Mecklenburg County Board of County Commissioners

Home , Grady Cole Center, Myers Park (Charlotte)

FY2014 BUDGET RETREAT February 20 - February 21, 2014

CPCC-Harris Conference Center 3216 Harris Campus Drive Charlotte, NC 28202 704/330-4611 Directions

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Wilkinson Blvd. 9 Morris Field Drive, 0.9 miles left on r. 277 CPCC Harris Campus Drive

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2014 Budget Retreat

February 20 – February 21, 2014

TABLE OF CONTENTS

TRANSMITTAL LETTER ……………………………………………………………………… iii

AGENDA …………………………………………………………………………………………. iv

MISSION AND VISION …………………………………………………….……………….… viii

PARTICIPANTS ………………………………………………………………………………… xvi

FY2014 FINANCIAL STATUS Presentation by Wanda Reeves, Finance Director

FISCAL POLICY UPDATE ………………………………………………………………………. 1 Presentation by Wanda Reeves, Finance Director

HIGH PERFORMING ORGANIZATION PART I ……………………………………………... 15 Presentation by Panel

RETIREE MEDICAL INSURANCE Presentation by Chris Peek, Deputy County Manager/Chief of Staff

ECONOMIC DEVELOPMENT …………………………………………….……………………. 33 Presentation by Panel

ASSESSED VALUATION UPDATE Presentation by Ken Joyner, Tax Assessor

HIGH PERFORMING ORGANIZATION PART II …………………………………………… 51 Presentation by Panel

FY2015 TAX RATE ………………………………………………………………………………... 67 Presentation by Michael Bryant, Interim Management and Budget Director

QUALITY OF LIFE AND COST OF LIVING PART I …………………………………………. 71 Presentation by Panel

BOARD’S PLANNING AGENDA Presentation by Leslie Johnson, Assistant County Manager

QUALITY OF LIFE AND COST OF LIVING PART II ……………...……………..………… 85 Presentation by Panel

i BOARD INTEREST ITEMS …………………………………………………………………….…. 99 Presentation by Michael Bryant, Interim Management and Budget Director

HUMAN SERVICES STRATEGIC PLANNING PART I ………………………………………. 105 Presentation by Panel

FY2015 OPERATING BUDGET CALENDAR Presentation by Michael Bryant, Interim Budget Director

HUMAN SERVICES STRATEGIC PLANNING PART II …………………………………… 127 Presentation by Panel

CLOSING COMMENTS FOR THE CONFERENCE

Appendix I – Priority Report

Appendix II – Board’s Planning Agenda

ii Panel Discussion Reference Page Panel Name Departments Page Numbers Board of Elections 15-19 High Performing Organization Register of Deeds 21-22 Part I Office of Tax Collector 23-26 Financial Services 27-31 Economic Development 33-35 Land Use and Economic Development Environmental Services 37-44 Agency County Assessor's Office 45-49 Internal Audit 51-56 High Performing Organization Business Support 57-61 Part II Services Agency Human Resources 63-66 Quality of Life & Cost of Living Park and Recreation 71-77 Part I Public Library 79-84 MEDIC - Mecklenburg 85-88 Quality of Life & Cost of Living EMS Agency Part II Medical Examiner 89-91 Sheriff 93-97 Department of Social 105-112 Services Human Services Strategic Planning Child Support 113-117 Part I Enforcement Health Department 119-125 Criminal Justice Services 127-132 Human Services Strategic Planning Provided Services 133-139 Part II Organization Community Support 141-147

Services MECKLENBURG COUNTY Office of the County Manager February 17, 2014

Dear Commissioners,

We have scheduled the 2014 Budget Retreat for February 20 – February 21 at the Harris Conference Center located on the campus of Central Piedmont Community College. The address for the Harris Conference Center is 3216 CPCC Harris Campus Dr. At this budget conference, the expectation is that the Board will:

 Receive briefings on fiscal policies and the financial status of the County;  Receive an update and projection on assessed valuation;  Receive a briefing on strategies being considered for Other Post Employment Benefits (OPEB);  Receive an update on the Board’s recently adopted strategic planning agenda;  Receive a briefing on proposed modifications to the Community Service Grants funding process; and,  Receive a briefing on funding strategies for school health nurses.

In addition to the aforementioned items, I have set aside time on the agenda to have a discussion regarding the FY2015 tax rate. Also, during the two-day retreat, the Board will receive briefings from directors in a panel format that will highlight service delivery and challenges the agencies are experiencing. I am really excited about incorporating these agency briefings into the budget retreat.

This budget retreat is a critical step in providing guidance for our activities for the next fiscal year. The binder has background materials that should be read in advance of the conference. In addition, staff will hand out additional materials, including all presentations, at the conference.

I anticipate that the 2014 Budget Retreat will be a positive experience for the Board and for staff as we begin preparing for the upcoming budget cycle. I look forward to partnering with the Board as we move the organization in a new direction and restore the public’s trust in County government.

Sincerely,

Dena R. Diorio County Manager

PEOPLE ● PRIDE ● PROGRESS ● PARTNERSHIPS 600 East Fourth Street  Charlotte, North Carolina 28202-2835  (704) 336-2472 Fax (704) 336-5887 www.MecklenburgCountyNC.gov iii Mecklenburg Board of County Commissioners 2014 Budget Retreat Central Piedmont Community College Harris Conference Center

February 20, 2014

8:30 – 9:00 Breakfast

Section I: Conference Purpose and Overview

9:00 – 9:30 Welcome: CPCC – Harris Conference Center

The Board will receive a welcome from the President of Central Piedmont Community College (CPCC). The Chairman is asked to recognize CPCC President Tony Zeiss.

County Manager’s Introduction

The Board will receive an overview of the goals and expectations for the budget retreat by the County Manager. The Chairman is asked to recognize County Manager Dena Diorio.

Agenda Overview & Binder Materials

The Board will receive an overview of the agenda for the budget retreat and review the binder materials. The Chairman is asked to recognize Interim Management & Budget Director Michael Bryant.

Section II: Financial Status and Fiscal Policy Update

9:30-11:45 Time Slot (includes a 15 minute break)

FY2014 Financial Status

The Board will receive a staff update on the FY2014 financial status including revenues and expenses. The Chairman is asked to recognize Finance Director Wanda Reeves.

Fiscal Policy Update

The Board will receive an update on the following financial policies: Debt Service Fund, Fund Balance, and Pay-Go. The Chairman is asked to recognize Finance Director Wanda Reeves.

iv 11:45 – 12:30 Agency Panel Discussion & Video: High Performing Organization I

The Board will view a short video and receive a briefing from the County’s agencies that are aligned to the key theme High Performing Organization. The Chairman is asked to recognize Deputy County Manager/Chief of Staff Chris Peek.

12:30 – 1:15 Lunch

Section III: Retiree Medical Insurance

1:15 – 2:00 Retiree Medical Insurance: Other Post Employment Benefits The Board will receive a presentation on strategies for retiree medical insurance. The strategies may have a fiscal impact on the Other Post Employment Benefits funding. The Chairman is asked to recognize Deputy County Manager/Chief of Staff Chris Peek.

Section IV: Assessed Valuation Update

2:00 – 2:45 Agency Panel Discussion & Video: Economic Development

The Board will view a short video and receive a briefing from the County’s agencies that are aligned to the key theme Economic Development. The chairman is asked to recognize Assistant County Manager Leslie Johnson.

2:45 – 3:00 Break

3:00 – 4:00 Assessed Valuation Update

The Board will receive an assessed valuation update. The chairman is asked to recognize County Assessor Ken Joyner.

4:00-4:45 Agency Panel Discussion & Video: High Performing Organization II

4:45 - Closing Comments for the Day

v February 21, 2014

8:30 – 9:00 Breakfast

9:00 – 9:15 Agenda Overview for Day 2

The Board will receive an overview of the goals and expectations for the day. The Chairman is asked to recognize Interim Management and Budget Director Michael Bryant.

Section V: FY2015 Tax Rate Discussion

9:15 – 10:15 FY2015 Tax Rate Discussion

The Board will discuss the adjustment options for the County’s tax rate. The Manager will factor the discussion during the development of the FY2015 Recommended Budget. The chairman is asked to recognize Interim Management & Budget Director Michael Bryant.

10:15 – 10:30 Break

10:30 – 11:15 Agency Panel Discussion & Video: Quality of Life & Cost of Living I

The Board will view a short video and receive a briefing from the County’s agencies that are aligned to the key theme Quality of Life and Cost of Living. The Chairman is asked to recognize Assistant County Manager Leslie Johnson.

Section VI: Board’s Planning Agenda Update

11:15 – 11:45 Board’s Planning Agenda

The Board will receive an update on the approved Planning Agenda. The Chairman is asked to recognize Assistant County Manager Leslie Johnson.

11:45 – 12:30 Agency Panel Discussion & Video: Quality of Life & Cost of Living II

12:30 – 1:15 Lunch

vi Section VII: Board Interest Items

1:15 – 2:15 Board Interest Items

The Board will receive a staff report on the items that have been identified as topics of interests by the Board. The Chairman is asked to recognize Interim Management and Budget Director Michael Bryant.

2:15 – 2:30 Break

2:30 – 3:15 Board Interest Items (continued)

Continuation of the previous agenda topic.

3:15 – 4:00 Agency Panel Discussion & Video: Human Services Strategic Planning I

The Board will view a short video and receive a briefing from the County’s agencies that are aligned to the key theme & Human Services Strategic Planning. The chairman is asked to recognize Assistant County Manager Michelle Lancaster.

Section VIII: FY2015 Operating Budget Calendar

4:00 – 4:15 FY2015 Operating Budget Calendar

The Board will receive a briefing on the FY2015 operating budget calendar. The Chairman is asked to recognize Interim Management and Budget Director Michael Bryant.

4:15 – 5:00 Agency Panel Discussion & Video: Human Services Strategic Planning II

5:00 - Closing Comments for the Conference

vii MECKLENBURG COMMUNITY VISION

Mecklenburg County will be a community of pride and choice for people to LIVE, WORK and RECREATE.

People who LIVE in Mecklenburg County will reside in the center of a thriving regional metropolitan area comprising 14 counties in North Carolina and South Carolina. Mecklenburg County will be the place of choice in the region for people to live because we will have affordable housing opportunities throughout the County for residents from all economic backgrounds. Taxes will be competitive relative to the quality of service provided by local government. We will celebrate diversity, promote equality of opportunity and have respect for all of our citizens. We will have safe neighborhoods and offer alternatives to incarceration for those suffering from the disease of alcoholism and substance abuse. We will eliminate “preventable” child deaths and injuries and will have no disparities in resident health based on ethnic background. We will have lower than the national average per capita cases of cancer, HIV/AIDS and other sexually transmitted diseases, heart disease, teenage pregnancy, infant mortality and many other health indicators. Our senior citizens will have the choice to age with dignity in their homes. Residents will consider themselves owners of the community and actively participate in citizen involvement opportunities.

People who WORK in Mecklenburg County will have job growth opportunities in a variety of business sectors that provide all who are willing to work with a living wage. The workforce will be trained to meet the needs of employers. All residents will have the opportunity to share equitably in the community’s prosperity. We will have a vibrant and diverse economy as we attract new businesses, support existing businesses and promote tourism. The County will continue to be a regional hub for higher education, offering individuals opportunities to attain degrees and further their professional development. We will be a model learning community, leading the state of North Carolina and surpassing the national average for student achievement, regardless of pupil socio-economic standing. We will have a regional mass transit system that includes buses and commuter and light rail that connects citizens to their homes, work, schools, park facilities and commercial centers.

People who RECREATE in Mecklenburg County will have a system of parks, greenways and open space located throughout the County that connects neighborhoods, satisfies public recreation needs and protects environmentally sensitive areas. We will have an abundant source of clean drinking water as well as clean and healthy creeks that are suitable for prolonged human contact. We will maintain air quality within national standards. We will sustain and enhance the environment by protecting our natural resources. We will preserve our historical landmarks and places. Residents and visitors will learn from and be inspired by our community’s arts and cultural activities and enjoy our social, entertainment and recreational opportunities.

Mecklenburg County will be the best local government service provider. We will maintain a local government that is highly effective, efficient, accountable and inclusive. Partnerships between government, the private sector and the faith community will bring together people from diverse backgrounds to address and solve community problems. Through collaborative land use planning and strategic capital investments, the quality of life in neighborhoods will be maximized.

viii Mecklenburg County Community & Corporate Scorecard Key 1/31/13 County Has Primary Service Desired Results View Provider Responsibility

Community Health & Safety Effective & Efficient Government Sustainable Community Social, Education & Economic Opportunity

Improve Management of Increase Customer / Reduce High Positive Sustain Mental Illness, Literacy & Stakeholder Health Risks Customer Resident & Enhance the Developmental High School & Diseases Satisfaction Perceptions Environment Disabilities & Graduation Substance Abuse

Increase Increase Resident Improve Promote a Vibrant Increased Increase Efficiency & Awareness Quality of Life & Diverse Independence & Safety & Security Effectiveness of County in Neighborhoods Economy Self-Sufficiency of Residents of Criminal Responsibilities Justice Services & Services

Internal Business Enhance Optimize Processes Citizen Business Involvement Processes

Maintain Financial Improve Maintain Affordable & Financial Triple-A Competitive Tax Management Bond Rating Rate

Employee & Increase Increase Recruit & Retain Employee Employee Optimize Organization High Performing Motivation & Knowledge, Technology Capacity Employees Satisfaction Skills & Abilities

ix Vision 2020 Community & Corporate Scorecard REVISED 1/31/13

Focus Area: Community Health & Safety Focus Area Goal: Make the community healthier and safer

Desired Result 1: Increase Safety & Security of Residents Scope: Criminal activity, including the incidence of physical and psychological abuse of children, the elderly, and victims of domestic violence Strategy: S1:Provide a safe community to all citizens through intervention programs, with a focus on preventing the re-occurrence of abuse and neglect against children and disabled adults S2: Mitigate the effects of abuse

Measure(s): M1: Child Abuse Rate(tracking purposes only) M2: Disabled Adult Abuse & Neglect Rate(tracking purposes only) M3: Adult Abuse & Neglect NonRe-Occurrence Index M4: Domestic Violence Index M5: Violent Crime Rate M6: Child Abuse & Neglect Non Re-Occurrence Index

