FY16 Department
Director Work and
Performance Plan
EBENEZER S. GUJJARLAPUDI, LUESA
MECKLENBURG COUNTY GOVERNMENT
Key Initiative #1
LUESA Code Enforcement
Veteran Hiring and Apprenticeship Pilot Program
Description: Create a Pilot Program in collaboration with Mecklenburg County Community Support
Services (CSS) to conduct targeted recruitment of Veterans as well as establish a pilot apprenticeship
program for qualified veterans to fill available vacancies in Code Enforcement.
Rationale: The candidate pool for filling available vacancies in Code Enforcement has been significantly
impacted by the booming construction industry. Code Enforcement, in collaboration with County HR
has been working on numerous strategies to enhance recruitment. Given the availability of experienced
veterans in the Mecklenburg County region, Code Enforcement has been working with the County’s
Veteran Services Division to design a program to offer apprenticeships to veterans with experience in
the construction trades as well as direct recruitment of qualified veterans. This pilot is aimed at meeting
current staffing needs as well as prepares potential employees for future staffing.
Completion Date: December 31, 2015 – Initiation of Recruitment Drive and Apprenticeship Sign ups.
Updates/Project Milestones: October 1, 2015 – Have draft plan for presentation to Executive Team.
Present to BOCC after approval by Executive Team.
Outcome/Measures: Successful recruitment drive and sign-up of apprenticeship applicants.
Key Initiative #2
Water & Land Resources
Storm Water, Minor System FY17 Budget
Description: Evaluate long-term strategy and propose potential changes, as needed, to the Storm
Water FY17 Budget to address impacts to the minor system program.
A budget team (consisting of representatives from the County and municipalities) will be assembled to
assess variables and assumptions for the expected services and associated assessment of fees. Longterm maintenance of water quality features has been highlighted as an issue for certain municipalities
which have made policy decisions that impact minor system services (and associated costs) that are the
responsibility of the County.
Rationale: There are a number of factors that have impacted the Storm Water, Minor System budget.
The impacts include, but are not limited to the following: aging storm water systems, long-term
maintenance of water quality features, changes to the NC the annexation Law, and potential influences
from the Regulatory Reform Act. These issues were analyzed at a high level as part of the Water & Land
Resources 10-Year Financial Strategy (a FY15 Key Department Initiative).
Completion Date: February 1, 2016 in preparation for the FY17 budget.
Updates/Project Milestones: September 1, 2015 – Variables identified, computer models assembled,
budget team assembled and charter approved.
Outcome/Measures: Storm Water, Minor System budget is sufficiently funded for the long-term.
Key Initiative #3
Water & Land Resources
Stream Restoration Projects
Description:
• Restore approximately 2.5 miles of McDowell Creek between Birkdale Golf Course and Gilead Road.
• Restore approximately 2.4 miles of Stewart Creek from I-85 to Tuckaseegee Road.
Rationale:
• McDowell Creek - This project is one of many in McDowell Creek that is part of Storm Water
Service’s strategic, watershed approach to reduce sediments and pollutants, as well as restore the
biological integrity in the creek. The project is estimated to remove 2,400 tons of sediment from
washing into McDowell Creek. McDowell Creek flows into Mountain Island Lake, CharlotteMecklenburg’s primary drinking water source. Rapid growth in Cornelius and Huntersville has
increased water pollution and sedimentation from stream bank erosion. NC Division of Water
Quality has labeled McDowell Creek as impaired due to the lack of biological diversity.
• Stewart Creek - This project will reduce sediments and pollutants, as well as restore the biological
integrity in the creek. The project will not reduce flooding, floodplains are meant to flood.
Completion Date:
• McDowell Creek - Construction will be complete June 2016
• Stewart Creek - Construction will be complete February 2019*
Updates/Project Milestones:
McDowell Creek - Construction started in January 2015.
