FY16 Department
Director Work and
Performance Plan
DANIEL DIEHL, PUBLIC INFORMATION
MECKLENBURG COUNTY GOVERNMENT
SECTION 1: DEPARTMENT KEY INITIATIVES
Key Initiative #1 – MecklenburgCountyNC.Gov Redesign Phase II
Description:
The County website, MecklenburgCountyNC.gov was completely redesigned in FY2015, dramatically
improving the overall navigation of the site, look and feel of the pages, and an improved customer experience.
In FY2016, Phase II of the redesign will hone in on specific improvements in several key areas.
Rationale:
MecklenburgCountyNC.gov is the County’s most visible and accessible channels to receive County
information. The updated website improved the design and overall customer experience, and now Phase II will
improve functionality for various key elements, including forms, calendars and public records requests.
Projects:
Phase II to include:
• New online calendar section with easier access to include more meetings.
• Fix forms on MCNC.gov and Meckweb to allow greater access to more information
• Revamp Mecklenburg Spotlight (formerly Employee Spotlight)
• Add a new Public Records request new form solution.
Completion Date:
June 30, 2016
Updates/Project Milestones:
Timeline:
• Aug. 1 – Oct. 30: Vendor selection and project plan implementation
• Nov. 1 – May 15: Design, content change and testing
• May 15 – June 30: Implementation
Outcome/Measures:
• Website analytics on reach, users, time spent on site, etc., via Google Analytics
• A visitor satisfaction survey will be conducted at the end of the fiscal year
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.
Performance Rating:
Executive Team Comments:
[add rating here]
Key Initiative #2 – FY16 Communication Plan
Description:
The Mecklenburg County FY16 Communication Plan outlines how the department will strategically
communicate the County’s Fiscal Year 2016 key initiatives, goals and information to residents, the Board of
County Commissioners, County employees and other stakeholders. The plan also explains how the department
is structured, how work is accomplished, how success is measured, and how the department works with its
customers.
Rationale:
The mission of the Public Information Department is “Telling the Mecklenburg County Story” to our external
and internal audiences.
The department achieves this mission through the following:
• Informing, educating, and engaging all residents and stakeholders regarding County programs, services
and results.
• Informing, educating and engaging County employees about the policies and procedures they need to
know to be successful at their jobs and as ambassadors for the County.
Projects in FY16:
• Continue to raise awareness in the community and neighborhoods about major County initiatives like
Bringing Mecklenburg County to You (BMC2U) and others that develop throughout the year linked to
the four areas of the plan.
• Meet with department directors and other leaders to learn about specific communication needs and
develop solutions to help them achieve their goals.
• Establish a Strategic Video Production protocol and request process to improve video for TV, training,
social media and other online programming.
• Establish County-wide marketing protocol to share information and resources to maximize the
effectiveness of limited marketing resources.
Completion Date:
Ongoing throughout FY2016 with specific benchmark goals as outlined in the plan.
Updates/Project Milestones:
• July – Dec 2015 – Implementation of plan priorities; meetings with department and other stakeholders
• Jan – June 2016 – Refine and measure success of plan strategy and tactics; report progress to the ET
Outcome/Measures:
• Communication awareness goals and customer satisfaction targets are set annually and questions
included on the Annual Community Survey, Public Awareness Index, Employee Climate Survey,
Customer Satisfaction Survey and multiple services
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.
Performance Rating:
[add rating here]
Executive Team Comments:
Key Initiative #3 – Community Relations Plan & Board Outreach
Description:
Continue to develop and implement the FY16 Community Relations Strategic Plan. The plan identifies and
makes personal contact with key community leaders, creates and manages a database of those contacts
throughout Mecklenburg County, and coordinates special events that offer direct interaction between County
officials and the community. The plan also engages youth and County volunteers to help with various
programs and services through partnerships with Generation Nation, the Mayor's Youth Employment Program
and Hands On Charlotte.
Rationale:
The Mecklenburg County Board of Commissioners has adopted a vision to encourage partnerships between
government, the private sector, the faith community and others to bring together people from diverse
backgrounds to address and solve community problems.
Mecklenburg County’s community relations approach is to make this vision a reality by engaging residents in
the process to address needs and find solutions that benefit all County residents. .
Projects:
• Aggressively identify and meet community leaders and stakeholders in all parts of the County
• Help organize Board of County Commissioner Community Meetings according to County policy
• Research and implement County Manager speaking engagements throughout the community
• Establish community relations vision which could include a strategic framework; allow Community
Relations to grow with added PI editorial resource from PIO pool
• Develop & Maintain Community Relations Database
Completion Date:
Ongoing through the end of FY2016
Updates/Project Milestones:
• October 2015—Database complete
• December 2015—community leaders identified and meetings scheduled
Outcome/Measures:
• Residents and community stakeholders will report feeling more engaged and informed about County
government on the annual County Community Survey.