Desired Result 2: Increase Efficiency & Effectiveness of Criminal Justice Services Scope: Coordination of information throughout the justice system, the provision and operation of detention facilities, and operation of County morgue and certification of deaths under the jurisdiction of the Medical Examiner Strategy: S1: Provide effective and efficient support to the criminal justice system

Measure(s): M1: Functional Capacity of Jails M2: Trial Court Performance Index

Desired Result 3: Reduce Health Risks & Diseases Scope: Communicable and non-communicable disease Strategy: S1: Provide prevention and intervention programs that improve overall health of the community S2:Provide efficient and effective emergency medical services

Measure(s): M1: Health Index

Desired Result 4: Improve Management of Mental Illness, Developmental Disabilities & Substance Abuse Scope: Substance abuse, mental illness, and developmental disabilities resulting from environmental and biological factors Strategy: S1: Provide continuum of services for mental health, substance abuse and developmental disability needs

Measure(s): M1: Mental Health Index

x Focus Area: Social, Education, and Economic Opportunity Focus Area Goal: Create an environment where all Mecklenburg residents can become self-sufficient and have equal access to services

Desired Result 1: Increase Literacy &High School Graduation Scope: English proficiency in reading, writing, and verbal communication; basic math; and computer skills of youth in grades Pre-K through high school Strategy: S1: Partner with educational institutions and community stakeholders to ensure a quality continuum of learning with emphasis on fostering student growth, bridging academic achievement gapsand preventing students from dropping out of school

Measure(s): M1: High School Graduation Rate M2: Student Growth M3: Academic Performance M4: Academic Performance Gap

Desired Result 2: Increased Independence & Self-Sufficiency Scope: Ability to achieve animproved quality of life with any necessary community and government support while fostering greater independence Strategy: S1: Support and invest in a continuum of systematically coordinated services that help people transition from various levels of dependency to more independent status and improved well being S2: Encourage community, public and private collaborations and investments in early intervention initiatives and temporary support services S3: Help residents obtain and maintain gainful employment

Measure(s): M1: Employment Rate M2: Self-Sufficiency Progress Index

xi Focus Area: Sustainable Community Focus Area Goal: Mecklenburg County will have a vibrant and diverse economy while protecting its natural resources and enhancing the quality of neighborhoods

Desired Result 1: Sustain and Enhance the Environment Scope: Clean air, water and land; green spaces and parks; human and environmental health; and ecosystems and natural habitat Strategy: S1: Improve the quality of air, water and land by providing leadership in protecting the environment S2: Provide environmental services S3: Inform and educate public and private sectors on environmental sustainability

Measure(s): M1: Air Quality Index M2: Tropic Lake Index M3: Suitable Stream Miles M4: Solid Waste Disposal Rate M5: Environmental Leadership Index M6: Green Space Index

Desired Result 2: Improve Quality of Life in Neighborhoods Scope: Quality of Life Components: Property value; public safety; transportation and accessibility; recreation and cultural activities; resource equity; social well-being, and community building Strategy: S1: Provide leadership in developing neighborhood-based infrastructure investment model S2: Provide leadership in developing evidence-based strategic collaboration S3: Offer a variety of recreational, cultural opportunities and special events that are of interest to residents S4: Establish public/private partnership for financing capital projects S5: Educate and engage citizens regarding the benefits of building and promoting collaborative communities

Measure(s): M1: Recreational Amenities Index M2: Park & Recreation Capital Ratio M3: Insurance Services Office Rating for Building Regulations M4: Transit Proximity to Public Amenities Index

Desired Result 3: Promote a Vibrant and Diverse Economy Scope: Attract new businesses, support existing businesses and promote tourism Strategy: S1: Develop and sustain effective partnerships S2: Manage Business Investment Program grants and economic development agreements S3: Continue to streamline and improve regulatory process S4: Inform and educate public concerning economic development strategies

Measure(s): M1: Property Growth Rate M2: Job Growth M3: Code Enforcement Performance Index M4: TBD (measure to gauge the effectiveness of economic development investments)

xii Focus Area: Effective & Efficient Government Focus Area Goal: To be an inclusive, accountable and high performing organization.

Desired Result 1: High Customer Satisfaction Scope: The overall quality of service rendered by (or on behalf of) the County Strategy: S1: Focus on customer satisfaction in design and delivery of County services S2: Leverage technology, especially web-based services, to provide customers with self-service options and other convenient quality service options

Measure(s): M1: Customer Satisfaction Rating

Desired Result 2: Positive Resident Perceptions Scope: Stakeholder perceptions on the overall results achieved relative to the cost to achieve these results Strategy: S1: Implement proactive communication outreach at neighborhood level (targeted) and using mass communications tool (emphasizing web-based communication) to inform residents of results and the relative cost of county government (e.g., cost per capita comparisons)

Measure(s): M1: Resident Perception Index

Desired Result 3: Increase Resident Awareness of County Responsibilities &Services Scope: General knowledge of the County's programs, services and responsibilities Strategy: Educate and inform residents about the County’s responsibilities and services, using the following: 1. Proactive and reactive media relations 2. Mass and targeted communications emphasizing web-based communications, including social media 3. Proactive citizen involvement outreach at the neighborhood level consistent with MeckConnect strategies 4. Internal communications (i.e., with Mecklenburg County employees) using web-based technology and targeted outreach

Measure(s): M1: Public Awareness Index

Desired Result 4: Enhance Citizen Involvement Scope: Participation of Mecklenburg residents in the governance of their community. Strategies: S1: Recruit residents by working with existing community groups, networks, and civic organizations to connect demographically diverse residents with each other and with local government S2: Design and provide multiple forms of citizen involvement opportunities S3: Institutionalize and sustain citizen involvement structures and processes within the organization S4: Implement multiple methods of mass and targeted communications to involve residents in County policy and decision-making

Measure(s): M1: Advisory Committee Diversity M2: Citizen Involvement Index

xiii Desired Result 5: Optimize Business Processes Scope: Interrelated tasks and activities that produce a specific product or service. Strategy: S1: Re-examine and/or redesign business processes by eliminating waste and improving efficiencies.

Measure(s): M1: Service Efficiency Ratings M2: Tax Collection Rate

Desired Result 6: Improve Financial Management Scope: Preserving financial stability, maintaining organizational integrity and fiscal governance and accountability

Strategy: S1: Use best practices to manage Mecklenburg County’s operational resources S2: Reducing and avoiding costs

Measure(s): M1: Budget Evaluation Survey Tool (BEST) Index M2: Financial Assessment Survey Tool (FAST) Index

Desired Result 7: Maintain Triple-A Bond Rating Scope: All applicable capital budget and financing policies and practices including the Capital Improvement Program, debt policy and management, and other factors used in evaluating credit-worthiness Strategy: S1: Maintain the County’s credit-worthiness by managing the use of debt: as it relates to debt per capita, debt as a % of assessed valuation, debt as a % of operating and principle payout ratio S2: Maintain a future debt service fund for capital expenses S3: Maintain PAYGO at a minimum of 3 cents of the tax rate

Measure(s): M1: Bond Rating

Desired Result 8: Maintain Affordable & Competitive Tax Rate Scope: All applicable Mecklenburg County property tax revenue, including real property and automobiles, boats, trailers and income-producing personal property Strategy: S1: Track average annual household income data in relationship to paid property tax

Measure(s): M1: Property Tax to Household Income M2: Cost of County Government

Desired Result 9: Increase Employee Knowledge, Skills & Abilities Scope: Competencies related to job performance Strategy: S1: Invest in training opportunities to maximize employee performance S2: Utilize individual development plans tailored to the employees’ career progression and needs of the organization

Measure(s): M1: Individual Development Plan

xiv Desired Result 10: Increase Employee Motivation & Satisfaction Scope: Motivation and satisfaction regarding job performance and organizational environment Strategy: Effectively manage employee diversity by: S1: Valuing employee as our most important resources, providing flexibility for a work/life balance and opportunities for professional development

S2: Developing supervisor competencies, especially interpersonal communication skills, understanding and appreciating ethnic and cultural diversity, treating employees with respect and encouraging an open exchange of ideas

Measure(s): M1: Employee Motivation & Satisfaction Index M2: Employee Satisfaction Parity (tracking purposes only)

Desired Result 11: Recruit & Retain High Performing Employees Scope: Recruitment of qualified and diverse applicants and retention of successful and exemplary employees

Strategy: S1: Offer market-based compensation (pay and benefits) S2: Market Mecklenburg County as a great place to work S3: Emphasize drivers that increase employee motivation and satisfaction S4: Utilize various recruitment strategies to attract a qualified and diverse candidate pool

Measure(s): M1: Resignation Rate M2: Applicant Pool Satisfaction

Desired Result 12: Optimize Technology

Scope: Acquisition, replacement and maintenance of computers (hardware and software), equipment, and machinery and the resources and processes to support it when applicable.

Strategy: S1: Deploy technologies that enable employees to provide quality services by operating effectively, efficiently, and collaboratively

Measure(s): M1: Employee Satisfaction: Technology-Related Capacities

xv MECKLENBURG COUNTY BOARD OF COMMISSIONERS FY2014 BUDGET RETREAT February 20 – February 21, 2014

PARTICIPANTS

Board Members Trevor Fuller, Chairman Dumont Clarke, Vice Chairman Pat Cotham, At Large Kim M. Ratliff, At Large Karen Bentley, Commissioner, District 1 Vilma D. Leake, Commissioner, District 2 George Dunlap, Commissioner, District 3 Matthew Ridenhour, Commissioner, District 5 Bill James, Commissioner, District 6

Executive Team and County Management Dena R. Diorio, County Manager Chris Peek, Deputy County Manager, Chief of Staff Michelle Lancaster-Sandlin, Assistant County Manager Leslie Johnson, Assistant County Manager

County Staff Monica Allen, Performance & Evaluation Manager Marvin Bethune, County Attorney Michael Bryant, Interim Budget Director Danny Diehl, Public Information Director LaShonda Hart, Assistant to County Manager Carol Hickey, Assistant to County Manager Fallon Hopkins, Assistant to County Manager Jeremy Mills, Public Information Specialist Janice Paige, Clerk to the Board Wanda Reeves, Finance Director Tyrone Wade, Deputy County Attorney

xvi Mecklenburg County, North Carolina Debt Policy

Introduction

Mecklenburg County recognizes that one of the keys to sound financial management is a debt policy. These benefits are recognized by bond rating agencies and the development of a debt policy is a recommended practice by the Government Finance Officers Association. A debt policy establishes the parameters for issuing and managing debt. It provides guidelines regarding the timing and purposes for which debt may be issued, presents the types of permissible debt, and the methods of sale that may be used. The debt policy should recognize an obligation to fully and timely repay all debt as an essential requirement for entry into the capital markets. Adherence to a debt policy helps to ensure that a government maintains a sound financial position and that credit quality is protected.

The debt policy is to be used in conjunction with the operating and capital budgets, the Capital Improvement Program (CIP), and other financial policies. The advantages of a debt policy are: Enhancing the quality of decisions; Documenting the decision-making process; Identifying objectives for staff to implement; Demonstrating a commitment to long-term financial planning objectives; and Being viewed positively by the bond rating agencies.

Debt Instruments

General obligation bonds are bonds secured by a promise to levy taxes in an amount necessary to pay debt service, principal and interest, coming due each fiscal year. General obligations bond are backed by the full faith and credit of the County. These bonds are authorized by a referendum or by non-voted (2/3’s) authorization by the governing body. The non-voted authorization allows governments to issue up to two- thirds of the previous year’s net debt reduction without a referendum.

Revenue bonds are a pledge of the revenues generated by the debt-financed asset or by the operating system of which that asset is a part.

Special obligation bonds are bonds that are payable from the pledge of revenues other than locally levied taxes. Examples include the beer and wine tax or enterprise revenues.

Installment Financings are an alternative financing method that does not require voter approval. Certificates of participation or limited obligation bonds represent an undivided interest in the payments made by a public agency pursuant to a financing lease or an installment purchase agreement. The security for this financing is represented by a lien

1 on the property acquired or constructed. The County will limit the use of Installment Financings to an unforeseen combination of circumstances or the resulting state that requires immediate action.

An Installment Purchase Contract is an agreement in which the equipment or property is acquired and periodic payments, which are sufficient to pay debt service, are made. The County has used this type of financing for short-term (2-5 years) equipment purchases.

County Debt Policy

A. Long-term debt shall not be used to finance ongoing operational expenses.

B. Any debt issued shall not have a maturity date beyond the useful life of the asset being acquired or constructed by the debt proceeds.

C. The County shall establish an affordable debt level to preserve credit quality and ensure sufficient revenue is available to pay annual debt service. This will be balanced against the County’s need to maintain its infrastructure and manage growth.

D. The County will use appropriate debt instruments to provide funding for capital assets at the lowest cost with minimal risk. The County will monitor its debt positions to maintain the lowest effective cost.

E. The County will, at all times, manage its debt and sustain its strong financial position, including healthy reserves, to seek and maintain the highest credit rating possible.

F. The County will maintain a Debt Service Fund to provide dedicated funding and management of general debt issuances and expenditures.

G. The County shall utilize pay-as-you go and other alternative sources of funding for capital projects to minimize debt levels. To have an effective pay-as-you-go program, at least one funding source must be identified that is consistent, reliable, and large enough to provide for capital needs in an amount that reduces dependency on debt.

Purposes for Debt Issuance

The County may issue debt for the purpose of acquiring or constructing capital assets including land, buildings, machinery, equipment, furniture, fixtures and any other eligible expenses specifically indicated in the Capital Improvement Policy. When feasible, debt issuance will be pooled together to minimize issuance expense. Annually, the County will prepare and adopt a Capital Improvement Program (CIP) to identify and establish an

2 orderly plan to meet the County’s infrastructure needs. The CIP will also identify all debt-funded projects and the related debt service impact.

Debt Structure

Debt will be paid off in a timeframe that is less than or meets the useful life of the asset or project acquired through the financing. The life of the debt, interest mode and principal maturity schedule make up the structure of the debt. This debt could be general obligation, revenue or special obligation bonds, or other installment financing.

The County will consider various financing techniques including fixed or variable interest rate debt and interest rate swap agreements in order to minimize the interest costs over the life of the issue. The use of these techniques will be evaluated based on market conditions and the maximum benefit to the County while minimizing the County’s risk. The County will limit the issuance of variable rate debt to help maintain the County’s AAA credit rating. The County’s long term variable rate debt ratio target is 20% of total outstanding general debt.

