85% were reviewed at or before the scheduled review time. For the Building,
Electrical, Mechanical, and Plumbing (BEMP) trades that are under Code Enforcement’s direct control,
84.64% were reviewed at or before the scheduled review time.
•
The change in wait times (see chart on next page) for Mechanical/Plumbing Trade (medium and large
projects) and Building Trade (small projects) can be attributed to several factors including seasonality.
December, January and February historically tend to be slower months contributing to the decrease in wait
times. Another factor is variation in the size of projects. Several new employees have been hired in the
Building Trade since the last report. New employees are included in the chart below. Their work
contribution is limited in the first few months when hired, allowing time for training and acclimation. Wait
times will decrease as they become more proficient. The Electrical Medium and Large Projects are fully
staffed and currently on time.
Note: The plan review process includes: LUESA Code Enforcement, Land Development, Air Quality, and Environmental Health; County GIS Addressing;
Charlotte-Mecklenburg Utilities Department; City of Charlotte Land Development and Engineering, Urban Forestry, and Zoning Departments; City of
Charlotte Planning Commission and Zoning Historic Commission; Town Planning Departments; Town, County, and State Fire Marshal’s Offices; State
Departments of Insurance, Public Instruction, Facility Services, Child Day Cares, and Environment and Natural Resources.
Land Use and Environmental Services Agency
Department Management Report
March 2016
Wait Times (in days) to Schedule Commercial Plan Review
Building Trade
Dec
Jan
FYTD
7
8.5
12.78
Medium and Large Projects
Electrical Trade
Dec
Jan
FYTD
8
8.5
5.21
Mechanical/Plumbing Trade
Dec
Jan
FYTD
14
11
10.14
Small Projects
Building Trade
Electrical Trade
Mechanical/Plumbing Trade
Dec
Jan
FYTD
Dec
Jan
FYTD
Dec
Jan
FYTD
6
2
4.28
2
2
2.28
2
2
3.57
Express Review (premium service)
Small Projects - All Trades
Dec
4
•
Large Projects - All Trades
Jan
FYTD
Dec
Jan
FYTD
4
10.99
14
15
20.14
Contractor ready permit applications (projects under 10,000 square feet) turnaround times (from time
permit application received):
o Building, Electrical, Mechanical and Plumbing trades at four work days
o All other trades at one work day
Geospatial Information Systems (GIS)
•
In January, the County’s real estate lookup system, Polaris, had an application uptime of 99.9%; 141,694
website hits on GIS Applications; 80 GB of data downloaded; processed 3,003 Property Ownership Records;
and 1,899,507 sq. ft. of billed impervious data captured.
Solid Waste
Measure
Customers received at the four full-service recycling centers
Measure
Recycling tons processed at Metrolina facility
(includes private haulers)
•
Jan
FYTD
37,937
306,570
Jan
FYTD
6,770
44,847
Change over
prior FYTD
+8.9%
Change over
prior FYTD
+.1%
The 8.9% change in recycling center usage can be attributed to an increase in small business customers (i.e.,
individual haulers (roofers, deck builders, etc...) of own materials).
Water & Land Resources
• In January, 31 land development plans were reviewed.
• Ninety-seven percent (97%) of submitted plans were reviewed within 21 calendar days (the balanced
scorecard target is 85% reviews completed within 21 calendar days).
Land Use and Environmental Services Agency
Department Management Report
March 2016
Mecklenburg EMS Agency
Management Report
March 2016
Overview
Ambulance Cost Reduction
In September of 2015, Medic assembled a project team to identify options for a safer, more cost effective ambulance. The
team conducted in depth market research, collaborated with other EMS Agencies, and solicited input from field employees and
patients to influence design improvements. The team recently landed on a recommended path and two test ambulances have
been ordered to allow the Agency to study the impact prior to wide scale adoption.