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.
Performance Rating:
[add rating here]
Executive Team Comments:
Key Initiative #4 – Social Media Engagement & Improvement
Description:
Mecklenburg County’s Social Media channels will provide proactive communication of timely and relevant
information about the programs, services and results that Mecklenburg County offers to the community. In
June 2014, the Mecklenburg County Social Media Policy was implemented to centrally manage content on all
official County social media sites for all County departments (except the Sheriff’s Office). Centrally managing
these sites decreases repetition and increases the number of followers, likes and users for County social media
accounts, as well as the number of viewers reached by posting videos on those sites.
In 2015 the County Manager’s office approved the Social Media Strategy which will help further provide
direction and growth for this important channel of information.
Rationale:
The Public Information Department’s mission is “Telling the Mecklenburg County Story” externally and
internally to our multiple stakeholders.
Social media sites like Facebook, Twitter, Instagram, NextDoor, YouTube and Flickr offer the opportunity to
instantly reach our stakeholders and encourage a two-way communication between the County and the public.
This creates a deeper connection than traditional media and allows the County to be transparent as we build
trust and relationships.
Projects:
• Develop a Facebook advertising policy that manages all social media advertising through PI.
• Implement an employee addendum to the Mecklenburg County Social Media Policy to help guide
employee use of social media sites.
Completion Date:
Ongoing in FY2016
Updates/Project Milestones:
• Implement approved Social Media Strategy, including employee social media guidelines
• Track outputs and user data through Google Analytics
• Implement and improve employee social media use
• Facebook advertising process for County-wide use and process for payment
Outcome/Measures:
• Track outputs and user data through Google Analytics & Spout Social
• More residents will use Social Media for County information
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.
Performance Rating:
[add rating here]
Executive Team Comments:
Key Initiative #5 – Public Information Succession Planning
Description:
Public Information has many highly qualified, long-serving employees. Over the next 12 to 24 months, three
or more employees may retire or decide to leave County employment. In order to properly plan for and prepare
for the potential FTE being available, PID would like to take a proactive approach to ensure that all
possibilities for the future are explored.
Rationale:
The County Manager has made communication and transparency one of the hallmarks of her administration.
PID is poised to continue to be a cornerstone of that strategy. The department would take a strategic approach
to finding out how we can better serve the County and the manager’s vision by utilizing resources effectively.
Completion Date:
Ongoing through the end of FY2016
Updates/Project Milestones:
• Conduct needs assessments with clients, stakeholders and PID employees to determine where either
gaps in service exist or where opportunities for positive change can occur with new employees
• When appropriate, and as they occur, assess each vacancy for organizational fit and opportunity
• Involve PID SLT in strategic planning for succession planning throughout FY2016
Outcome/Measures:
• By the end of FY2016, PID will have several new staff members with clear work plan priorities tied to
the County communication plan and strategy direction of year-long assessment activities.
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.
Performance Rating:
[add rating here]
Executive Team Comments:
Overall Section 1:
Key Initiatives Rating
[add rating here]
Key Initiative #6 – 3-Year Department Strategic Business Plan (FY2017-FY2019)
Description:
Create a 3-Year PI 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. PI will also synergize other department’s 3-year business plans to provide
support to communicate those respective strategies and goals.
Rationale:
Department strategic business planning is essential to outlining departmental goals, strategies and measures
that will serve as the guiding document for budgeting from FY2017 to FY2019.
Completion Date:
January 2016
Updates/Project Milestones:
• August 2015: “Train-the-Facilitator” training
• September 10, 2015: County Manger’s Strategic Planning Retreat
• September – January 2016: Departments Draft Strategic Business plans
Outcome/Measures:
Successful achievement of established updates and project 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.
Performance Rating:
Executive Team Comments:
[add rating here]
WE DON’T NEED THIS NOW, IT WILL BE POPULATED AFTER OUR MEETING WITH OMB IN
EARLY JUNE 2015.
SECTION 2: DEPARTMENT KEY PERFORMANCE INDICATORS
(This section does not need to be completed prior to June 1. In early June, OMB will provide
instructions for submitting modified or proposed FY16 Key Performance Indicators.)
Key Performance Indicators
Target
Overall Section 2:
Key Performance Indicators Rating
Executive Team Comments:
FY16
Result
Rating
(E, S, NI)
[add rating here]
Director Comments
(Optional)
TO BE COMPLETED AT THE END OF FY2016
SECTION 3: DIRECTOR LEADERSHIP COMPETENCIES
(Complete at the end of FY16.)