Debt Ratios

The County shall abide by the following debt ratios: Direct Debt as a Percentage of Assessed Valuation This ratio measures direct debt levels, debt issued by Mecklenburg County, against the property tax base which generates the tax revenues that are the main source of debt repayment. The ceiling for this ratio is 2.0% Direct Debt per Capita This ratio measures the burden of direct debt placed on the population supporting the debt. This measure will not exceed $2,200. General Debt Service as a percentage of Operational Expenditures This ratio reflects the County’s budgetary flexibility to adapt spending levels and respond to economic condition changes. This ratio is targeted at a level of 18%. Ten year Payout Ratio This ratio reflects the amortization of the County’s outstanding debt. A faster payout is considered to be a positive credit attribute. The County will maintain a floor for its ten-year payout of 64.0%.

In addition, the County will also maintain the following debt ratios not solely determined by the County. Overall Debt as a Percentage of Assessed Valuation

3 This ratio measures debt levels against the property tax base which generates the tax revenues that are the main source of debt repayment. The ceiling for this ratio is 4.0%. Overall Debt per Capita This ratio measures the burden of debt placed on the size of the population supporting the debt and is widely used by rating analysts as a measure of an issuers’ ability to repay debt. This measure will not exceed $4,000.

These ratios will be calculated and reported each year in conjunction with the capital budget process, the annual financial audit and as needed for fiscal analysis.

Debt Management Policies

1. The County will issue debt only for purposes of constructing or acquiring capital assets and for making major renovations to existing capital assets. 2. The County shall not construct or acquire a public facility if it is unable to adequately provide for the subsequent annual operation and maintenance costs of the facility. 3. The County will ensure that adequate systems of internal control exist so as to provide reasonable assurance as to compliance with applicable laws, regulations, and covenants associated with outstanding debt. 4. The County will limit the use of Installment Financings, such as COPs, to an unforeseen combination of circumstances or the resulting state that requires immediate action. 5. The County will manage debt issuance to comply with the adopted debt limits and will evaluate those limits at least every five years. 6. The County will attempt to structure debt in the best and most appropriate manner consistent with the financial policies of the County in order to level principal repayment and minimize interest expense. 7. The County will monitor its outstanding debt in relation to existing conditions in the debt market and will refund any outstanding debt when sufficient cost savings can be realized or utilize interest rate swap agreements to achieve cost savings. 8. The County will utilize the Debt Service Fund to manage debt issuances and to make debt service and capital expenditures more budget neutral and intentional. 9. To reduce the impact of capital programs on future years, the County will fund a portion of its CIP on a pay-as-you-go basis by: Appropriating a minimum of three cents on the property tax rate for capital projects; Appropriating proceeds from all county land sales for capital projects. Pay-as-you-go funding will save money by eliminating interest expense on the funded projects. Pay-as-you-go capital appropriations improve financial flexibility in the event of sudden revenue shortfalls or emergency spending.

Administration and Implementation

The County Manager and the Director of Finance are responsible for the administration and issuance of debt including the completion of specific tasks and responsibilities included in this policy. The County will evaluate the debt policy at least every five years.

Capital Planning and Debt Determination

The Citizens Capital Budget Advisory Committee (CCBAC) appointed by the Board of County Commissioners (BOCC), reviews and develops standards for capital projects, seeks input from residents and departments on standards, determines whether projects meet standards and reports annually to the BOCC on the progress in meeting standards. The Capital Improvement review committee reviews, evaluates and prioritizes capital project requests of all functional areas. The BOCC then approves both a ten-year needs assessment and an annual capital budget. The BOCC adopts capital projects ordinances which provide budgetary authority.

Funding of the capital budget will be determined in conjunction with the approval of the CIP by the BOCC. Available pay-as-you-go funding and debt issuance will be allocated to fund the CIP based on the debt management policy.

When possible, the County will utilize the non-voted (two-thirds) bond authorization for bonds to fund projects, such as government facilities.

The County uses a combination of bonds and Installment Financings to finance capital assets. Installment Financings do not require voter approval but do require collateral as security.

Any capital item that has not been included in either of the above two processes, but because of its critical or emergency nature where timing was not anticipated in the CIP or budgetary process, or is mandated immediately by either State or Federal requirements, will be considered for financing by installment purchase contract.

Debt Service Fund

The Debt Service Fund is established to provide separate dedicated funding for debt service management. The Debt Service Fund will be used to facilitate the payment of principal and interest for the County’s general debt service and assist in the continued compliance with adopted debt policies. The County will appropriate to the Debt Service Fund twenty-one cents of the property tax rate. Funds appropriated can only be utilized for debt service in the current or subsequent fiscal years. Accumulated fund balance should be limited to two years’ non- property tax revenue. After the fund balance goal

5 has been reached in the Debt Service Fund, a portion of the twenty-one cents may be reallocated for use in the pay-as-you-go capital funding.

Pay-As-You-Go Funding

To reduce the impact of capital programs on future years, the County will fund a portion of its approved CIP on a pay-as-you-go basis annually by appropriating at least three cents of the property tax rate. In addition, proceeds from all County land sales will also be appropriated for approved CIP projects. These revenue sources will allow additional funding of CIP projects and reduce the County’s dependence on borrowing.

Issuance of Debt

The scheduling and amount of bond sales and installment purchase transactions will be recommended by the Director of Finance and the County Manager. The BOCC must approve the sale. These decisions will be based upon the identified cash flow requirements for each project to be financed, market conditions, and other relevant factors including the debt ratios. If the cash requirements for capital projects are minimal in any given year, the County may choose not to issue debt. Instead, the County may fund up-front project costs and reimburse these costs when financing is arranged. In these situations the County will adopt a reimbursement resolution prior to the expenditure of project funds.

Fixed rate general obligation bond sales are conducted on a competitive basis by the Local Government Commission (LGC), a division of the Office of the State Treasurer. Variable rate bonds, revenue and special obligation bonds and Installment Financings will be sold on a negotiated basis with the underwriter selection determined through a competitive process. Underwriters will be selected for each issue based on the particular experience and expertise necessary for that issue.

Debt service for each issue will be structured in an attempt to level out the county’s total debt service payments over the life of the debt portfolio. This structuring also assists in minimizing the interest payments over the life of the issue. Structuring must take into consideration current market conditions and practices in the municipal finance market.

Legality

The County must receive an opinion acceptable to the market from a nationally recognized law firm that each financing transaction complies with applicable law and all agreements in connection with any financing are legal, valid and binding obligations of the County.

Interest Rate Exchange Agreements

6 Interest Rate Exchange Agreement shall mean a written contract entered into in connection with the issuance of County debt or in connection with County debt already outstanding with a counterparty to provide for an exchange of payments based upon fixed and/or variable interest rates. The County will govern the use of Interest Rate Exchange Agreements by the policy described in Attachment I to this debt management policy.

Continuing Disclosure

The County will provide on-going disclosure information to established national information repositories and maintain compliance with disclosure standards promulgated by state and national regulatory agencies. The County will maintain good communications with bond rating agencies to inform them about the County’s financial position by providing them the County’s Comprehensive Annual Financial Report (CAFR) and operating and capital improvements Budget.

Arbitrage Rebate Reporting

The County will comply with all arbitrage rebate requirements as established by the Internal Revenue Service and all disclosure requirements established by the Securities and Exchange Commission. This effort includes tracking investment earnings on bond proceeds, calculating rebate payments in compliance with the tax law and remitting rebatable earnings to the federal government in a timely manner in order to preserve the tax exempt status of the County’s outstanding debt issues.

Amended by the Board of County Commissioners, February 15, 2003 Amended by the Board of County Commissioners, April 15, 2003 Amended by the Board of County Commissioners, September 3, 2003 Amended by the Board of County Commissioners, November 5, 2008 Amended by the Board of County Commissioners, June 5, 2012

7 Attachment I

Mecklenburg County

Interest Rate Exchange Agreement Policy

This policy will govern the use by Mecklenburg County (the “County”) of Interest Rate Exchange Agreements. “Interest Rate Exchange Agreement” shall mean a written contract entered into in connection with the issuance of County debt or in connection with County debt already outstanding with a counterparty to provide for an exchange of payments based upon fixed and/or variable interest rates. The failure by the County to comply with any provision of this policy will not invalidate or impair any Interest Rate Exchange Agreement.

The Conditions Under Which Interest Rate Exchange Agreements May Be Entered Into

Purposes

Interest Rate Exchange Agreements may be used for the following purposes only to: 1. achieve significant savings as compared to a product available in the bond market if the use of derivatives helps to achieve diversification of a particular bond offering; 2. enhance investment returns within prudent risk guidelines; 3. prudently hedge risk in the context of a particular financing or the overall asset/liability management of the County; 4. incur variable rate exposure within prudent guidelines; 5. achieve more flexibility in meeting overall financial objectives than available in conventional markets; and

6. accomplish a financial objective not otherwise obtainable using traditional financing methods.

Legality

The County must receive an opinion acceptable to the market from a nationally recognized law firm that the Interest Rate Exchange Agreement is a legal, valid and binding obligation of the County and entering into the transaction complies with applicable law.

8 Speculation

Interest Rate Exchange Agreements shall not be used for speculative purposes. Associated risks will be prudent risks that are appropriate for the County to take.

Methods by Which Such Contracts Shall be Solicited and Procured

In general, the County should procure Interest Rate Exchange Agreements by competitive bidding. The County shall determine which parties it will allow to participate in a competitive transaction. The County has the right to accept matching bids to diversify counterparty risk or reward firms for ideas and work performed. The parameters for the bid must be disclosed in writing to all potential bidders.

Notwithstanding the above, the County may procure Interest Rate Exchange Agreements by negotiated methods when the County makes a determination that, due to the size or complexity of a particular swap, a negotiated transaction would result in the most favorable pricing and terms or innovation.

To facilitate the procurement of Interest Rate Exchange Agreements, the County will engage an independent financial advisory firm to assist in the price negotiations, in the development of terms and in risk assessment. The County shall obtain an independent opinion that the terms and conditions of the Interest Rate Exchange Agreement reflect a fair market value of such agreement as of the date of its execution. Form and Content of Interest Rate Exchange Agreements

To the extent possible, the Interest Rate Exchange Agreements entered into by the County shall contain the terms and conditions set forth in the International Swap and Derivatives Association, Inc. (“ISDA”) Master Agreement, including any schedules and confirmation. The schedule should be modified to reflect specific legal requirements and business terms desired by the County.

The County shall consider including provisions that permit the County to assign its rights and obligations under the Interest Rate Exchange Agreement and to optionally terminate the agreement at its market value at any time. In general, the counterparty shall not have the right to optionally terminate an agreement.

Events of Default

Events of default of a counterparty shall include the following:

1. failure to make payments when due; 2. material breach of representations and warranties; 3. illegality; 4. failure to comply with downgrade provisions; and/or 5. failure to comply with any other provisions of the agreement after a specified notice period.

9 The County will have the right to terminate the agreement upon an event of default by the counterparty. Upon such termination, the counterparty will be the “defaulting party” for purposes of calculating the termination payment owed.

Aspects of Risk Exposure Associated with Such Contracts

Before entering into an Interest Rate Exchange Agreement, the County shall evaluate all the risks inherent in the transaction. These risks to be evaluated could include:

a. counterparty risk – the risk of a payment default on a swap by an issuer’s counterparty;

b. termination risk – the risk that a swap has a negative value and the issuer owes a breakage fee if the contract has to be terminated;

c. rollover risk – the risk of a failed remarketing or auction with respect to any variable rate bonds associated with a swap; or the risk that an issuer cannot secure a cost-effective renewal of a letter or line of credit;

d. basis risk - the risk that floating rate cash flow streams may diverge from each other;

e. tax event risk – the risk that the spread between taxable and tax-exempt rates will change as a result of changes in income tax laws or other conditions; and

f. amortization risk – the risk that the amortization of the swap will not be fully integrated with the amortization of the underlying bonds.

The County shall endeavor to diversify its exposure to counterparties. To that end, before entering into a transaction, it should determine its exposure to the relevant counterparty or counterparties and determine how the proposed transaction would affect the exposure. The exposure should not be measured solely in terms of notional amount, but also how changes in interest rates would affect the County’s “Value at Risk” exposure for outstanding agreements.

Counterparty Selection Criteria

The County may enter into an Interest Rate Exchange Agreement if the counterparty has at least two long term unsecured credit ratings in the double A category from Fitch, Moody’s, or S&P and the counterparty has demonstrated experience in successfully executing Interest Rate Exchange Agreements. If after entering into an agreement the ratings of the counterparty are downgraded below the ratings required, then the agreement shall be subject to termination unless (a) the counterparty provides either a substitute guarantor or assigns the agreement, in either case, to a party meeting the rating criteria reasonably acceptable to the County or (b) the counterparty (or guarantor) collateralizes the Interest Rate Exchange Agreement in accordance with the criteria set forth in this Policy and the Interest Rate Exchange Agreement.

10 Provisions for Collateralization

Should the rating of the counterparty, or if secured, the entity unconditionally guaranteeing its payment obligations not satisfy the requirements of the Counterparty Selection Criteria, then the obligations of the counterparty shall be fully and continuously collateralized by (a) direct obligations of, or obligations the principal and interest on which are guaranteed by, the United States of America or (b) direct obligations of U.S. Agencies and such collateral shall be deposited with the County or an agent thereof. The specific collateral requirements for each Interest Rate Agreement shall be set forth in the corresponding swap documentation.

Long-Term Implications

In evaluating a particular transaction involving the use of Interest Rate Exchange Agreements, the County shall review long-term implications associated with entering into Interest Rate Exchange Agreements, including costs of borrowing, historical interest rate trends, variable rate capacity, credit enhancement capacity, opportunities to refund related debt obligations and other similar considerations.

Methods to be Used to Reflect Such Contracts in the County’s Financial Statements

The County shall reflect the use of Interest Rate Exchange Agreements on its financial statements in accordance with generally accepted accounting principles.