The new design is based on a Dodge 5500, medium duty truck chassis. Though fully capable of handling the workload required
of an ambulance, it is smaller, more nimble and lighter than the International TerraStar chassis that Medic currently utilizes. In
addition to a predicted improvement in fuel economy and total cost of ownership, the redesigned patient care compartment
includes numerous features aimed at creating a safer, more comfortable environment for both patients and caregivers. The
two test ambulances are expected to arrive at Medic in May.
Service Demand
Medic continues to experience 7% sustained growth in demand for service this fiscal year. When combined with the growth
experienced in FY15, demand for service has increased 14.5% since June of 2014, or 14,236 additional transports. Medic
consistently analyzes all data, but not particular driver for growth has been identified. Medic continues to focus on increasing
patient facing staff to accommodate the growth as well as to ensure ample staff exists to handle the summer season, when
demand tends to increase and staffing is more challenging.
Northlake Mall Shooting Debrief
On February 2,a joint after action presentation was made to senior leadership from Charlotte-Mecklenburg Police
Department (CMPD), Charlotte Fire Department (CFD), and Medic regarding emergency response to the Northlake Mall
shooting that occurred on the afternoon of December 24, 2015.
Given the large volume of 911 calls from shoppers inside the mall, all initial indications pointed to this being an active shooter
event and it was managed as such by emergency responders until information gathered on scene proved otherwise. The
multiagency response and coordination on scene was viewed as highly successful; this was attributed to ongoing joint
operations planning among CMPD, CFD, and Medic. A handful of areas were identified for improvement and those lessons
will drive additional planning and training that will be rolled out to Agency personnel in the coming months.
Context for Key Performance Indicators
The following data is presented in control charts. Each dot represents a monthly average, count or proportion. The middle
green line is the average performance for the displayed periods, while the top and bottom red lines are the upper and lower
control limits.
•
•
•
•
Response time compliance performance goal is 90%.
Cardiac arrest survival is measured for patients that meet a nationally standardized case definition.
Patient satisfaction is determined using a random telephone survey of up to 200 transported patients per month and
presents the proportion which rated their overall quality of care as excellent. The target is > 65% excellent.
County cost per transport is based off of the total number of transports in a month divided by the monthly subsidy provided
to Medic.
Mecklenburg EMS Agency
Management Report
March 2016
Key Performance Indicators
Medical Examiner’s Office
Department Management Report
March 2016
Overview
Medical Examiner Updates: New Year Updates
Despite being short one pathologist, the Medical Examiner’s Office has been able to disposition cases in an
accurate and timely manner which ensures an uninterrupted flow of revenue.
As a part of the Director’s Key Initiatives, three additional Medical Examiner Investigators have been
selected from a recent employment process and are now in the process of being hired. The scheduled hire
date is March 21, 2016.
Based on FY16 Key Performance Indicators, the number of Medical Examiner cases are tracking to fall in the
range of 615 – 630.
Key Performance Indicators
January Totals
180
167
160
140
120
Mecklenburg Autopsies
100
Regional Autopsies
80
60
32
40
20
Death Investigations
47
External Exams
19
0
Context for Key Performance Indicators
Six Month Overview
200
150
100
50
0
Jul 15
Aug 15
Mecklenburg Autopsies
Sep 15
Regional Autopsies
Oct 15
Nov 15
Death Investigations
Dec 15
External Exams
Office of the Tax Collector
Department Management Report
March 2016
Overview
The delinquent tax advertisement is one of many tools the Office of the Tax Collector uses to notify taxpayers of
delinquency. Although delinquent taxpayers are mailed notifications, bills are found online at tax.charmeck.org, and
a staff of deputy tax collectors contact taxpayers by field visits, telephone calls, email, and letters, some taxpayers
learn of delinquency from the advertisement.