Stewart Creek- Public outreach will occur at various points throughout the project.*
August 2015 - Assess the number and location of easements received to date to determine if the project
is feasible. If feasible, project limits will also be set in August based on easements.
August 2016 – Final design is complete*
February 2019 – Construction is complete*
Note: * All dates are contingent upon the number and location of easements received.
Outcome/Measures: Restoration of the sections of McDowell and Stewart Creeks by the completion
date above to reduce sediment loading.
Key Initiative #4
RetroFIT Program
Description: Implement the RetroFIT (Floodproofing ● Improvements ● Together) program.
Rationale: Many of the 4000 flood-prone structures located in the regulated floodplains do not qualify for a
FEMA grant to make their dwellings more resilient to flood damage. The RetroFIT Program is intended to
provide financial and technical assistance to flood-prone property owners that do not qualify for FEMA grants.
Completion Date: Program implementation by June 30, 2016.
Updates/Project Milestones: August, 2015 - Board of County Commissioners approves program; November,
2015 - program is rolled-out; June, 2016 – grants approved for the first cycle; and FY17 – grant projects are
implemented and the FY17 grant cycle is started.
Outcome/Measures: Execute grants and contracts obligating 90% ($225,000) of the FY16 Storm Water
funding.
Key Initiative #5
Air Permitting Rule Review
Description:
Follow the State stakeholder process to revise the air permitting and registration rules in NC and
analyze local permitting rules to determine whether changes will be necessary and/or beneficial
Rationale:
The North Carolina Division of Air Quality is currently considering major changes to the state airpermitting rules. The permitting rules in Mecklenburg County are different/more stringent in some key
areas primarily because of our ozone non-attainment status. MCAQ will analyze how the state changes,
if adopted locally, would impact industry, our citizens, sensitive populations, and the program.
Completion Date:
End date unknown. Project will last through FY16 at a minimum.
Updates/Project Milestones:
Public Hearings, Air Quality Commission Briefings.
Outcome/Measures:
Recommendation to revise the Mecklenburg County Air Pollution Control Ordinance based on an impact
analysis.
Key Initiative #6
LUESA – Air Quality and Water & Land Resources
Environmental Monitoring Site
Description:
Develop Public Interactive Environmental Monitoring Site
Rationale:
Air Quality and Storm Water staff will partner to design and build an interactive monitoring site to
increase public awareness and communicate environmental data.
Completion Date:
Project will continue through FY17.
Updates/Project Milestones:
The Storm Water and Air Quality work group has developed a candidate site list, an equipment list,
technical design considerations and is currently in discussions with UNCC concerning the artistic design
and funding.
During FY16, the workgroup will continue to explore the partnership with UNCC. This partnership
could lead to funding enabling construction to begin in FY17. Alternate funding strategies will be
identified if the partnership with UNCC is not successful or feasible.
Outcome/Measures:
Funding strategy and design of the Environmental Monitoring Site
Key Initiative #7
LUESA - GIS
Service Delivery Enhancement Projects
Description:
• Land Records Integration - Complete Lands Records Integration Project in partnership
with ESRI (software vendor), Register of Deeds and the Tax Assessor’s Office.
• iLookabout Streetview Imagery - Launch the program to consistently maintain and update
Mecklenburg County Street Level imagery with iLookAbout Capture.
Rationale:
• Land Records Integration - Will improve currency of Land Records in support of Tax Assessment,
Tax Collections and Land Planning efforts.
• iLookabout Streetview Imagery - Street view imagery is used by the Tax Assessor to value
buildings in Mecklenburg County. Current photos were completed in 2015 to replace 10 year old
photos. Now the goal is to keep them maintained over 3-year period.
Completion Date:
• Land Records Integration - June 2016
• iLookabout Streetview Imagery- Street view up to date by February 2016
Updates/Project Milestones:
Land Records Integration - Project Kick-off after IT review and approval.
• Kick-Off Meeting
• Pilot Data Conversion
• Full Data Conversion
• Go Live Testing
iLookabout Streetview Imagery - 100% imagery has been captured in 2015 and is available for use.