Monitoring

The County shall monitor the performance of Interest Rate Exchange Agreements and may employ a financial advisor to assist in evaluating the effectiveness of its Agreements. A written report, provided at a minimum quarterly, shall include at least:

1. preparing a description of each contract, including a summary of its terms and conditions, the notional amount, rates, maturity and other provisions thereof;

2. determining any amounts which were required to be paid and received, and that the amounts were paid and received; 3. determining that each counterparty is in compliance with it rating requirements; 4. determining that each counterparty is in compliance with the downgrade provisions, if applicable (See Counterparty Selection Criteria); 5. assessing the counterparty risk, termination risk, basis risk and other risks, which shall include the marked to market value for each counterparty and relative exposure compared to other counterparties and a calculation of the County’s Value at Risk for each counterparty; and 6. determining, at least quarterly, that all posted collateral, if required, has a net market value of at least the collateral in the Interest Rate Agreement.

11 12 General Fund Balance Policy

Process Overview

The County will maintain a fund balance in the General Fund in accordance with generally accepted governmental accounting principals and North Carolina law.

The County will maintain an unassigned General Fund balance adequate to meet the unexpected fiscal needs of County operations and to permit orderly adjustment to changes resulting from fluctuations of revenue sources.

Statutory References and Authoritative Guidance

N.C. General Statute 159-26 Accounting System N.C. General Statute 159-34 Annual Independent Audit OMB Circular A-133 Internal Control Requirements GASB Fund Balance Reporting & Government Fund Type Definitions

N.C. Local Government Commission Fund Balance Guidelines

Significant Policies

Through good fiscal management, the General Fund unassigned fund balance will be maintained at a level sufficient to provide for the resources to meet operating cost needs, to allow for unforeseen needs of an emergency nature and to permit orderly adjustment to changes resulting from termination or significant reductions in revenue sources.

The minimum of total balance to actual revenues will be 28%.

In accordance with GASB Statement No. 54 general fund balance will be classified as follows:

Nonspendable: Inherently nonspendable; cannot be spent because of form or need to remain intact (legal or financial reasons)

Restricted: External enforcement of use (creditors, grantors, contributors, state or federal laws or regulations, limitations by governing body legislation)

Committed: Self-imposed Internal limitations on use (as deemed by the BOCC, requires legislation to remove or change use)

Assigned: : Internal limitations based on intended use (determined by legislation, BOCC, County Manager)

Unassigned: Equals total fund balance minus nonspendable, restricted, committed, and assigned.

13 Based on the recommendation of the N.C. Local Government Commission, Mecklenburg County will maintain 8% of the subsequent year’s budget in unassigned fund balance.

Fund balance in excess of 28% of actual General Fund revenues can be appropriated to the capital, technology and fleet reserves with a cap equivalent to 1.75 cents on the property tax rate.

Of the total amount appropriated, 90% will be allocated to specific projects. The balance will remain unallocated and placed in reserve to be used in those fiscal years when fund balance is unavailable for appropriation.

In the event that at the end of the fiscal year, total General Fund balance falls below the minimum 28% of total General Fund revenues, a replenishment period will commence.

To return the General Fund balance to the minimum 28% of total General Fund revenues, replenishment of General Fund balance will be budgeted over the next two fiscal years beginning with the subsequent year’s adopted budget.

The replenishment period can be extended to three years if deemed appropriate by Board of County Commissioners.

General Fund balance will not be appropriated to support the on-going operations of the County except in extreme emergency situations.

General Fund balance will be used for items considered non-recurring in nature and the unavailability of fund balance would not create a structural imbalance in the County budget.

Procedures

Projections of the General Fund expected year-end fund balance will be performed on an on-going basis to ensure sufficient fund balance will be available at year end so that the unassigned fund balance will be maintained at 8% in accordance with the recommendation of the Local Government Commission.

The fund balances in the General Fund and Debt Service Fund will be combined when calculating the minimum fund balance. Actual fund balance reported in the Comprehensive Annual Financial Report will be used to determine the amount available for appropriation in the subsequent fiscal year.

Adopted the 5th day of June 2012

14 Agency Name: Board of Elections Agency Director: Michael Dickerson

Agency Description The Mecklenburg County Board of Elections administers the Agency structure and activities: elections process, for Mecklenburg County, as directed by the United States and North Carolina Constitutions, Federal law and the North Carolina General Statutes. The Board of Elections maintains the voter registration records for over 657,000 US citizens of Mecklenburg County. We Agency Accomplishments successfully administer all elections for the County with no (related to performance goals) sustainable election day protests, implement and administer the “Early Voting” program, and conduct election day by staffing 195 voting precincts with trained precinct officials. Our office also provides voter education and outreach through registration programs.

Agency Issue #1

The need for funding for the US Congress 12th District Special Election in the FY15 (if necessary) and the 2nd Primary. Title The 2nd Special Primary would be held on July 15th. 2nd Primaries are budgeted on a contingency basis and we are dealing Issue with a high probability of a 2nd Special Primary this year. The US (include relevance, schedule and Congress 12th District is scheduled to run concurrently with the estimated cost) existing 2014 election schedule. If changes are made, the Special Election could be on a separate date.

Desired Action by BOCC Understand the need for possible funding for 2nd primary and/or special election.

Agency Issue #2

The implementation of the Voter Information Verification Act (VIVA) passed by the NC General Assembly in 2013. Title Early Voting Reduction by a week Need to add additional early voting sites to maintain the same Issue hours on fewer days is a concern in the selection of the additional (include relevance, schedule and sites, as directed by VIVA. The VIVA changes now require Early estimated cost) Voting to start the 2nd Thursday prior to the election, not the 3rd Thursday. VIVA does require that the County Board of Elections are to operate at least the same number of hours of early voting as the previous 4 year similar election. The actual cost of operating additional sites, must at least be equal to the same number of hours during the previous 4 year equivalent election cycle (as the law prescribes). This should about break even in cost

AGENCY BRIEFING

15 when considering we are actually paying for the same number of hours.

Additional costs in training, equipment, and perhaps site locations for budgeting purposes are expected. I cannot speak for my Board, but in the past, they have shown the willingness to expand Early Voting. The Mecklenburg County Board of Elections tends toward the selection of additional sites that are public buildings (libraries, park and rec centers, etc.) but to fulfill our needs in 2014 and beyond, we may be searching out the "strip mall" type location that we had success with in this past election. Mark Hahn and his staff were able to locate a storefront site, at a reasonable cost, in the Ballantyne area for the 2013 General Election. We will continue to pursue.

Training and Education Requirement of additional training and education, and the design of new forms, as a result of the VIVA changes.

No same-day registration during early voting; eliminating straight party voting; no more out-of-precinct provisional voting; additional observers at the polls; ballot order change (the party of the governor will be first on the ballot).

Absentee ballot requests are only permitted on a form prescribed by the State Board of Elections and the successful return of the absentee ballot now requires 2 witnesses and addresses or 1 notary signature.

Voter Photo ID Requirement beginning in 2016 Educate the public of the requirement of a photo ID in 2016 and the process of getting an ID from the DMV at no cost if they currently do not have an acceptable photo ID.

Legal Challenges Although the Voter Information Verification Act (VIVA) is now North Carolina law and our office will administer the voting laws accordingly, there have been several challenges to the VIVA in the United States District Court. We will stay vigilant to the challenges.

Beyond FY2015 Budgeting for the planning of the elimination of the current touch screen voting equipment, as a result of VIVA. The current voting equipment will be obsolete due to the requirement for all voting systems to produce a paper ballot. The current inventory of voting equipment produces a paper record and would not be permitted under the current VIVA legislation.

The 2016 Presidential Primary may be a stand-alone election in March of 2016 depending on when South Carolina holds their 2016 Presidential Primary.

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Additionally, the VIVA legislation has been challenged in the courts by the US Department of Justice and others. A hearing on the challenge is scheduled for July of 2015 and at any point in time, an injunction could be issued requiring our office to not implement or partially implement the VIVA legislation.

Desired Action by BOCC Receive as information.

AGENCY BRIEFING

17 Mecklenburg County Board of Elections

Michael Dickerson, Director of Elections 704.336.3122 21 Staff

Public Information Voter Administration Precinct Management IT Management Kristin Mavromatis, Jeanette Johnson, Bill Starnes, Drew Taylor, 704.336.2133 704.336.2133 704.336.2133 704.336.2133 6 Staff 7 Staff 6 Staff 1 Staff

Website: www.meckboe.org Main Location: 741 Kenilworth Ave, Suite 202, Charlotte, NC Resources: FTE: 21 Temporary Employees: 5 to 1400 (Seasonal) # Vacant Positions: 1 # Contractors: 0 Budget: $4,334,872 total 60%/40% split ($2.6 million funded by County funds and $1.7 million funded by City of Charlotte funds) External Boards/Commissions: Mecklenburg County Board of Elections North Carolina State Board of Elections Community Partners: Key Functions/ Provide the US citizens of Mecklenburg County the opportunity to exercise their Provided Services: ability to register and vote in all elections. Key Issues/Major Major issue for the office is administering the sweeping changes to the North Projects: Carolina election laws as a result of the Voter Information and Verification Act passed by the NC General Assembly and signed by the Governor. The VIVA act will produce changes ranging from Voter ID at the voting locations, to reducing the number of days for early voting to requiring the replacement of the current inventory of voting equipment by 2018.

18 Elections Budget and Staff Resources FY 2014 FY 2013 FY 2012 Budget Overview Adopted Amended Adopted Personnel Services & Employee Benefits $1,984,629 $2,489,793 $1,795,073 Contractual Services $2,251,467 $1,830,760 $2,225,112 Commodities $90,089 $148,753 $71,678 Other Charges $0 $0 $0 Interdepartmental $8,687 $2,913 $1,802 Capital Outlay $0 $0 $0 Total Expense $4,334,872 $4,472,219 $4,093,665 Total Revenue $1,740,149 $1,666,262 $1,752,658 Net County Dollars $2,594,723 $2,805,957 $2,341,007

Position Summary FY 2014 Adopted FY 2013 Adopted FY 2012 Adopted FT PT FT PT FT PT 21 0 21 0 21 0

Service Level View FY2014 FY2014 Total Adopted Priority Service Name FT PT County Funding Total Budget PY Budget 6 DISTRICT & PRECINCT (ELE) 3 283,457 283,457 402,020 6 EARLY & ABSENTEE VOTING (ELE) 438,001 438,001 393,000 6 PRIMARY & GENERAL ELECTIONS (ELE) 4 590,103 1,623,777 1,133,425 2 VOTER EDUCATION OUTREACH (ELE) 6 646,481 846,079 1,134,879 6 VOTER REGISTRATION & MAINTENANCE (ELE) 8 636,681 1,143,558 1,086,830 Grand Totals 21 0 2,594,723 4,334,872 4,150,154 Revenue Totals 1,740,149 1,666,262

19 20 Register of Deeds (REG)

Chief Deputy/Assistant Register of Deeds Register of Deeds, 37 Carol Hill Williams, Staff 704.336.2142 1

Website: http://meckrod.manatron.com http://meckrodindex.com/

Main Location: County Courts and Office Building (CCOB-1st Floor – Suite 103) 720 E 4th Street, Charlotte NC 28202 Resources: FTE: 38 Temporary Service Employees: 4 # Vacant Positions: 4 # Contractors: Vendor On-Site Support: 1 Budget: $3.2M External Boards/Commissions: N/A Community Partners: Mecklenburg County Real Estate Attorneys & Paralegals; Secretary of State; Dept of Cultural Resources, State Archives; NC DHHS, Vital Records. County Partners: GIS, Land Records and Tax Assessor’s Office Key Functions/ Statutory Services: Recording real estate documents as permanent records. Provided Services: Providing access to records, issuing marriage licenses, maintaining & providing official copies of vital records, Notary Oaths, Notary records and authentications. The Register of Deeds has the responsibility and liability for indexing and cross indexing all documents filed in this office. Most functions have statutory fees which are then split between the county and the state. The Register is the legal custodian of many important county records. The real estate records provide the data used by land records, the tax assessor and the tax collector to administer the real estate tax base. In addition, we provide important data to other county offices. The Register of Deeds is a portal to access to very important information that affects the everyday lives of our citizens. It is our goal to ensure that we preserve these official records and make them available in accordance with the statutes. Key Issues/Major 1. Renovation of public space for service and security Projects: 2. Increase e-services, such as online records requests and electronic recording. E-recording is at 37%, with a goal of 45% 3. Improve technology for efficiency of operations. 4. Preserve paper records, and create archival microfilm of all records, including modern digital records. Predict revenue, and prepare budget. Current revenue projection, $14,250,000. FY 2015 Projection $15,000,000.

21 Register of Deeds Budget and Staff Resources FY 2014 FY 2013 FY 2012 Budget Overview Adopted Amended Adopted Personnel Services & Employee Benefits $2,214,070 $2,004,210 $1,802,197 Contractual Services $825,155 $841,589 $855,894 Commodities $88,419 $92,019 $95,519 Other Charges $0 $0 $0 Interdepartmental $0 $0 $0 Capital Outlay $0 $0 $0 Total Expense $3,127,644 $2,937,818 $2,753,610 Total Revenue $404,000 $345,000 $348,500 Net County Dollars $2,723,644 $2,592,818 $2,405,110

Position Summary FY 2014 Adopted FY 2013 Adopted FY 2012 Adopted FT PT FT PT FT PT 38 0 35 0 34 0

Service Level View FY2014 FY2014 Total Adopted Priority Service Name FT PT County Funding Total Budget PY Budget 2 ADMINISTRATIVE SUPPORT (REG) 1 92,643 92,643 87,123 2 FISCAL ADMINISTRATION (REG) 2 121,766 121,766 114,902 2 REAL PROPERTY RECORDINGS & DOCUMENTATION 18 1,132,483 1,306,483 1,027,860 (REG) 2 RECORDS RESEARCH & ASSISTANCE (REG) 9 666,661 896,661 887,325 2 SENIOR ADMINISTRATION (REG) 2 344,628 344,628 300,877 2 VITAL & MISCELLANEOUS RECORDS (REG) 6 365,463 365,463 479,662 Grand Totals 38 2,723,644 3,127,644 2,897,749 Revenue Totals 404,000 345,000

22 Agency Name: Office of the Tax Collector (TAX) Agency Director: Neal Dixon

Agency Description The Office of the Tax Collector (TAX) is comprised of three Agency structure and activities: divisions that are responsible for collecting ad valorem taxes (tax based on value) and gross receipts taxes (tax based on gross income) in accordance with North Carolina Statutes and local ordinances. The Tax Collector is appointed by the Board of Commissioners and serves as the director of TAX. The County Tax Collector serves the municipalities within the county per inter-local agreements.