On January 20, 2016, the Board of County Commissioners directed the Tax Collector to publish delinquent taxpayers
in accordance with North Carolina General Statute 105-369(a). As a result of that direction, delinquent real estate
and personal property taxpayers were mailed an advertisement notice. This notified taxpayers that taxes must be
paid on or before February 29, 2016, to be excluded from the advertisement. Taxpayers who do not pay on or before
that date will be charged a fee of $3.45 and published in the advertisement on April 3, 2016. The advertisement is
traditionally a very successful way to communicate with taxpayers about delinquency.
Key Performance Indicators
The collections indicators through January 2016 for Mecklenburg County taxes are the following:
•
Current Year Real Estate/Personal Property Tax Collection Rate:
95.83%
•
Prior Year Real Estate/Personal Property Tax Collection Rate:
10.68%*
•
Current Year Room Occupancy/Hall of Fame Tax Collection Rate: 99.02%
•
Current Year Prepared Food & Beverage Tax Collection Rate
92.83%
•
Current Year Vehicle Rental/U-Drive-It Tax Collection Rate:
97.92%
*The prior year collection rate reflects the percentage of the total due for all prior years that has been
collected in FY 2016.
Context for Key Performance Indicators
•
The OTC has collected $913,259,457.88 in real estate, personal property, and registered motor
vehicle taxes for the current year county net levy with $40,592,534.76 remaining to collect.
•
For the prior year county net levy, $4,050,239.36 has been collected in FY 2016.
•
The grand total of collections in FY 2016 for all years and all jurisdictions is $1,375,040,677.62
through January 31, 2016.
•
The OTC has collected 99.51% of all Mecklenburg County taxes levied since September 1, 2005. This
amounts to $8,671,669,060.94 collected and $75,191,156.04 uncollected.
Park and Recreation
Department Management Report
March 2016
•
•
•
Overview
Burn Season Kicks Off: Natural Resources kicked off the New Year with the start of burn season. Each year staff
conduct prescribed fires on hundreds of acres. The burns are carefully planned and closely monitored for
safety. The fire removes accumulated leaves and woody debris, helps control invasive plants, and returns
nutrients to the soil. Burning is dependent upon weather conditions like humidity and wind speed. Staff will
conduct burns at Latta Plantation, Cowan’s Ford, Gar Creek and McDowell Nature Preserves over the winter.
Youth Basketball: 185 teams and 1,867 kids started participating in the Recreation Centers youth basketball
program. The season covers nine weeks with games every Saturday across 17 recreation centers. Every team
has certified coaches through the National Alliance for Youth Sports who are also background checked ensuring
a safe sports environment. The department partners with the Charlotte Hornets as part of the Jr. Hornets
program.
Brick Builders is a new Therapeutic Recreation program focusing on socialization, creativity and fine motor skills
using Legos. Participants ages 7-12 work together to build according to weekly themes, engage in guided
conversations, and develop their social and creative skills.
Key Performance Indicators
In January 2016, the Department offered 796 programs for 14,367 participants and hosted four special events or
Visitors
athletic tournaments for approximately 50,135 participants/spectators. The Department received 928 customer
satisfaction surveys with a 99% satisfaction rate. January volunteerism had a value of $96,039.1
1,000,000
800,000
600,000
400,000
200,000
-
946,000
701,771
471,039
Park Visitation
812,468
912,925
892,870
658,234
702,715
772,845 822,820
593,478
407,738
356,620
2016
2015
Visitors
Centers Visitation
2015
100,000
80,000
60,000
40,000
20,000
-
88,761 83,226 85,325
71,847
83,307 79,597 82,772 79,036
56,953
69,198 63,589
62,348 60,939
2016
Park and Recreation
Department Management Report
March 2016
Key Performance Indicators – cont.