County update process begins in 2016 and 25% of streets will be re-captured in Winter 2016 when
leaves are off the trees.
Outcome/Measures:
• Land Records Integration - Implement remaining components of to include Record Import
Manager (RIM) with Register of Deeds and Parcel Sync Integration with the County's Patriot CAMA
system.
• iLookabout Streetview Imagery -To enhance Street view we will update 25% of photos captured in
2015
Key Initiative #8
LUESA – Solid Waste
Completion of Compost Central
Description:
Complete all construction for the Compost Central Relocation Project and initiate daily operations at the
site.
Rationale:
Compost Central required relocation from leased City property to a facility owned by Mecklenburg
County.
Completion Date:
Construction completion anticipated in April 2016
Updates/Project Milestones: The project was broken into two separate phases. One phase for site
grading was initiated in FY 2015 and is underway. The construction phase will be initiated in early FY
2016.
Outcome/Measures:
Completion of a new Compost Central Facility.
Key Initiative #9
LUESA – Solid Waste
Comprehensive Evaluation of Solid Waste Long-Term Strategy
Description: The comprehensive evaluation of Solid Waste Operations involves three components:
1. Evaluation of long-term disposal and recycling options. The County’s contract with Republic Services
for the disposal of solid waste expires in 2020 and the contract with ReCommunity for the operation
of the Metrolina Recycling Facility expires in 2019. As such, the County Solid Waste will begin the
effort to craft a long-term plan to ensure that the handling/disposal needs are met for the residents in
Mecklenburg County.
2. Evaluate the location and number of full-service solid waste drop off facilities to ensure adequacy of
service based on population growth. Currently, only 4 full-service drop centers exist within the
County. This effort will begin the process of identifying County population centers, and the
effectiveness with existing drop-off centers.
3. Conduct a service evaluation of outreach efforts in collaboration with the County’s Strategic Planning
and Evaluation Group.
Rationale: To better able to plan for future growth, and serve the needs of residents and small businesses,
staff needs to identify if any additional solid waste drop-off facilities need to be planned for.
Completion Date:
Long-Term Planning:
• Preliminary plan to be submitted to the County Manager in August 2015.
• BOCC Presentation in September 2015.
• Final Plan by June 2016.
Drop-off Center Evaluation:
• Complete study by May 2016.
Service Evaluation:
• Evaluation to be complete by December 2016.
Updates/Project Milestones: Present findings to Senior Management – Ongoing Basis.
Outcome/Measures:
Long-Term Planning:
• Final Plan by June 2016.
Drop-off Center Evaluation:
• Evaluation Document with Recommendations.
Service Evaluation:
• Evaluation results with Recommendations.
Key Initiative #10
Mecklenburg Livable Communities Plan (MLCP)
Description: Continue MLCP Initiative - Complete Think Tank meetings, producing collaborative
solutions that address the 21 strategies in the MLCP document.
Phase I of MLCP involved soliciting input from community partners and residents to determine the
communities’ shared values and aspirations. These shared community values are articulated in the
MLCP document.
Phase II has three components:
• Compiling an inventory of our community partners’ current initiatives that relate directly to the
Strategies in the MLCP;
• Developing new collaborative solutions via 11 Think Tanks that focus on the MLCP’s 21
strategies;
• Determining the best way to measure the change in “Livability” of Mecklenburg.
Phase II will conclude with a report-out that communicates the work of the 11 Think Tanks and the
baseline Livability measures.
Phase III will involve refining the list of initiatives identified in Phase II, potentially highlighting one or
two priorities that will be collaboratively moved forward by the partners. The collaborative solutions
produced by the 11 Think Tanks will also be presented to the Resident Workgroups for feedback.
Rationale: BOCC approved this collaborative initiative with the City of Charlotte, Foundation For The
Carolinas and six Towns in 2014. Phases I and II will be complete by end of Fiscal Year 2016.