This department of fifty-five full time employees, six contract employees, and four part-time employees collected over $1.47 billion for all jurisdictions within the County in Fiscal Year 2013. TAX processed 1,181,323 voluntary payments and payments resulting from enforced collection actions last year. The taxes collected by the TAX funded 55.66% of the County budget in FY 2013.

TAX staff works directly with taxpayers to collect taxes and provide exceptional customer service. This is accomplished by mailing tax bills and notices, processing payments, conducting field visits, delinquent taxpayer postings, automated and direct telephone calls to taxpayers, research and investigative work, the annual delinquent taxpayer advertisement, partnering with the Sherriff to use of license plate recognition software and tax warrants to collect registered motor vehicle taxes, and the use of enforced collection remedies including garnishment, levy (seizure and auction of assets), set-off debt, and foreclosure. TAX collects ad valorem and gross receipts taxes from taxpayers with bankruptcy claims. The department also utilizes a contract audit vendor to audit gross receipts taxpayers for compliance and to discover unpaid taxes.

The Tax Collector provides information and requests action from the Board of County Commissioners as mandated by tax laws and ordinances:  Order of Collection – NCGS 105-321(b)  Ad Valorem Tax Advertisement and Report of Unpaid Taxes – NCGS 105-369  Provides Collection Reports – NCGS 105-350(7)  Annual Settlement – NCGS 105-370  Room Occupancy/Prepared Food & Beverage Tax Appeals – County Ordinance  Tax Collector Appointment – NCGS 105-349  Budget and other matters as necessary Agency Accomplishments The OTC has a customer relationship management philosophy that results in consistently high customer service survey ratings. (related to performance goals) The final result for FY 2013 was a 96% favorability rating.

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23 Office of the Tax Collector

Tax Collector Neal Dixon 704.336.3322 55 Staff

Tax Collections Tax Operations Julie Berger, Kimberly Deal, 980.314.4480 980.314.4457 33 Staff 16 Staff

Website: http://tax.charmeck.org Main Location: Robert Walton Plaza 700 E. Stonewall Street, Suite 301 Charlotte NC 28202 Resources: FTE: 55 Temporary Employees: 1 (Used for High School Intern- Seasonal) # Vacant Positions:1 # Contractors: 6 (Includes 2 full-time IT contractors and 4 temporary employees through staffing agency contract) # Part-time positions: 4 (Sheriff Resource Funding) Budget: $7,103,059 External Boards/Commissions: None Community Partners: All municipal governments in the County Key Functions/ The Office of the Tax Collector is comprised of three divisions that are Provided Services: responsible for collecting ad valorem taxes (tax based on value) and gross receipts taxes (tax based on gross income) in accordance with North Carolina Statutes and local ordinances for the County and the municipalities within the County. The department collected over $1.47 Billion for all jurisdictions in Fiscal Year 2013.

Tax Administration Division (Managed directly by Neal Dixon)

This division is comprised of the senior leadership team including the Tax Collector, the two Deputy Directors who manage the two other divisions, a Management Coordinator, and a Collections Manager. This division also has an Administrative Support Assistant who provides services to the entire department. This division is responsible for strategic leadership, strategic planning, decision making, legal compliance, balanced scorecard results, and other tax administration responsibilities.

Tax Collections Division

Enforced Collections Unit (ECU) – This business unit is responsible for collecting delinquent ad valorem taxes. This is done by field visits, postings, telephone calls, research and investigative work, collection letters, and use of enforced collection remedies including garnishment, levy (seizure and auction of assets), and foreclosure. This unit is also responsible for collecting ad valorem and gross receipts taxes from taxpayers with bankruptcy claims. 24

Business Tax Collections Unit (BTC) – This business unit is responsible for assessing and collecting gross receipts taxes. This includes establishing new accounts, providing customer services, and processing payments through various points of service including mail, in-person, lockbox, and online. This unit also collects delinquent taxes through field visits, postings, telephone calls, research and investigative work, collection letters, and use of enforced collection remedies including garnishment, levy (seizure and auction of assets). This unit also audits taxpayers through a contract audit vendor.

Tax Operations Division

Tax Support Services (TSS) – This business unit is responsible for processing and reconciling ad valorem tax payments including those made in-person and through various points of service including our contract lockbox service, mortgage company and tax service company mass payment disbursements, our contract online payment service, and bank online payment portals. This unit also provides customer services through in-person, Internet, telephone, and written communications.

Tax Operational Support (TOPS) – This business unit is responsible for supporting customers and the other business units by providing customer relationship management, project management, and information technology services. Customer relationship management includes being the one point of contact for a customer to resolve complex and high priority matters involving multiple business units and other departments. Project management tasks includes implementing and managing new and existing contracts with vendors, ensuring all mailings are completed and managing quality assurance and quality control responsibilities. Information technology services include providing internal support for the North Carolina Property Tax System, BIZTAX system and other important technology responsibilities.

Key Issues/Major 1. Continue to meet or exceed collections goals in difficult economic Projects: conditions. 2. Replace the BIZTAX system for collecting gross receipts taxes. 3. Implement accepted recommendations of the City and County internal audits once they are concluded. 4. Continue the Online Travel Lawsuit Appeal.

25 Tax Collector Budget and Staff Resources FY 2014 FY 2013 FY 2012 Budget Overview Adopted Amended Adopted Personnel Services & Employee Benefits $3,808,965 $3,733,007 $3,389,576 Contractual Services $3,210,877 $3,386,537 $3,514,238 Commodities $73,001 $67,909 $61,707 Other Charges $0 $0 $0 Interdepartmental $10,216 $13,446 $19,389 Capital Outlay $0 $0 $0 Total Expense $7,103,059 $7,200,899 $6,984,910 Total Revenue $2,426,664 $2,079,478 $2,139,478 Net County Dollars $4,676,395 $5,121,421 $4,845,432

Position Summary FY 2014 Adopted FY 2013 Adopted FY 2012 Adopted FT PT FT PT FT PT 55 2 55 2 54 2

Service Level View FY2014 FY2014 Total Adopted Priority Service Name FT PT County Funding Total Budget PY Budget 2 ATTORNEY (TAX) 380,000 380,000 320,000 2 BUSINESS TAX (TAX) 19 43,142 2,219,311 2,142,912 2 ENFORCED COLLECTIONS (TAX) 19 4 2,843,055 2,988,055 3,117,105 2 SENIOR ADMINISTRATION (TAX) 1 152,952 152,952 147,335 2 TAX SUPPORT SERVICES (TAX) 16 1,257,246 1,362,741 1,405,998 Grand Totals 55 4 4,676,395 7,103,059 7,133,350 Revenue Totals 2,426,664 2,079,478

26 Agency Name: Financial Services Agency Director: Wanda Reeves

Agency Description Financial Services provides fiscal stewardship and accountability Agency structure and activities: of public funds. Financial Services performs all financial operations of the County, including financial accounting and disbursements, general ledger, payroll; financial and grant reporting, and development; capital and debt planning and administration; and investments and debt administration, needed to meet the County’s financial obligations and regulatory requirements, maintain the AAA bond rating, maximize revenues and investments, safeguard financial and capital assets, and provide economical financing for the Capital Improvement Program. These services maintain and support the County workforce, contractors and vendors and the capital assets inventory in accordance with Board of Commissioners’ directives.

Additionally, to the external fiscal requirements, Financial Services ensures that the County remains compliant with adopted County policies. These include the Fund Balance and Debt Policies. Many ratios must be calculated and verified, as well as periodic review to maintain relevance. These are particularly important in the reviews by the rating agencies. Efficient use of technology allows Financial Services to provide this support for the County’s service departments. Continued Agency Accomplishments commitment to the department’s efficiency and process (related to performance goals) improvements will allow us to maximize productivity. Financial reporting is a major component of Financial Services. These reports are used to draw down Federal and State revenues and provide information for use by management and the County’s stakeholders. Compliance with the reporting requirements of the Local Government Budget and Fiscal Control Act is mandated. The Comprehensive Annual Financial Report (CAFR) is the final compilation of the County’s annual fiscal operations. This compliance report is issued after the external audit, which includes the Single Audit, is completed. Human Services Finance Division helps to ensure fiscal compliance by those departments and review fiscal stability of the vendors doing business with Human Service departments.

Agency Issue

Financial Software Implementations and Updates Title We are currently implementing electronic contract approval software. A project to enhance grants management from Issue application to close-out is underway. Additional payment options (include relevance, schedule and are being reviewed to help manage the County’s cash flow. estimated cost) Improving the preparation of the CAFR is another process and

AGENCY BRIEFING

27 software application that is being reviewed. These and other process reviews allow Financial Services to remain compliant with guidelines and best practices. At this point, achieving these results does not require specific Desired Action by BOCC action by the Board. Policy updates may require Board action if changes are recommended. A possible Technology Reserve project to upgrade the financial system software may be included in the FY15 budget request.

AGENCY BRIEFING

28 Department of Financial Services

Wanda Reeves 704.336.3009 106 Staff

Human Services Central Finance Finance Wanda Reeves, Ann Wilson, 704.336.3009 704.336.2690 35 Staff 71 Staff

Website: https://mecktech.sharepoint.com/departments/Finance/Pages/default.aspx Main Location: Government Center 600 East 4th Street, 11th Floor Charlotte, NC 28202 Resources: FTE: 106 Temporary Employees: 1 # Vacant Positions: 7 # Contractors: 0 Budget: $9,965,468 External Boards/Commissions: Audit Review Committee Community Partners: N/A Key Functions/ 1. General Accounting: Accounts Payable, General Accounting and Provided Services: Tax Accounting. Key Functions: maintains the County’s general ledger, encumbering contracts, accurate/timely payment processing in compliance with the County’s budget ordinance and accounting practices established by the Local Government Budget and Fiscal Control Act (G.S. 159) and Mecklenburg County. 2. Financial Planning & Reporting, Revenue & Grants: This section provides accurate financial information for the County that is issued to the Public (i.e. Comprehensive Annual Financial Report). This section researches, analyzes and reports on financial operations of the County to management and other departments; also provides technical assistance to County departments. The Grants section is responsible for the accounting, monitoring and reporting of all County programs which receive federal, state and other grant funds to ensure fiscal compliance. This section is also responsible for preparing the annual Single Audit Report. 3. Debt and Capital: This section handles the process related to issuing debt, the payment of principal and interest on outstanding debt and manages the debt portfolio. This section also monitors the accounting for expenditures for capital projects and management of capital assets. 4. Fiscal Monitoring and Control: This section manages the County’s Advantage financial system and PeopleSoft payroll system for the County. This section also coordinates interfaces with other County systems. 29 5. Investments: this section is responsible for the projection of cash flows to ensure the availability of funds for operational, as well as construction needs; invests County funds in accordance with State statutes and to maximize interest earnings and coordinates banking operations for the County. 6. Payroll: this section is responsible for processing and issuing payroll checks for all County employees. Also, this section must prepare timely related reports and payments for submission to federal, state and other institutions in compliance with North Carolina General Statutes, federal and state regulations and County policies and procedures. 7. Human Services Finance: This division provides direction, organization, processing, planning and oversight for the human services departments (Health, DSS, PSO, and CSS) fiscal operations at the departmental level.

Key Issues/Major 1. CAFR and Single Audit Projects: 2. E-Contract Process 3. Health Department Transition 4. Debt and Capital Management

30 Finance Budget and Staff Resources FY 2014 FY 2013 FY 2012 Budget Overview Adopted Amended Adopted Personnel Services & Employee Benefits $8,791,020 $8,470,360 $2,688,134 Contractual Services $1,026,280 $1,103,050 $842,465 Commodities $148,168 $114,091 $19,541 Other Charges $35,100,000 $34,000,000 $32,200,000 Interdepartmental $0 $0 $0 Capital Outlay $0 $0 $0 Total Expense $45,065,468 $43,687,501 $35,750,140 Total Revenue $35,100,000 $34,000,000 $32,200,000 Net County Dollars $9,965,468 $9,687,501 $3,550,140

Position Summary FY 2014 Adopted FY 2013 Adopted FY 2012 Adopted FT PT FT PT FT PT 116 0 111 0 35 0

Service Level View FY2014 FY2014 Total Adopted Priority Service Name FT PT County Funding Total Budget PY Budget 2 ACCOUNTING (FIN) 21 2,049,908 2,049,908 1,911,161 2 ADMINISTRATIVE SUPPORT (FIN) 2 124,591 124,591 122,546 2 CAPITAL & DEBT (FIN) 3 229,097 229,097 227,754 6 CHARLOTTE AREA TRANSIT SYSTEM (FIN) 0 35,100,000 34,000,000 2 FINANCIAL REPORTING (FIN) 5 652,231 652,231 719,363 7 GRANT DEVELOPMENT (FIN) 1 147,574 147,574 146,711 2 HUMAN SERVICES FINANCE DIVISION (FIN) 80 6,121,476 6,121,476 5,756,667 2 INVESTMENT ADMINISTRATION (FIN) 1 125,388 125,388 122,416 2 SENIOR ADMINISTRATION (FIN) 3 515,203 515,203 504,021 Grand Totals 116 0 9,965,468 45,065,468 43,510,639 Revenue Totals 35,100,000 34,000,000

31 32 Agency Name: Economic Development Office Agency Director: John Allen

Agency Description The current activities of the Economic Development Office (EDO) Agency structure and activities: include responsibility for the County’s MWSBE program, Business Investment Program Grants, Tax Increment Grants and assisting with the sale of county-owned real estate. This is based upon direction provided by previous Boards and administrations, and the office is currently staffed at an appropriate level to perform those activities. EDO activities and staffing levels are also predicated upon the County’s economic development efforts being performed in partnership with other entities. The county’s unemployment rate has dropped to under 7%, from a high of almost 12% at the height of the recession. Agency Accomplishments

(related to performance goals) The total number of county residents who are employed has increased by almost 60,000, to nearly 470,000, since 2009.

Agency Issue

The role of the Economic Development Office. Title Some members of the current Board have indicated a desire to have the EDO perform additional activities. However, this must Issue be carefully studied to avoid duplicating the efforts of our partner (include relevance, schedule and entities. Additionally, current staffing levels and available estimated cost) resources may not be adequate to fully carry out those additional activities, particularly if the County moves away from the partnership model.

As an example, the County relies primarily on the Charlotte Chamber, the Charlotte Regional Partnership and the NC Department of Commerce to conduct marketing and business development activities that attract new employers to the county. If the Board desires County staff to perform this function, there is the possibility that an inefficient duplication of effort would result, in addition to the need for additional staff and resources.