Nature Preserve Visitation
Visitors
120,000
100,000
80,000
60,000
40,000
20,000
0
112,588
78,906
87,720
102,096
109,489 103,067
83,182 78,130
58,766 56,305
40,952 39,363
41,332
2016
2015
Visitors
Greenway Useage
140,000
120,000
100,000
80,000
60,000
40,000
20,000
-
120,065
91,919 97,018 90,444 96,795
82,705
93,465 88,747
61,281
60,333
44,947
49,608 44,707
2016
2015
Hours
Volunteer Hours
7,000
6,000
5,000
4,000
3,000
2,000
1,000
-
5,449
5,327
6,189
5,059
5,288
6,238
5,689
2,930
3,822
3,978
4,162
2,555
2015
2016
Context for Key Performance Indicators
•
•
•
•
1
Centers Visitation includes recreation centers, nature centers, and senior centers. Variation in visits (comparing
same month across years) can be attributed to weather, construction or special events.
Nature Preserve Visitation is for seven of the twenty-four preserves.
Park Visitation does not include visitation from some of the most popular and heavily trafficked facilities such as
Romare Bearden Park.
The Greenway Usage chart is for three of fourteen greenways. Public usage is highly dependent on weather
conditions in month-to-month comparisons across years.
Volunteerism value is calculated by multiplying the number of volunteer hours by the national value of volunteer time, which is
established by the Independent Sector; the latest established value is $23.07.
Public Health
Department Management Report
March 2016
Overview
PREVENT AND CONTROL INFECTIOUS DISEASES ACROSS THE ENTIRE COMMUNITY
Communicable Disease Control:
• On February 19, the North Carolina Department of Health and Human Services announced the first case of the Zika virus infection
in a North Carolina resident. The case was confirmed in an adult person who has recently traveled to a country with ongoing Zika
virus transmission. The patient’s symptoms have resolved. To protect patient confidentiality no additional details on this patient
was provided.
Immunization Assessment:
• The Immunization Program had its 2016 Annual Immunization Assessment for children age 24 months receiving DTAP, polio,
MMR, Hib, Hep B, Var and PCV. 81% of clients met all benchmark criteria, exceeding the state goal of 78%.
MAKE THE HEALTHY CHOICE THE EASY CHOICE
Adult Health Clinic Initiatives:
• As of January 2016, 57 eligible women have opted-in to participate in the colorectal cancer screening pilot project.
• A partnership has been established with community organizations to refer postpartum women in need of family planning
services.
Policy & Prevention January Initiatives:
• Tobacco Control: 1) 23 physicians participated in a training session held with Charlotte Pediatrics on the Clinical Effort Against
Secondhand Smoke Exposure (CEASE) tobacco use prevention and cessation program. 2) 15 Charlotte-Mecklenburg Schools
participated in an e-advocacy initiative called Fresh Empire (tobacco education).
• Nutrition: 1) Met with 24 members of the Farmers Market Community Advisory Board, 2) Participated in the Healthy Weight,
Healthy Child Youth Advisory Council meeting (16 youth were in attendance), 3) The Fresh Look at School initiative held a cooking
demo with Chef Clark Barlowe at East Mecklenburg High (30 students participated), 4) The Fresh Look at School coalition held a
meeting with 22 partners.
• Physical Activity: 1) 100 people participated in a Learn to Ride event. 2) A Student Transportation Questionnaire was distributed
to all Charlotte-Mecklenburg School principals to collect data on how many students walk and bike to school.
MONITOR AND INCREASE ACCESS TO RESOURCES AND CARE THAT ADDRESS HEALTH DISPARITIES
Affordable Care Act Enrollment Services:
• Two Health Navigators have provided health insurance information to 58 individuals and families and enrolled 47 of those into
health insurance.
Village HeartBEAT Activities:
• The Community Health Leadership Academy is holding monthly sessions that educate individuals on topics surrounding heart
disease. Approximately 250 participants have been trained on heart disease and chronic disease management.
• Partnership with House of NC, Inc., Parks and Recreation, and the McCrorey YMCA –for individual fitness and group exercise
activities. Approximately 300 individuals participate in daily workouts and weekly track their weight.
• Received the “Community Outreach Champion Award” from Sharon Ricks, Acting Regional Health Administrator, Office of the
Assistant Secretary of Health, Department of Health and Human Services, for showing outstanding support for the Million
Hearts® Initiative.
