FY16 Department
Director Work and
Performance Plan
MARCUS PLESCIA, MD, MPH, HEALTH DEPARTMENT
MECKLENBURG COUNTY GOVERNMENT
Rating Criteria:
Exemplary (E): Almost always demonstrates these behaviors
Successful (S): Frequently demonstrates these behaviors
Needs Improvement (NI): Infrequently demonstrates these behaviors
Key Initiative #1: Development of Population-based Interventions
Description: Identify key partnership strategies and prioritize Health Department-led interventions to impact
policy, systems and environmental change to promote health and prevent disease.
Rationale: An essential service of public health is to develop polices and plans that promote community-wide
health improvement.
Completion Date: June 30, 2016
Updates/Project Milestones:
Assess options for a multi-sector coalition focusing on community health improvement
• Assess gaps and opportunities with current coalitions/action groups
• Make recommendations for coalition model and sector representation
Develop and conduct colon cancer screening pilot
• Based on findings of best and leading practice research, develop engagement and recruitment strategy
• Develop screening, tracking and follow-up process
Develop and implement Mecklenburg County Government vending & meals policy
• Approved policy
• Implementation, including employee education and vendor toolkit
Outcome/Measures:
• Document outlining council gaps and recommendations
• # of clients screened for colon cancer
• Implemented Mecklenburg County vending and meals policy
• Successful implementation of identified Health Department strategies in the Chronic Disease Action
Plan
End of year reporting ONLY
• Brief statement on if the project addressed the issue it was intended to address. If so, how.
• Statement on if project was completed at or below budget (update at end of fiscal year). If not, why?
• Statement on whether or not performance metric goals were met.
Key Initiative #2: School Health Advisory Team Whole School, Whole Community, Whole Child Pilot
Description: Promote school health by supporting school health advisory teams to adopt the Whole School,
Whole Community, Whole Child approach.
Rationale: CMS’s School Health Advisory Council has expressed interest in adopting the WSCC approach to
facilitate greater integration and collaboration between education and health to improve students’ cognitive,
physical, social and emotional development. This approach is endorsed by the Centers for Disease Control and
Prevention (CDC) and the Association for Supervision and Curriculum Development (ASCD).
Completion Date: October 31, 2016
Updates/Project Milestones:
• District level School Health Steering Committee will meet at least 3 times each school year.
• Train all School Health staff in the WSCC approach.
• Identify and assess School Health Team activity in each school.
• Develop an action plan to support the development of functional School Health Teams and document
progress in implementing the WSCC model
Outcome/Measures:
Successful completion of milestones.
End of year reporting ONLY
• Brief statement on if the project addressed the issue it was intended to address. If so, how.
• Statement on if project was completed at or below budget (update at end of fiscal year). If not, why?
• Statement on whether or not performance metric goals were met.
Key Initiative #3: Implement Clinical Operations and Revenue Improvements
Description: Improve efficiency of clinic services and revenue collection rate.
Rationale: With the change in availability of medical care as impacted by the Affordable Care Act and the
transition of public health clinic to direct county administration, it is necessary to re-structure our strategies for
clinical prevention services.
Completion Date: June 30, 2016
Updates/Project Milestones:
• Maximize revenue through implementation of more efficient revenue collection processes, procedure
coding maximization and fee schedule optimization.
• Increase productivity through establishing and managing to productivity benchmarks.
• Increase breast and cervical cancer control program (BCCCP) clients through increased recruitment
and engagement efforts.
Outcome/Measures:
• Increased # of BCCCP clients
• Increased # of family planning clients with long-acting contraceptive availability
• Increased patient revenue
End of year reporting ONLY
• Brief statement on if the project addressed the issue it was intended to address. If so, how.
• Statement on if project was completed at or below budget (update at end of fiscal year). If not, why?
• Statement on whether or not performance metric goals were met.
Key Initiative #4: Integration of Provided Services Organization (PSO) Staff and Programs
Description:
Integrate PSO staff and programs into department structure and assure appropriate support.
Rationale:
Effective July 1, 2015, the Child Development Services Agency (CDSA), Carolina Alcohol and Drug
Resources (CADRE) and Child Development-Community Policing programs and the staff managing and
supporting will become Health Department employees. To assure the smooth transition of operations and the
sense of inclusion, appropriate infrastructure will be expanded to support effective planning, communication,
financial, HR and learning processes.
Completion Date: June 30, 2016
Updates/Project Milestones:
• Align administrative policies and procedures
• Align service budgets
• Align Key Performance Indicators and Service Level Indicators
• Update Management Plans to cover expanded services
• Update work plans to meet department standard and accreditation requirements
• Assess organizational development needs
• Ensure PSO staff and services are included in department committees
• Conduct technology needs assessment
• Align staff on-boarding and program processes with accreditation requirements
Outcome/Measures:
Successful completion of milestones.
End of year reporting ONLY
• Brief statement on if the project addressed the issue it was intended to address. If so, how.
• Statement on if project was completed at or below budget (update at end of fiscal year). If not, why?
• Statement on whether or not performance metric goals were met.
Key Initiative #5: Environmental Health Organizational Improvement Initiatives
Description: Enhance Environmental Health organizational capacity through improvement initiatives.
Rationale:
MCHD has begun efforts to establish a rigorous process of continuous quality improvement at the same time
that the Environmental Health Division anticipates significant leadership transitions in the next few years.
Therefore, this organizational improvement initiative seeks to address these factors in order to re-invigorate the
Division’s culture of leadership and performance.
Completion Date: June 30, 2016
Updates/Project Milestones:
• Develop decision making practices for the division that ensure good and timely decisions become the
model for the department
• Create an Initial Design for a Quality Assurance Process to ensure unified division interpretations and
policies
• Determine needs and approaches to performance indicators and associated recognition and rewards
• Perform a “prospective” leadership assessment to determine the best possible attributes for future
leadership.
• Identify causes and develop solutions to communication challenges facing a divers, field-based
workgroup
Outcome/Measures:
Successful completion of milestones.
End of year reporting ONLY
• Brief statement on if the project addressed the issue it was intended to address. If so, how.
• Statement on if project was completed at or below budget (update at end of fiscal year). If not, why?
• Statement on whether or not performance metric goals were met.
Key Initiative #6. 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.
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:
• August 2015 – July 2016: Ongoing meetings of the 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 #7: 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