The recommended path forward is for staff and the Board, with the input of our partners, to create a strategic plan for economic development that will guide the County’s economic development activities in the future.

Participate in a one day retreat to begin framing an economic Desired Action by BOCC development strategic plan for the County.

33 Economic Development

John Allen 704.432.2426 2 Staff

Website: http://charmeck.org/mecklenburg/county/edo/Pages/default.aspx Main Location: CMGC 601 East 4th Street 4th Floor Charlotte, NC 28202 Resources: FTE: 2 Temporary Employees: 0 # Vacant Positions: 0 # Contractors: 0 Budget: $10,067,226 External Boards/Commissions: N/A Community Partners: Charlotte Chamber, Charlotte Regional Partnership, Center City Partners, City of Charlotte

Key Functions/ 1. Provision of Business Investment Program grants (incentives) for new and Provided Services: expanding companies 2. Provision of Tax Increment Grants to support development projects 3. Redevelopment of County-owned real estate 4. Minority, Women’s and Small Business Program Key Issues/Major 1. Create new jobs Projects: 2. Increase tax base 3. Increase MWSBE participation

34 Economic Development Budget and Staff Resources FY 2014 FY 2013 FY 2012 Budget Overview Adopted Amended Adopted Personnel Services & Employee Benefits $235,629 $237,634 $214,373 Contractual Services $218,175 $18,600 $7,185,821 Commodities $205,509 $205,509 $155,704 Other Charges $9,407,913 $9,442,759 $200,000 Interdepartmental $0 $0 $0 Capital Outlay $0 $0 $0 Total Expense $10,067,226 $9,904,502 $7,755,898 Total Revenue $0 $0 $0 Net County Dollars $10,067,226 $9,904,502 $7,755,898

Position Summary FY 2014 Adopted FY 2013 Adopted FY 2012 Adopted FT PT FT PT FT PT 2 0 2 0 2 0

Service Level View FY2014 FY2014 Total Adopted Priority Service Name FT PT County Funding Total Budget PY Budget 3 ACC FOOTBALL CHAMPIONSHIP (EDO) 250,000 250,000 250,000 2 BUSINESS INVESTMENT GRANTS (EDO) 4,959,873 4,959,873 4,024,719 2 CHARLOTTE REGIONAL PARTNERSHIP (EDO) 199,034 199,034 199,034 3 CRVA-CIAA TOURNAMENT (EDO) 200,000 200,000 200,000 2 DEVELOPMENT AGREEMENTS (EDO) 3,198,040 3,198,040 3,968,040 2 ECONOMIC DEVELOPMENT (EDO) 1 139,864 139,864 136,303 2 MWSBE (EDO) 1 120,415 120,415 117,054 3 US NATIONAL WHITEWATER (EDO) 1,000,000 1,000,000 1,000,000 Grand Totals 2 0 10,067,226 10,067,226 9,895,150 Revenue Totals

35 36 Agency Name: Land Use and Environmental Services Agency (LUESA) Agency Director: Ebenezer Gujjarlapudi, P.E.

Agency Description Consists of six (6) divisions – Air Quality, Code Enforcement, Agency structure and activities: Environmental Health, Water and Land Resources, Solid Waste and Support Services. Served over 1 million customers in FY 2013. Environmental Health staff performed over 7,500 restaurant Agency Accomplishments inspections. (related to performance goals) Code Enforcement issued over 80,000 permits and conducted over 200,000 inspections. Solid Waste processed over 70,000 tons of recyclables and over 100,000 tons of yard waste collected from residents of Mecklenburg County.

Agency Issue#1

Solid Waste Long-Term Strategy Title LUESA Solid Waste is responsible for ensuring that the residential waste, recyclable materials and yard waste collected in Issue Mecklenburg County by the respective jurisdictions is properly (include relevance, schedule and disposed, processed or recycled. Currently, all residential estimated cost) garbage is transported to the “Speedway Landfill” owned and operated by Republic Services under a contract with LUESA Solid Waste. Recyclables are transported to the Metrolina Recycling Facility, a County-owned facility. Yard materials are transported to the Compost Central location for processing and composting.

The current contract for handling household garbage expires in 2020 and the contract for processing recyclables expires in 2019. As such, the County will have an opportunity to assess its long- term options for continued handling of the waste in the next couple of years. Given the County’s investment in the Foxhole Landfill and the continued development of surrounding properties in the area, all options will need to be thoroughly vetted to ensure that the residents of Mecklenburg County continue to enjoy low cost options for the handling and disposal of waste generated in the county.

Proposed Schedule:

LUESA will begin exploring and evaluating all available options beginning in 2015.

Upon completion of the evaluation of potential options, the BOCC Desired Action by BOCC will be briefed and approvals, if any, will be sought at that time.

AGENCY BRIEFING

Agency Issue #2

Restaurant Inspections and State Expectations Title The Environmental Health Division performs inspections of restaurants, pools, child care and elder care centers, wells and Issue septic tanks to ensure that the public health and the environment (include relevance, schedule and is protected for all users of such facilities in Mecklenburg County. estimated cost) The rebounding economy has resulted in increased activity in all areas of oversight performed by the division. Particularly, opening of new restaurants, renovations to existing restaurants and temporary food service events have continued to increase resulting in increased work load and expectations of performance.

Due to regulatory changes, infrequent training opportunities afforded by the State and the time lag of certifying new hires (as a Registered Environmental Health Specialist with the State Board and obtaining authorization from the State Dept. of Health), the division is not able to maintain optimal staffing to meet performance expectations, i.e. inspections at 100% of the facilities.

LUESA has embarked on a process review of the program to ensure an efficient inspection process to maximize performance including potential implementation of technology solutions. The State reimburses the division at a rate of $95 per restaurant annually – which does not cover the cost of service as some restaurants require as many as four inspections per year. As such, the remaining cost is borne by the tax payers of Mecklenburg County.

Based on the results of the department review and after the Desired Action by BOCC assessment of the State’s expectations, the BOCC will be briefed on potential options which may include revised goals for inspection and/or potential increase in staffing.

AGENCY BRIEFING

Land Use & Environmental Services (LUESA)

Ebenezer Gujjarlapudi 704.432.6201 434 Staff

Water & Land Code Resources Enforcement Solid Waste Support Environmental W. Dave Air Quality James Bartl, Bruce Gledhill, Services Health Canaan, Leslie Rhodes, 704.336.3827 704.336.3711 Gail Young, Bill Hardister, 704.336.3736 704.336.6864 175 Staff 68 Staff 704.336.3722 704.336.5533 70 Staff 25 Staff 27 Staff 69 Staff

Website: http://charmeck.org/mecklenburg/county/LUESA/Pages/default.aspx Main Hal Marshal Services Center (700 N Tryon ST) Location: Resources: FTE: 434 Temporary Employees: 34 # Vacant Positions: 23 # Contractors: 5 individuals, 18-24 companies (engineering design and construction contracts) Budget: $60.4M External Boards/Commissions: Groundwater Advisory Committee, Charlotte-Mecklenburg Storm Water Advisory Committee, Building Development Commission, Waste Management Advisory Board (BOCC appointed), Foxhole Landfill Advisory Council (WMAB appointed), Keep Mecklenburg Beautiful Board (elected by membership, 501c3 KAB affiliate), Air Quality Commission

Community Partners: Mecklenburg County ABC (Solid Waste Interlocal Agreement Partners) , Charlotte- Mecklenburg Restaurant and Lodging Association, Hospitality and Tourism Alliance of Charlotte, Marine Commissions and Catawba River Keeper, Centralina Council of Government, Clean Air Carolinas, Charlotte Chamber - Manufacturers Council, UNCC – Environmental Assistance Office, City of Charlotte, Towns of Cornelius, Davidson, Huntersville, Matthews, Mint Hill and Pineville; Charlotte Mecklenburg Schools, Central Piedmont Community College, Mecklenburg County Park and Recreation, Charlotte- Mecklenburg Emergency Management, Charlotte Fire Department, Charlotte- Mecklenburg Utility Department

39 Key Environmental Health Functions/ • Food and Facilities Sanitation Program: Provide plan review, permitting, and Provided inspection of over 6000 food service, child care, and institutional facilities, and Services: temporary events to prevent food borne illnesses. Respond to complaints and direct corrective action as necessary to reduce illness risk. This is a state mandated activity and county employees perform the functions as authorized agents of the state. • Groundwater and Wastewater Services: Provide site investigations and permit/approve sites for installation of septic tank systems and wells to protect water quality and minimize health risks. Initiate legal actions when needed to resolve wastewater violations. This is a state mandated activity and county employees perform the functions as authorized agents of the state. • Pools and Environmental Health Services: Permit and inspect over 1200 public swimming pools operating in Mecklenburg County. Investigate rodent and mosquito complaints and implement control measures to reduce/eliminate populations of these pests that can be vectors of human disease. Pool permitting and inspections are state mandated functions and county employees perform the functions as authorized agents of the state. Rodent and mosquito control programs are local “Board of Health” programs.

Water & Land Resources’ mission is to ensure a clean, livable environment through the protection and enhancement of water and land resources. There are four service areas: • Water Quality – monitors and addresses pollutants in our creeks, ponds and lakes. Identifies capital improvement projects with the goal of our creeks being swimmable and fishable consistent with Board policy. Is responsible adherence to the EPA’s National Pollutant Discharge Elimination System (NPDES) Stormwater Phase II water quality permit on behalf of the County, Towns, CPCC and CMS. Also is the primary technical resource for the City for their NPDES Phase I permit. • Flood Mitigation – responsible for reducing flood losses and enhancing the natural and beneficial functions of the floodplain. This is accomplished through the identification and implementation of capital projects like the Floodplain Buyout program and the administration of the National Flood Insurance Program on behalf of all jurisdictions in Mecklenburg County. • Engineering – responsible for implementing the capital projects identified in the Water Quality program and the demolition of structures in the Floodplain Buyout program. Also, provides land development services (plan review and site inspection) on behalf of all six Towns in the County. Operations – responsible for maintenance of creeks and water quality features (engineered wetlands and restored streams) constructed by the Engineering program.

Code Enforcement operates through interlocal agreements with the City and each of the six Towns to provide an integrated permitting and inspection service for any construction in the County. In doing so, the Division has two primary responsibilities.

• Develop and manage the integrated permitting system, a process that ties all approving local governments and agencies into the owner’s application review stream. This is a fully automated process that places a hold for the reviewing agency, allows them to access all owner documentation electronically, and requires them to release all holds before issuing either the permit or certificate of occupancy on project completion. Some agencies may work in our office, but many of them execute review and release remotely. • Review plans for proposed construction and inspect all vertical construction (building construction) for compliance with the NC State Building Code.

40 In FY13, the Department issued 81,427 permits, performed 207,988 trades inspections, and over 11,000 plan reviews. We estimate that we currently have over 350,000 customer service events annually, of which over 95% are electronic.

Air Quality is a certified local air pollution program acting as the State throughout Mecklenburg County, including incorporated areas. Our mission is to lead and assist Mecklenburg County towards meeting and maintaining compliance with the health based National Ambient Air Quality Standards. MCAQ is comprised of three program areas – Permitting and Enforcement; Monitoring; and Mobile Sources. Staff also responds to citizen requests for service by providing odor and dust complaint investigations, educational presentations and distribution of print and digital material to increase awareness within the community.

Solid Waste • Residential Solid Waste Disposal: Provide landfill disposal capacity for the residential solid waste collected by the Interlocal Agreement partners. Currently a contracted service through 2020, County landfill has available capacity beyond that date. • Residential Recyclable Processing: Provide recyclable processing and recovered commodity sales for the residential/institutional recyclables collected by the Interlocal Agreement partners. Provided by a County owned, contractor operated facility. • Residential Yard Waste Management: Provide yard waste management capacity for the yard waste collected by the Interlocal Agreement partners and for individual residents and landscaping contractors. Provided by a County owned and operated facility. • Recycling Convenience Centers: Operate four full-service (staffed) and nine self- service recycling convenience centers throughout the County. Full service centers handle solid waste, yard trimmings, household hazardous waste in addition to recyclables. • Recycling Promotion and Outreach: Develop and implement educational and public outreach programs and materials designed to further the County’s waste reduction goals. • Construction and Demolition Waste Recycling and Disposal: Provide C&D waste disposal and recycling capacity at the County owned and operated Foxhole Landfill. The Foxhole Landfill is designed and permitted to ultimately receive residential waste. • Governmental Facilities Waste and Recyclable Collection: Through a contract service provider, provide waste and recyclable collection services to County facilities, Charlotte Mecklenburg Schools, Central Piedmont Community College campuses, ABC stores and warehouse • Regulatory Enforcement: Enforce the North Carolina solid waste laws and rules in Mecklenburg County through delegated authority from NCDENR. Also enforce the local ordinance requiring businesses to recycle. • Scrap Tire Management: Provide facilities to receive and recycle scrap tires discarded by the general public and businesses. Service is contracted to private provider, funding through State distributions. • Discarded White Goods Management: Provide facilities to receive and recycle appliances discarded by the general public and businesses. Service is provided with County staff, funding through State distributions and recycled commodity revenues. • Closed Landfill Maintenance: Provide ongoing environmental monitoring, major maintenance and remedial actions on three former County landfills now integrated into County parks.

Support Services • Human Resources: Provides support to managers and employees in resolving 41 complaints, grievances, mediations, disciplinary/termination process. Provides salary recommendations and training/guidance for applicant screenings as needed and is responsible for position management. • Fiscal Control: Responsible for all fiscal and budget operations for the Land Use and Environmental Services Agency (LUESA). Provides guidance and direction to the LUESA management and employees to assist in ensuring the department remains compliant with budget and finance policies and procedures and ensures LUESA uses business practices which are in compliance with county policies and/or state/federal laws. Provides support to managers in developing budgets. • Environmental Outreach: Defines and implements communication, education and training strategies that promote LUESA externally and internally to employees. Designs and manages processes for identifying website projects. Manages day-to-day operation and content of websites for division within LUESA. • Performance Management/Safety: Leads performance management initiatives for LUESA and collaborates with the Mecklenburg Office of Management and Budget on performance measure results and changes. Manages departmental safety program for LUESA employees • Develops and maintains strategic relationships and programs with CharMeck 311 to improve service effectiveness and facilitate resolution of customer requests. Manages LUESA business continuity program through policy development, training, and tabletop exercise testing.