Children’s Developmental Services Agency (CDSA):
• Referrals from Youth and Family Services have increased 20% in the period from July 2015 through January 2016 as compared to
July 2014 through January 2015.
• Coach2Coach program was developed to provide one on one mentoring to provider network staff to support an evidenced
informed natural learning environment and coaching practices. 20 providers will be mentored between March and August 2016.
Public Health
Department Management Report
March 2016
Key Performance Indicators
Table A – Program
Adult Health Clinic Visits
Immunization Clinic Visits
School Health Room Visits
Children’s Developmental Services Agency Referrals
Child Development - Community Policing - Acute Trauma Intervention Referrals
Jan - 2015
1,792
1,039
27,766
213
278
Jan - 2016
1,959
817
34,234
215
348
FY16 YTD
12,745
6,908
212,846
1,305
2,432
Table B – Environmental Health
Jan - 2015
Jan - 2016
FY16 YTD
Type
Food & Facilities
(restaurant, child and elderly care facilities)
Groundwater
(wells, septic systems)
Pools & Environmental Health
(pools, tattoo, rodent & mosquito control)
Inspections
Permits
Service Requests
Inspections
Permits
Service Requests
Inspections
Permits
Service Requests
972
44
114
34
22
13
36
9
106
1,008
46
22
32
38
5
65
17
126
Context for Key Performance Indicators
Table A:
1) Adult Health Clinic visits include sexually transmitted disease (STD) testing and treatment, family planning
services and nurse visits.
2) Immunization Clinic visits include child, adult and travel immunizations.
3) School Health Room visits include encounters related to a specific student’s health concern or condition such as
encounters where direct services are provided for a student, parent contacts, physician consultations and
interdisciplinary meetings to make decisions regarding a specific student’s care at school. The growth of room
visits is attributed to the increase in the number of nurses providing services over the past year.
4) Children’s Developmental Services Agency staff help families who have children from birth to age three who
are at risk due to developmental delays.
5) Child Development – Community Policing partners child trauma clinicians with law enforcement officers in
order to respond immediately to the mental health needs of vulnerable children impacted by violence. Data
presented is based on families. 16 referrals were page outs.
Table B:
Environmental Health fiscal year to date total may not correspond to sum of monthly totals for the fiscal year due
to inspection software reporting capability and adjustment of activity type following supervisor review.
6,839
597
809
305
241
69
371
83
1,038
Public Information
Department Management Report
March 2016
Overview
Major department initiatives in January 2016:
• Board of County Commissioners Budget Retreat: The Board of County Commissioners (BOCC) held its
annual Budget Retreat at Central Piedmont Community College-Harris Campus on January 27, 28 and 29.
Public Information (PI) previewed and promoted the event through all communication channels including
social media, provided media relations support, and worked with Information Technology Services to
provide live broadcasts online and on GovTV for all three days.
• Social Media Climbs After Bad Weather: January’s inclement weather created the largest increase in
activity ever in a 24-hour period on Mecklenburg County social media. When comparing the inclement
weather from February 2015 to the period of inclement weather in January 2016, there was a 55% increase
in Facebook impressions received from our content and a 226% increase in Facebook users who interacted
with our content. On January 22, County weather closings were communicated - less than 15 minutes after
the decision was made - via Facebook, Twitter, MecklenburgCountyNC.gov, employee email, and
traditional telephone recording. More than 18,000 people interacted with the County Facebook page
during the 24-hour period.
• Land Use and Environmental Services Agency Suttle Avenue Grand Opening: The Mecklenburg County
Land Use and Environmental Services Agency (LUESA) dedicated its new building at Suttle Avenue on
January 8, 2016. Public Information coordinated the promotion of the event, which received good media
coverage, and broadcast the dedication live via the Mecklenburg County Periscope channel.