Competencies
Strategic Thinking
Formulating vision into actions
•
•
•
•
•
Builds, communicates, and promotes a
shared, long-term vision
Formulates strategies, objectives and
priorities, and implements plans consistent
with the vision
Identifies key issues based on logical
assumptions, facts and data
Capitalizes on opportunities and manages
risks
Understands the interdependency of the
working, structure and culture of the
organization as well as the social and
economic issues/trends affecting the
organization
Executive Excellence
Optimizing talent management and
financial health
•
•
•
•
•
Attracts, develops, engages, and retains
people
Creates a learning culture that encourages
accountability by providing ongoing
feedback and opportunities for continual
learning for self, employees and teams
Assesses short-term and long-term fiscal
condition; uses cost-benefit thinking to set
and balance short-term and long-term
priorities
Determines cost-effectiveness of programs
and compares alternative strategies
Optimizes good financial management
Rating
(E, S, NI)
Director Comments
Change & Innovation
Innovating through change and creativity
•
•
•
•
•
Identifies, communicates and drives
changes needed to adapt strategically to
shifting demands, business conditions,
technology, and internal initiatives
Questions conventional approaches;
develops creative and innovative solutions
to situations
Creates a shared responsibility among
team members/staff and encourages others
to seek different ideas/approaches to
address organizational problems and
opportunities and then embraces them
Rapidly adapts to changing conditions and
communicates frequently and candidly
during times of change
Designs, communicates and gains the
acceptance of and leads the
implementation of optimal, new or cutting
edge ideas/processes to manage problems
and opportunities
Collaborative Relationships
Collaborating through alliances and
relationships
•
•
•
•
Identifies opportunities for, initiates, and
maintains strategic relationships and
networks in and out of the organization
Promotes openness and trust and builds
confidence in one's intentions to achieve
goals
Fosters an inclusive workplace by working
effectively with individuals and groups of
diverse cultures.
Utilizes the capabilities, insights, and ideas
of individuals and groups to ensure the
accomplishment of common business
goals/improve results
Values & Integrity
Serving with integrity and respect
•
•
•
•
Models high standards, acting in
accordance with moral, ethical, and
professional standards, policies and
regulations consistent with the County’s
Values and Guiding Principles; leads by
example
Demonstrates honesty, fairness, openness
and being forthright, consistently, in words
and actions, treating people with courtesy
and respect
Respects the confidentiality of information
and concerns shared by others
Takes responsibility for and learns from
own mistakes; does not misrepresent self
Overall Section 3:
Director Leadership Competencies
Rating
Executive Team Comments:
[add rating here]
Rating
(Exemplary, Successful, Needs Improvement)
Section 1: Department Key Initiatives
Section 2: Department Key Performance Indicators
Section 3: Director Leadership Competencies
Overall Performance Rating:
Performance Increase
Current Salary
$
% Increase: % of market rate of $ applied to current salary
New Salary
Cash Merit (if applicable)
Supervisor Comments:
$
N/A
SECTION 4: DIRECTOR INDIVIDUAL DEVELOPMENT PLAN
Development Goal #1
Rationale: To develop better leadership competencies around public and internal communications
Achieving the goal includes the following:
• Brief description of what competencies (knowledge and skills) are desired to be enhanced and/or learned.
--Become a leader among local and national communication professionals from public and private firms.
--Develop better skills and become more proficient at web posting, updates and development.
--Continue to develop leadership and management skills via classes, professional associations and other
resources.
Planned Actions/Resources:
Include the following:
• What actions/resources (specific classes, conferences, trainings, programs, etc.) are needed to accomplish
the agreed upon goal(s)?
--Continue to help lead NACIO as a regional director for National Association of County Information
Officers (NACIO)
--Help host NACIO events at NACo Annual Conference
--Rejoined PRSA Charlotte and actively participating in monthly events
--Take advantage of advanced leadership courses to improve management skills and become a better
leader for Mecklenburg County
Director Comments
End of year reporting ONLY
Executive Team Comments
End of year reporting ONLY
Rating Criteria
Section 1: Key Initiatives
Exemplary (E) – Employee contributes beyond expectations for departmental key initiatives
Successful (S) – Employee meets the expectations for departmental key initiatives
Needs Improvement (NI) – Employee does not meet expectations for the departmental key initiatives
Section 2: Key Performance Indicators
Exemplary (E) – KPI result falls above the range for successful
Successful (S) – KPI result falls within the range for successful
Needs Improvement (NI) – KPI result falls below the range for successful
Section 3: Leadership Competencies
Exemplary (E): Almost always demonstrates these behaviors
Successful (S): Frequently demonstrates these behaviors
Needs Improvement (NI): Infrequently demonstrates these behaviors
Overall Performance
Exemplary (E) – Employee consistently contributes beyond job expectations and in accomplishing extraordinary results for the
department
Successful (S) – Employee meets the expectations for and contributes to the achievement of the results for the department
Needs Improvement (NI) – Employee performance does not fully meet established requirements for the department