Key Environmental Health Issues/Major 1. Major food service rule change implemented in FY13 Projects: 2. Computer system transition in FY14 3. Dual reporting responsibilities 4. Adequate space

Water & Land 1. Manage the capital improvement programs at levels the public has come to expect despite recent reductions in state and federal grants for both surface water quality improvement and flood risk reduction. 2. Manage personnel and other resources so W&LR is responsive to the Towns and the development community’s needs during this economic recovery but be flexible enough to react to future economic fluctuations. 3. Doral/Cavalier Briar Creek Floodplain/Stream Restoration and water quality improvement project. The Storm Water – Flood Mitigation program bought all of Cavalier and a portion to Doral, then removed more than 300 apartment units from the floodplain. Now, the 24 acre site is being enhanced improve water quality and facilitate the construction of a future greenway. http://charmeck.org/stormwater/Projects/Pages/Doral-Cavalier.aspx

Code Enforcement 1. Develop and enhance the POSSE system (by Computronix), the backbone of our automated permitting and inspection (P&I) process. We are currently planning installation of POSSE’s Winchester upgrade 2. Develop and maintain a number of electronic plan submittal (EPS) and review tools, including in the RDS-Master Plan program, CTAC and OnSchedule. We currently are executing discovery on an Avolve project, which will significantly expand our EPS hosting and archival capacity.

Air Quality 1. Making progress toward attainment of the 2008 federal health based ozone standard 42 2. Installation of a near-road monitoring site per federal requirements 3. Anticipating and reacting to regulatory reform at the state level

Solid Waste 1. Acquisition, design & construction of replacement facilities for Compost Central and the West Mecklenburg Recycling Center 2. Enactment and implementation of new and expanded mandatory recycling ordinances applying to residents and businesses

Support Services 1. BEST/FAST Measures 2. Integrated Systems Study 3. Migration of SharePoint to 2013

43 Land Use Environmental Services Budget and Staff Resources FY 2014 FY 2013 FY 2012 Budget Overview Adopted Amended Adopted Personnel Services & Employee Benefits $34,445,075 $38,119,257 $34,357,985 Contractual Services $10,159,998 $13,790,337 $15,680,403 Commodities $3,108,559 $2,947,826 $2,620,367 Other Charges $8,933,164 $9,301,522 $7,738,706 Interdepartmental $2,104,040 $2,232,203 $2,189,127 Capital Outlay $1,692,598 $1,744,716 $639,895 Total Expense $60,443,434 $68,135,861 $63,226,483 Total Revenue $54,912,076 $53,473,466 $48,794,324 Net County Dollars $5,531,358 $14,662,395 $14,432,159

Position Summary FY 2014 Adopted FY 2013 Adopted FY 2012 Adopted FT PT FT PT FT PT 418 3 462 3 447 2

Service Level View FY2014 FY2014 Total Adopted Priority Service Name FT PT County Funding Total Budget PY Budget 2 ADMINISTRATIVE SUPPORT (LUE) 8 139,235 813,804 752,682 4 AIR QUALITY (LUE) 21 1 0 1,642,370 2,078,670 5 CODE ENFORCEMENT (LUE) 175 0 19,696,866 16,207,690 5 FIRE MARSHAL (LUE) 1 124,453 124,453 122,268 2 FISCAL ADMINISTRATION (LUE) 9 1 23,156 730,995 673,325 5 FLOOD HAZARD MITIGATION (LUE) 0 0 6,198,567 1 FOOD & FACILITIES SANITATION (LUE) 46 3,630,344 3,858,643 3,734,264 2 GME COMMUNICATIONS (LUE) 0 0 250,854 3 GROUND WATER QUALITY (LUE) 13 962,779 1,262,420 1,290,797 3 LAKE NORMAN MARINE COMMISSION (LUE) 0 2,077 2,077 3 LAKE WYLIE MARINE COMMISSION (LUE) 0 1,325 1,325 3 LAND DEVELOPMENT (LUE) 7 1 105,940 897,245 579,296 3 MT ISLAND LAKE MARINE COMMISSION (LUE) 0 1,156 1,156 1 PEST MANAGEMENT & ENVIRONMENTAL SERVICES 9 527,075 812,190 792,135 (LUE) 2 PROPERTY ASSESSMENT (LUE) 0 0 0 7,558,105 2 SC COMMUNICATIONS (LUE) 0 373,250 0 2 SENIOR ADMINISTRATION (LUE) 1 18,377 190,857 210,667 5 SOLID WASTE DISPOSAL (LUE) 0 0 6,563,490 5 SOLID WASTE SERVICES (LUE) 68 0 15,323,862 0 3 SURFACE WATER QUALITY AND FLOOD HAZARD 60 1 1 14,606,921 0 MITIGATION (LUE) 3 SURFACE WATER QUALITY (LUE) 0 0 8,314,612 5 WASTE REDUCTION (LUE) 0 0 7,772,633 5 YARD WASTE (LUE) 0 0 2,396,365 5 ZONING CODE ENFORCEMENT (LUE) 0 105,000 113,000 Grand Totals 418 4 5,531,358 60,443,434 65,613,978 Revenue Totals 54,912,076 52,401,162

44 Agency Name: County Assessor’s Office Agency Director: Ken Joyner

Agency Description

Agency structure and activities:

Challenges and opportunities abound at this time. Our office is an important partner to Pearson Appraisal Services (PAS) Agency Accomplishments during the revaluation review project. The following are a few (related to performance goals) of the items that currently occupy all or part of many staff members’ days that are in addition to normal daily operations:

 Visiting properties in the field to determine why there are discrepancies in the physical characteristics as observed by PAS and the county’s information  Staff administrative support having to complete a portion of the data entry involved in the project  All aspects dealing with refund processing. We have added a temporary staff team to handle many of the refunds but there is still much of the process that our core staff must handle  We moved much of our Individual and Business Personal Property staff out of Bob Walton Plaza to the CCOB 4th floor  Integrating PAS staff into our office utilizing space that was vacated by the above mentioned move  Providing printers, PC’s, office equipment, work stations, etc. for PAS in a timely manner as to not disrupt their work flow  Provide IT analyst support to help PAS by adding/removing parcels by neighborhood from the “under review” category along with an assort of other necessary files PAS must have to be successful

Agency Issue

Determine Date of Mecklenburg County’s Next Reappraisal Title

North Carolina General Statute 105-286 requires counties to Issue reappraise all real property at a minimum once every eight (include relevance, schedule years. Mecklenburg County’s last reappraisal was 1-1-2011. and estimated cost) The Session Law 2013-362, revaluation review project, does NOT meet or preclude this statutory requirement. So even though we are in the early to middle stages of the project the

45 county is faced with setting the next reappraisal on or prior to 1-1-2019.

The planning activities (Oct. 1-Mar. 31):  Begin the evaluation/assessment of whether the current software systems are acceptable and reliable  Begin the evaluation/assessment of proper staffing needs to complete the next revaluation  Begin the evaluation/assessment of the reliability of the current physical characteristics file  Make a recommendation for the next revaluation date after completion of the other items (most likely will be after the six month mark) I will work with Dena’s Office on coordinating our efforts, distributing information gathered, and scheduling a meeting to set the reappraisal date.

The BOCC, County Leadership, and the County Assessor’s Office Desired Action by BOCC must determine, after careful evaluation, the date for Mecklenburg County’s next reappraisal.

46 County Assessor’s Office (CAO)

County Assessor's Office (CAO) Ken Joyner, 704.336.2976 95 Staff

Sr Admin, Admin Real Prop Prop Asmt Svcs Info Systems BPP/Audit Ken Joyner, Valuation Barry Lindenman, 704.336.2976 Tricia Petersen, David Reeves, 704.545.5114 Cecil Jackson, 980.314.4333 704.336.3069 3 Staff 10 Staff 980.314.4302 Kimberly Horton, 33 Staff 5 Staff 980.314.4304 44 Staff

Main Location: Bob Walton Plaza 700 East Stonewall Street Charlotte, NC 28202 Resources: FTE: 95 Temporary Employees: 0 # Vacant Positions: 10; 1 Deputy Dir, Sr. Admin; 1 Adm Supp III, Prop Asmt Svcs; 8 Real Prop Appr III’s, Real Prop Valuation # Contractors: 1 Budget: $9,500,028.00 External Boards/Commissions: Board of Equalization and Review External Stakeholders: NC DOR, NC Property Tax Commission, City of Charlotte, Towns (Matthews, Mint Hill, Pineville, Huntersville, Davidson, Cornelius) Key Functions/ Sr. Admin/Admin Support: Provides leadership and support to all divisions of Provided Services: the Assessor’s Office; facilitates appeals through Board of Equalization and Review; coordinates outgoing communications from department.

Real Property Valuation: Assesses values for all real property; accepts, reviews and processes appeals to value, taxability or situs; defends appeals to Board of Equalization and Review and Property Tax Commission.

Property Asmt Svcs: Discovers, lists and bills all taxable business and individual personal property; accepts, reviews and processes appeals to value, taxability or situs.

Information Systems: Provides technical support for systems within the Assessor’s Office, maintains inventory of computers, provides training to employees.

BPP/Audit: Provides tax base values and other specialty reports to Finance Officer and other stakeholders. Key Issues/Major 1. Managing the County’s contract with Pearson’s Appraisal Service to Projects: complete the Revaluation Review as outlined in Session Law 362. 2. Engaging the public through speaking engagements, improvement to website and other outgoing communications. 3. Determining date of next reappraisal.

47 4. Working on departmental assessment of best practices and planning for organizational improvement. 5. Transitioning to “Tag and Tax Together” program for registered motor vehicles. 6. Determining long and short-term solutions for space needs and facilities planning.

48 County Assessor's Office Budget and Staff Resources FY 2014 FY 2013 FY 2012 Budget Overview Adopted Amended Adopted Personnel Services & Employee Benefits $6,501,905 $0 $0 Contractual Services $2,048,070 $0 $0 Commodities $194,171 $0 $0 Other Charges $1,000,000 $0 $0 Interdepartmental $112,589 $0 $0 Capital Outlay $167,000 $0 $0 Total Expense $10,023,735 $0 $0 Total Revenue $0 $0 $0 Net County Dollars $10,023,735 $0 $0

Position Summary FY 2014 Adopted FY 2013 Adopted FY 2012 Adopted FT PT FT PT FT PT 95 0 0 0 0 0

Service Level View FY2014 FY2014 Total Adopted Priority Service Name FT PT County Funding Total Budget PY Budget 2 ADMINISTRATIVE SUPPORT (CAO) 7 808,902 808,902 0 2 BUSINESS PERSONAL PROPERTY AUDIT (CAO) 3 267,809 267,809 0 2 INFORMATION SYSTEM (CAO) 5 1,363,279 1,363,279 0 2 PROPERTY ASSESSMENT SERVICES (CAO) 34 2,232,288 2,232,288 0 2 REAL PROPERTY VALUATION (CAO) 44 4,995,212 4,995,212 0 2 SENIOR ADMINISTRATION (CAO) 2 356,245 356,245 0 Grand Totals 95 0 10,023,735 10,023,735 Revenue Totals

49 50 Agency Name: Internal Audit Agency Director: Joanne Whitmore

Agency Description Internal Audit provides the Board and senior management Agency structure and activities: objective assurance and insight on the effectiveness and efficiency of governance, risk management, and internal control processes. Internal Audit is a catalyst for improving an organization’s effectiveness and efficiency and can help provide a forward look evaluating risk and its potential impact on the organization.

The department acts as the third line of defense, after management and other internal control activities, to identify issues for management to address before external auditors or regulators do, which could result in costly fines, penalties, and degradation of public trust.

Internal Audit can be a valuable partner when properly leveraged and resourced. Currently, however, the internal auditing function does not have the staff capacity to adequately provide the breadth and depth of audit coverage for an organization with the size, diversity, and high risk activities of Mecklenburg County. Nor does current capacity allow sufficient time to maximize consultative activities, such as providing feedback on critical changes (e.g., process or system changes), to identify potential issues beforehand, rather than after the fact during the course of an audit. Staffing the internal audit function comes down to how much risk an organization is willing to take by not knowing due to limited resources and internal audit activities.

Agency Accomplishments Since April 2010, when I first came to the County, we have built a much more robust internal auditing function. (related to performance goals) 1) Nine experienced audit staff, including the audit manager and me, with 17 combined professional designations and certificates: Certified Internal Auditor, Certified Fraud Examiner, Certified Public Accountant, Certificates in Risk Management Assurance and a Certificate in Financial Forensics. 2) Utilization of data-mining software to analyze entire data populations for more effective audits and investigation results. 3) Utilization of data mining software to develop a continuous monitoring program, presently running over 20 different financial scenarios, such as split transactions, duplicate payments, invoices created before purchase orders, and disallowed procurement card purchases. The software has paid for itself many times over identifying duplicate payments, as well as training opportunities. The hope is to expand this program, which would benefit other departments within the County. 4) Creation of an Anti-fraud Program that includes an anti-fraud policy, an investigation protocol, the Report Line (the

51 Agency Description County’s internal portal to anonymously report suspected fraud), and new this year an annual countywide training on Fraud Awareness. 5) Successful promotion of and continued support for an enterprise risk management approach through the Risk Management and Compliance/Governance Committee (RMCGC) to create a more robust, risk-centric approach to actively identify, evaluate, and monitor current risks, including compliance risk, and receive and monitor management’s risk mitigation strategies. 6) In conjunction with RMCGC, creation and implementation of the new annual Control Self Assessment Survey to identify behaviors, trends, and opportunities to further improve internal controls in countywide policies and procedures 7) Offer of other audit services, such as consulting and investigation, to expand the value of Internal Audit and the benefit to the County. 8) Finally, valuable evaluations and recommendations Internal Audit has provided and will continue to provide to help management further improve the County’s risk management, governance, control, and compliance.

Agency Issue

Title The Creation of Internal Audit Focus Teams Internal Audit takes a global look at opportunities for management to increase management’s awareness of risk and Issue improve its risk management, governance, controls, and (include relevance, schedule and compliance efforts. The County’s risk universe, however, keeps estimated cost) changing and expanding, increasing both the areas to audit and the number of high risk areas to audit.

While Internal Audit creates the annual audit plan based primarily on higher risk areas and has effectively leveraged technology to the extent possible to increase audit coverage and effectiveness through data analytics and continuous monitoring, significant coverage gaps still exist.