• Point in Time Homeless Count: Volunteers took to Charlotte’s streets, soup kitchens and homeless camps
to identify individuals living without shelter as part of the annual Point In Time (PIT) Count. From
Wednesday evening on January 27 through Thursday evening on January 28, volunteers administered a
brief survey of each homeless person and distributed winter weather items. A Public Information employee
30 Days on Mecklenburg County Social Media: January 2016
2,473 people interacted with our content 3,352 times.
This includes Twitter mentions, retweets and
Facebook likes, shares, and comments. Our content
was shown to our audience 8.16 million times.
1,557 new Twitter followers = 31.52K total
380 new Facebook fans = 3.89K total
307,191 = Unique visits to
MecklenburgCountyNC.gov
Context for Key Monthly Performance Indicators
•
•
•
•
Social media “@mentions” (i.e., posts by others that tag @meckcounty) and “retweets” are measures of how well
content connects with the audience and is shared more broadly.
Twitter and Facebook followers are measures of how many people are actively engaged in Public Information’s
social media presence.
Public Information tracks social media trends relevant to Mecklenburg County.
Unique visits to MecklenburgCountyNC.gov measure of how many people visit our main website.
Register of Deeds
Department Management Report
March 2016
Overview
•
The Register of Deeds (ROD) submitted its Enterprise Risk Management (ERM) Plan. More research was
conducted regarding the Regulatory Compliance Checklist.
Key Performance Indicators
Indicator
Total Real Estate Documents Filed
Deeds Filed
Deeds Trust / Mortgages Filed
Maps / Map Revisions Filed
Condominium Docs Filed
Foreclosure Notices Filed
Sub. Trustee Docs Filed (FCL related)
Index, % docs indexed in 24 hours
Total Receipt Count/Transactions
December
January
Change
13,875
10,804
-22.13%
2,869
1,690
-41.09%
3,527
2,548
-27.76%
55
56
1.82%
5
5
0.00%
112
116
3.57%
207
177
-14.49%
99.89%
100.00%
0.11%
11,048
8,830
-20.08%
Context for Key Performance Indicators
January is generally a slow month for real estate transactions. Revenue was on target for the month, but overall
County revenue is slightly below the FY2016 revenue projection.
Foreclosure-related documents decreased. This activity reflects what can be considered a normal foreclosure
rate for a stable economy.
Sheriff’s Office
Agency Management Report
March 2016
Overview
•
Mecklenburg County offices were closed January 22, 2016, due to inclement weather; however, 524
Mecklenburg County Sheriff’s Office (MCSO) employees reported to work as usual in order to maintain
24-hour operations.
•
The MCSO hosts and participates in public safety events throughout the county in support of the
Mecklenburg County Livable Communities-Safe Community Initiative. The agency participated in nine
community events during the month of January alone.
Key Performance Indicators (January)
MCSO Court Security
• Number of contraband items recovered/turned back: 787
Detention
• Average daily population: 1,395
• Number of inmates booked: 2,158
Field Operations/Civil Process
• Number of civil papers served: 5,852
Registration
• Number of hand gun purchase permit applications received: 2,657
Inmate Programs
• Number of inmate program class completions: 354
Context for Key Performance Indicators
•
The number of inmate program class completions is lower than average due to the six-month contract
renewal period for program providers. Program providers are not able to provide classes while
contracts are pending.
Social Services
Department Management Report
March 2016
Overview
Selected Key Initiative Update
Food & Nutrition Services Employment and Training Program
In January 2016, the Department of Social Services (DSS) launched the Food & Nutrition Services
Employment and Training program. The DSS staff received announcements detailing the employment and
training program, including eligibility criteria, instruction for making referrals, and an updated employment
resource list. Nineteen individuals were referred during the first month to receive assessment, training, and
job assistance.
Next steps include promoting the program through division meetings and training, identifying additional
outreach opportunities, and crafting educational materials for community agencies. The program
coordinator continues to work with community partners to increase partnerships.