Completion Date: Think Tank Meetings with groups of previously identified volunteers is expected to
be complete by February 2016. Report Completed by July 2016.
Updates/Project Milestones:
• Complete 3 – 4 rounds of meetings with the 11 Think Tanks.
• 1 – 3 collaborative solutions identified in each of the 11 Think Tanks.
• An inventory of community organizations’ initiatives that relate directly to the Strategies in the
Mecklenburg Livable Communities Plan.
• A suite of metrics identified that can reliably measure the “Livability” of Mecklenburg/the impact
of the Initiative.
Outcome/Measures: Report that communicates Phase II accomplishments.
Key Initiative #11
Code Enforcement Inspection Team Reorganization
Description: Based on the request from the Industry and the Building Development Commission (BDC)
the Code Enforcement Division is reorganizing the Inspection Team within the department. The first
phase will involve the creation of the MEGA team to respond to the increased demand for inspection
services form the Multi-family/Commercial Customers. The later phases will involve further
streamlining the remaining staff into specialized teams to serve other customer segments.
Rationale: Requests for increased service and activity in the multi-family and commercial construction
as well as increased complexity of Code necessitates creation of specialized teams to meet customer
demands.
Completion Date:
On-going, with the creation of the MEGA team completed and launched on July 1. Remaining teams to be
constituted by June 30, 2016, pending concurrence by the BDC.
Updates/Project Milestones: Report to the County Manager and BDC.
Outcome/Measures:
Three (3) specialized teams to meet needs of various customer segments.
Key Initiative #12
LUESA Code Enforcement Initiatives
Description: Continue Improvement Initiatives within Code Enforcement. The City and County hired
Gartner to perform an independent review of Permitting, Inspection and Plan Review processes in
August 2014. Gartner completed an initial assessment and provided seven (7)
priorities/recommendations for further consideration for implementation. The recommendations are:
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P1 - Establish Unified Development Services Governance and Supporting Sub-Committees
P2 - Improve Customer Alignment
P3 – Improve Culture and Foster Partnership
P4 - Implement Immediate Process and Technology Improvements
P5 - Develop Future Services Delivery Models
P6 - Establish Long-Term Permitting and Plan Review Application Strategy and Implement
P7 - Establish an Optimization Process Leveraging Enhanced Metrics
Based on the timelines, the County, in collaboration with the City, has begun implementation/further
research internally on priorities P1 to P4, with Gartner performing further work on P5 and P6. Work on
P7 will commence later in the project timeline.
Some of the individual efforts corresponding to the implementation of P1 to P4 include:
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Develop the Customer Service Center (CSC) as part of the move to the new location, focusing on
aiding novice customers who need help navigating the permitting and inspection process.
Collaboratively manage with the City the Independent Review of Code Enforcement project.
Continue Culture Change Initiative through training and implementation.
Coordinate update of the Code Enforcement website.
Continue the consistency effort between plan review and inspections.
Rationale: Gartner was hired in late 2014 to conduct a comprehensive review of Code Enforcement
processes. Gartner continues to work on identifying a future state model for Code Enforcement
operations.
Completion Date:
On-going, with Gartner report expected to be complete by Fall 2015. Implementation of other priorities
identified by Gartner will be on-going through FY 2016 .
Updates/Project Milestones: Report to the County Manager and BOCC.
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Develop the Customer Service Center (CSC) as part of the move to the new location, focusing on
aiding novice customers who need help navigating the permitting and inspection process.
Collaboratively manage with the City the Independent Review of Code Enforcement project.
Continue Culture Change Initiative through training and implementation.
Coordinate update of the Code Enforcement website.
Continue the consistency effort between plan review and inspections.
Outcome/Measures:
• Independent Audit Project report with recommendations.
• Implementation of Customer Service Center at the new location.
• Implementation of identified strategies to affect culture change.
Key Initiative # 13
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