FY16 Department
Director Work and
Performance Plan
MARK P. HAHN, AIA, ASSET AND FACILITY MANAGEMENT
MECKLENBURG COUNTY GOVERNMENT
Key Initiative #1 - Bringing Mecklenburg County to You
Description: “Bringing Mecklenburg County to You” Master Plan Project Implementation
Rationale:The first phase of the “Bringing Mecklenburg County to You” program includes several key
projects which support the Manager and Board’s strategic agenda. These projects include:
1. The relocation of LUESA from the Hal Marshall Center to Suttle Avenue, which will improve the
experience for customers and employees while supporting the redevelopment of the North Tryon
corridor.
2. The relocation of MEDIC from over-utilized, leased facilities to a permanent home. This involves
the adaptive re-use of a warehouse and distribution facility central to their service area.
3. The balance of Valerie C. Woodard will be renovated, providing a home for the balance of staff from
the Hal Marshall Center, the Tax Assessor and Tax Collector offices, and some functions of the
consolidated Health and Human Services Agency. Some renovation will occur to support the work
of creating new Community Resource Centers.
4. The initial phase of work within the Government District will be initiated, with the relocation of a
consolidated Finance Department as a focus along with renovations to and use of underutilized
spaces.
Completion Date: Multi-year projects
Updates/Project Milestones:
• The total program budget for the first phase of this program is $165,878,000. This budget covers the
four projects listed, some of which will run into FY17. As the specs for these projects continue to be
developed and finalized, staff are managing to this budgeted total as was approved in the FY16 CIP.
• March 2016: LUESA Relocation: Construction – 100% complete
• June 30, 2016: MEDIC Relocation: Construction – 20% complete
• June 30, 2016: Woodard Renovation: Construction – 40% complete
• June 30, 2016: Phase I Government District Construction – 30% complete
Outcome/Measures:
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Successful achievement of established updates and project milestones.
Track % of change orders according to category (unforeseen conditions, architect/engineer errors & omissions,
code related changes, owner/customer initiated changes, etc.)
On schedule and within budget
Track examples of creative/innovative approaches to budget control/cost reduction
Key Initiative #2 – Capital Reserve Projects
Description: Complete 68% of all new FY16 Capital Reserve projects by the end of FY16, and complete
93% of such projects by the end of 2ndQtr, FY17. Complete remaining 7% of projects in coordination with
capital renovation project schedules in 5-year CIP. 94% of completed projects will be on schedule and within
budget. (Initiative applies to only those projects managed by AFM).
Rationale: The annual Capital Reserve project completion cycle is a rolling 18-month period. Completion of
some of the projects is typically deferred to align with funded capital projects, so the repair work can coincide
with renovation work, using the funding more effectively.
Completion Date: June 30, 2015 for 68% of projects, December 31, 2015 for an additional 27% of projects,
with the completion date for the remaining 6% dependent on capital project renovation schedules.
Updates/Project Milestones:
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1st Qtr (9/30/15) - 5% of projects complete
2ndQtr (12/31/15) - 14% of projects complete
3rdQtr (3/31/16) - 42% of projects complete
4thQtr (6/30/16) - 68% of projects complete
Outcome/Measures:
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 – Fleet Maintenance Services
Description: Prepare RFI/RFP for Fleet Maintenance Services
Rationale: Expiration of the Fleet Maintenance Agreement with the City of Charlotte provides a good
opportunity to test the market and determine if the current strategy utilizing City services provides the best
value for the future.
Completion Date: June 30, 2016
Updates/Project Milestones:
• October 1, 2015: Issue RFP
• November 2, 2015: Bidder Proposals due
• November 30, 2015: Vendor Selected
• January 18, 2016: Contract Executed
Outcome/Measures:
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 – Employee Security Perception
Description: Perform focus groups with select departments to better understand employee perception of
security at County facilities.
Rationale: Five focus groups (at Kuralt, Hal Marshall, Carlton Watkins, Woodard, and Walton Plaza
locations) were held in FY15 to gather detailed qualitative data regarding the drop in the FY14 Employee
Climate Survey (ECS) security question scores. Key themes from the focus groups were compiled and
recommendations submitted to the County Manager’s Office. During the process many other departments
requested the opportunity to be included in focus groups, but time and resource constraints prevented such.
AFM will self-perform focus groups with select departments who have previously requested participation.
Completion Date:
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Focus Group schedule/milestones to be determined based on FY15 ECS Results (i.e., departments/facilities with
most critical scores that have not been part of a previous focus group will be given higher priority)
Updates/Project Milestones:
Outcome/Measures:
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 – Government Facilities Maintenance Re-bid
Description: Re-bid the Facilities Maintenance Contract for the Government Facilities
Rationale: New contracts were awarded in FY15 for Facility Maintenance of the entire AFM portfolio with
three vendors being awarded 3-year contracts. After approximately 8 months of performance the vendor for
the Government Facilities Bid Package informed AFM that they had bid too low and could not meet
specifications and County expectations at their current bid cost. After exploring several options, AFM
determined it would be in the best interest of the County to re-bid the Government Facilities Package. The rebid will occur in FY16.
Completion Date: December 15, 2015
Updates/Project Milestones:
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July 1, 2015 – Issue RFP
October 1, 2015 – Bids Received
November 1, 2015 – Vendor selected
December 15, 2015 – Contract(s) executed with new vendor(s)
Outcome/Measures:
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 - 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