Key Performance Indicators
Indicator
January
2016
Twelve-Month
Averagea
January
2015
Number of Public Assistance Casesb
240,130
254,955
258,620
164,583
176,983
178,939
72,867
75,182
76,573
2,680
2,790
3,108
34,221
35,679
35,511
30,056
31,881
31,011
Just 1 Call
2,961
2,508
3,306
Child Protective Services Hotline
1,204
1,289
1,194
Medicaid Cases
Food and Nutrition Services Cases
Work First Cases
Number of Calls Answered by DSS Call Centers
Benefit (ESD) Call Center
Number of Protective Service Calls Accepted for Service
842
938
894
Child
777
861
818
Adult
65
77
76
928
1,000
1,004
Children in Custody
607
674
690
Adult (Guardianship)
321
326
314
Number of Individuals under County Responsibility
Social Services
Department Management Report
March 2016
Key Performance Indicators (cont’d)
Indicator
Number of At-Risk Customers Receiving Intervention Services
[W]: Indicates there is a waiting list
Adult Day Care [W]
Adult In-Home Aide [W]
January
2016
Twelve-Month
Averagea
January
2015
12,745
13,057
13,629
153
169
147
358
347
345
Child Care [W]
6,091c
6,517
7,172
Congregate Meals
1,526
1,457
1,382
358
315
314
Family In-Home Services
Homebound Nutrition Meals [W]
Transportation
Number of Individuals on Waiting List
Adult Day Care
Adult In-Home Aide
Child Care Wait List (CCRI)
Homebound Nutrition
Number of Completed Fraud Investigations
Number of Households Receiving Community/Emergency Services
Emergency Assistance
Crisis Intervention Program
Low Income Energy Assistance Program (LIEAP)
Number of Family Members Receiving Emergency
Food Pantry Assistance
762
732
750
3,497
3,520
3,519
5,653
5,229
5,146
124
140
152
458d
477
522
5,015
4,541
4,447
56
71
25
387e
340
223
3,366
1,986
3,179
410
584
490
1,090
878
1,341
1,866
f
524
1,348
737
g
g
Context for Key Performance Indicators
a.
Twelve-month averages are rounded.
b.
Public Assistance Cases
1.
Medicaid: Since January 2015, the number of cases decreased each month until April 2015 when the
number began to increase steadily hitting a high of 185,565 in June 2015. Case count changes
stemmed from a variety of reasons such as changes in verification process and implementation of the
Affordable Care Act. Since then the number of cases has steadily decreased each month.
Social Services
Department Management Report
March 2016
Context for Key Performance Indicators (cont’d)
2.
FNS: The number of cases has been hovering in the mid-75,000s to low 76,000s since January 2015
hitting a low of 72,170 in December 2015. The decrease in the number of cases over time and in
December 2015 was likely due to seasonal fluctuations, more staff taught on the new system, and
resolution of some of the computer system glitches.
3.
Work First: When comparing figures month to month, there have been minimal fluctuations in the
number of Work First cases. The number of cases has hovered between 2,727 and 3,108 for the past
twelve months.
c.
Effective January 1, 2015, the Income Unit Definition for a family receiving child care subsidy changed to
include, in addition to the parent/responsible adult present in the home, other adults in the home such as
grandparents. This policy change resulted in a decrease of the number of children eligible for the service.
Further, hundreds of children already receiving the subsidy were terminated from the program because their
family income exceeded new income eligibility limits. During that same fiscal year, the cost rate increased
which resulted in a decrease in the number of children that could be served with the same amount of funds.
d.
The In-Home Aide Waiting List reduction is attributed to a January 2015 list review and update. The names of
persons no longer requesting services were removed from the list.
e.
Increased monitoring of community SNAP sites by the USDA has increased the number of referrals for
investigation.
f.
LIEAP is only administered from December through March each year.
g.
Tracking of the number of family members receiving Food Pantry assistance began in FY16. Prior year data is
not available.