There really is no substitute for auditors in the field to identify and assess high risk key processes, systems, services, and programs; to evaluate and conclude on the existence or effectiveness of key controls management has implemented to help mitigate risks; and to provide valuable recommendations to help management improve their risk management efforts.

With seven auditors in the field, our resources and capacity are stretched. Each auditor provides approximately 1,400 hours auditable time per year, after benefit time, training, and administrative activities. Audits can take between 500-1200 hours, depending upon the objectives and complexity of the

52 auditable area. The limited number of auditors dictates the number of audits Internal Audit can conduct and provides almost no flexibility for new requests or unplanned investigations. As a result, planned audits have had to be postponed and high risk areas we feel warrant audits have not yet been conducted.

Further, seven auditors do not allow the establishment of specialized teams whose audits can focus on Health and Human Services, Investigation, Data Analytics and IT Audit, and Compliance. Rather, auditors often have to be assigned based on immediate demand and availability.

Yet, building audit focus teams would greatly increase team members’ business knowledge in their focus areas, providing more effective and efficient audits and recommendations that make the greatest sense for the business. And while compliance is always an integral part of our current audit activities, a compliance focus team would substantially increase our ability to conduct compliance-based audits and strengthen the County’s compliance program efforts.

Expand Internal Audit to create up to four focus teams, in order of Desired Action by BOCC importance to fund, to develop a more robust audit and compliance function: 1) Health and Human Services—one senior and two staff already available and could be dedicated to this focus if staffing was increased to handle other audit activities 2) General Audit and Investigation—would require two additional staff auditors 3) Supervisory Oversight—would require a senior audit manager to ensure adequate and timely supervisory oversight of the additional staff and activities 4) IT Audit and Data Analysis—would require one data analyst/IT auditor to increase continuous monitoring and other data analytic activities; would require making one IT auditor already on staff a senior IT auditor to lead the focus team 5) Compliance—would require one additional senior and two additional staff auditors to create the focus team

53 Internal Audit

Joanne Whitmore, 704.336.2575 10 Staff

Internal Audit Manager Christoper Waddell, 704.336.2599

Main Location: Charlotte Mecklenburg Government Center, Room 411 600 East Fourth Street, Charlotte, NC, 28202 Resources: FTE: 10 Temporary Employees: 0 # Vacant Positions: 0 # Contractors: 0 Budget: $1,043,333 External Boards/Commissions: N/A Community Partners: N/A Key Functions/ Through open communication, professionalism, expertise and trust, Internal Provided Services: Auditing assists County executive management and the Audit Review Committee in accomplishing the Board’s objectives by bringing a systematic and disciplined approach to evaluate the effectiveness of the County's risk management, control and governance processes in the delivery of services.

Internal auditing is a catalyst for improving the County’s governance, risk management, and management controls by providing insight and recommendations based on analyses and assessments of data and business processes. Key Issues/Major 1. RISK ASSESSMENT/AUDIT PLAN: Internal Audit conducts an ongoing risk Projects: assessment process to determine the current risk environment of the County, current stakeholder concerns, and current and potential risks. The process includes determination of each department’s risk ranking. This information is processed to develop Internal Audit’s annual audit plan. 2. INTERNAL AUDITS: Internal Audit has seven auditors in the field to carry out the annual audit plan and investigation activities. Audits include policy and procedure review, interviews, observations, documentation of current workflows, data analysis, sampling, testing, reporting, and follow- up on audit recommendations and management’s action plans. 3. INVESTIGATIONS: The County follows an investigation protocol for all investigations regardless of how the information is initially received and Internal Audit conducts investigations on a demand basis. 4. REPORT LINE: Internal Audit oversees all Report Line activities. A triage team, which includes Internal Audit’s chief audit executive and audit manager, and the County manager designee, evaluates each Report Line incident to determine whether the incident should be referred to the appropriate department director or should be further investigated. All 54 incidents are closed and Internal Audit reports to the Audit Review Committee on a quarterly basis the status of Report Line activities. 5. CA/CM PROGRAM: Internal Audit works with departments who seek an automated data analytic solution (continuous monitoring) to help oversee financial and non-financial activities using ACL, data mining software. Internal Audit also maintains a series of databases and the scripts created for the ongoing continuous monitoring activities. 6. ANNUAL CONTROL SELF ASSESSMENT: Internal Audit develops and administers the countywide Annual Control Self-Assessment. Results are summarized, analyzed, and reported to the directors, the Risk Management/ Corporate Governance Committee, and the County Manager. The Audit Review Committee is also provided annually a summary level report on the results. 7. EDUCATION: Internal Audit developed the County’s first annual fraud awareness training, expected to be rolled out October 2013, and will continue to update the content on a bi-annual basis. Other education resources, such as articles on the importance of reconciliations or separation of duties, are planned in FY 2014 and going forward and will be posted to the Internal Audit intranet site. 8. ISSUE: Internal Audit has only seven auditors in the field, or approximately 9,000 actual audit hours available to provide adequate coverage of a large, complex, and diverse organization. Further, investigations often negatively impact Internal Audit’s ability to complete the annual audit plan. The current level of resources also limits Internal Audit’s ability to provide proactive consulting services, such as participation in system and process changes to ensure proper controls and efficiencies are in place.

55 Internal Audit Budget and Staff Resources FY 2014 FY 2013 FY 2012 Budget Overview Adopted Amended Adopted Personnel Services & Employee Benefits $963,089 $955,699 $891,641 Contractual Services $70,885 $76,182 $77,353 Commodities $9,359 $7,859 $19,826 Other Charges $0 $0 $0 Interdepartmental $0 $0 $0 Capital Outlay $0 $0 $3,354 Total Expense $1,043,333 $1,039,740 $992,174 Total Revenue $0 $0 $0 Net County Dollars $1,043,333 $1,039,740 $992,174

Position Summary FY 2014 Adopted FY 2013 Adopted FY 2012 Adopted FT PT FT PT FT PT 10 0 10 0 10 0

Service Level View FY2014 FY2014 Total Adopted Priority Service Name FT PT County Funding Total Budget PY Budget 2 AUDIT (AUD) 10 1,043,333 1,043,333 1,017,611 Grand Totals 10 0 1,043,333 1,043,333 1,017,611 Revenue Totals

56 Agency Name: Business Support Services Agency Agency Director: Brian Cox

Agency Description

The Business Support Services Agency (BSSA) was created in Agency structure and activities: 2011 to streamline the provision of services related to the internal business of the County. The agency comprises the following service areas:

 Asset & Facility Management  Information Technology  Geospatial Information Services  Public Information (including Web Services)  Procurement (new)

The director or each area serves on a leadership team with the shared mission of enabling the success of BSSA customers.

Since being established, BSSA has identified operational Agency Accomplishments efficiencies and cost savings to cover $815K of “must fund” items (related to performance goals) (increases in utilities, etc.) without seeking new funding. Another $533K has been reinvested to fund new priorities, including seven new higher priority positions.

BSSA’s aggregate customer satisfaction score in FY 13 was 96.41%.

Agency Issue #1

Title Establishment of an enterprise procurement function In March 2011, Mecklenburg County partnered with Deloitte Consulting in a procurement project that resulted in considerable Issue savings in various contracted services. We learned the County (include relevance, schedule and needs to have a corporate approach for procuring products and estimated cost) services. In particular, the County needs professional staff and procurement technology to handle bid solicitations (e.g., Request for Proposals), order products and services, finalize contracts, and monitor contract requirements.

The Board authorized two new positions in the FY14 budget – a Procurement Director and IT Business Analyst – to begin the process of building the procurement function. The Procurement Director will work with a project team to complete the organizational design of a centralized procurement function, acquire and implement an e-procurement system, and develop governing policies and procedures.

57 The FY 15 budget will include a request for the resources needed to complete the implementation of the procurement function. This will be primarily the purchasing agent positions and related support items. The County is projecting a total spend savings of at least 1% by the end of the second year of operations, which would be in excess of $3 million.

Desired Action by BOCC Receive as information.

Agency Issue #2

Title Facilities Master Planning Facilities Master Planning provides an orderly framework for making decisions about future growth and change related to the Issue amount of space and location of County departmental functions. (include relevance, schedule and estimated cost) Without a master plan, short term decisions about departmental relocations and facility maintenance may conflict with longer term visions, resulting in multiple moves and inefficiencies.

A process is underway to prepare a Government Facilities Master Plan that includes most County functions, except for detention, court system, and park facilities. A consultant (Chinn Planning) will do the space needs assessment using statistical models to forecast personnel and support space requirements. Projections are prepared using space standards for a 20-year time horizon in 5-year increments. A separate architectural/planning consultant (WGN Design) will compare the final space projections to the County’s portfolio of existing space, and prepare master plan options to address the future needs. The final plan includes identification of the amount of space needed at the divisional level of each department, the proposed location of the space, and the cost of any resulting capital projects.

Due to the specialized needs of the Court System, a separate master plan will be prepared in 2014 for judicial and court support agencies. Both master plans are anticipated to be complete by October 2014.

The County has also retained HR&A, experts in real estate development, to do an economic analysis and provide recommendations for the disposition of center city properties including the Hal Marshall Center, Walton Plaza, Brooklyn Village, and property adjacent to the Knights Ballpark.

Desired Action by BOCC Receive as information.

58 Business Support Services Agency (BSSA)

Brian Cox, 704.336.2576 260 Staff

Business & Geospcial Asset & Facility Information Public Financial Information Technology Information Management Management Systems (GIS) Mark Hahn, Gwen Simmons, Danny Diehl, Rodney Harris, Kurt Olmsted, 704.336.6611 704.336.2084 704.336.5483 980.314.2030 704.336.3727

Website: http://charmeck.org/mecklenburg/county/BSSA/Pages/Default.aspx Main Location: 700 East 4th Street and Valerie C. Woodard Building, Suites 101 & 107, 3205 Freedom Drive, Charlotte Resources: FTE: 260 Temporary Employees: 4 # Vacant Positions: 22 # Contractors: Budget: $51 M External Boards/Commissions: ISTAC (Information Services & Technology Advisory Council) Community Partners: N/A Key Functions/ The Business Support Services Agency (BSSA) consolidates key County internal Provided Services: support functions: Asset and Facility Management, Business and Financial Management, Geospatial Information Services, Information Technology, Procurement, Public Information, and Web Services. Human Resources and Organizational Improvement partner with BSSA to provide the organization with a comprehensive internal services program. The shared services model was implemented in 2011 to address inefficiencies inherent in silo organizations and to capitalize on opportunities to improve and/or expand internal support services essential to County government.

Key Issues/Major 1. Procure to Pay: Establishing an enterprise procurement function with a Projects: January 2015 target for launch.

59 Business Support Services Agency Budget and Staff Resources FY 2014 FY 2013 FY 2012 Budget Overview Adopted Amended Adopted Personnel Services & Employee Benefits $24,601,117 $22,647,946 $0 Contractual Services $24,226,604 $19,031,054 $0 Commodities $1,376,129 $1,404,157 $0 Other Charges $0 $0 $0 Interdepartmental $81,746 $54,746 $0 Capital Outlay $229,000 $239,000 $0 Total Expense $50,514,596 $43,376,903 $0 Total Revenue $448,189 $324,596 $0 Net County Dollars $50,066,407 $43,052,307 $0

Position Summary FY 2014 Adopted FY 2013 Adopted FY 2012 Adopted FT PT FT PT FT PT 285 0 252 0 0 0

Service Level View FY2014 FY2014 Total Adopted Priority Service Name FT PT County Funding Total Budget PY Budget

2 ADMINISTRATIVE SUPPORT (BSA) 6 456,689 456,689 848,778 2 APPLICATIONS AND DATABASES (BSA) 42 4,459,961 4,459,961 4,629,715 2 BUSINESS AND FINANCIAL MANAGEMENT (BSA) 15 2,450,818 2,450,818 1,692,807 2 CORPORATE FLEET MANAGEMENT (BSA) 1 369,876 369,876 354,854 2 COURIER SERVICES (BSA) 2 216,584 216,584 371,539 DESIGN AND CONSTRUCTION PROJECT 2 11 748,686 748,686 618,018 MANAGEMENT(BSA) EMPLOYEE AND ORGANIZATIONAL DEVELOPMENT 2 23 2,112,541 2,305,501 1,991,185 (BSA) 2 EMPLOYEE SERVICES CENTER (BSA) 6 386,523 386,523 405,669 FACILITY MANAGEMENT AND MAINTENANCE (BSA) 2 7 15,563,514 15,782,103 11,258,657 2 FACILITY SECURITY (BSA) 1 2,131,843 2,131,843 1,428,758 2 HEALTH TRANSITION (BSA) 0 0 678,899 2 HUMAN RESOURCE MANAGEMENT (BSA) 34 3,856,973 3,856,973 3,142,486 2 IT BUSINESS ANALYSIS (BSA) 20 896,488 896,488 534,945 2 IT CUSTOMER SUPPORT CENTER (BSA) 36 2,534,351 2,534,351 2,302,085 IT NETWORKS, SERVERS, AND TELECOMMUNICATIONS 2 43 8,222,241 8,222,241 6,923,627 (BSA) 2 IT PROJECT MANAGEMENT (BSA) 12 1,419,189 1,419,189 1,340,570 2 IT SECURITY SERVICES (BSA) 5 749,591 749,591 769,107 2 PUBLIC INFORMATION (BSA) 10 1,140,039 1,140,039 1,035,072 2 REAL ESTATE MANAGEMENT (BSA) 3 610,223 646,863 473,440 2 SENIOR ADMINISTRATION (BSA) 1 201,496 201,496 194,259 2 SPIRIT SQUARE/FACILITY MAINTENANCE (BSA) 750,000 750,000 750,000 2 VIDEO SERVICES (BSA) 2 177,990 177,990 176,048 2 WEB SERVICES (BSA) 5 610,791 610,791 430,719 Grand Totals 285 50,066,407 50,514,596 42,351,237 Revenue Totals 448,189 284,160

60 Geospatial Information Systems Budget and Staff Resources FY 2014 FY 2013 FY 2012 Budget Overview Adopted Amended Adopted Personnel Services & Employee Benefits $3,230,826 $2,548,830 $2,400,062 Contractual Services $364,358 $264,647 $253,473 Commodities $75,606 $58,950 $66,424 Other Charges $0 $0 $0 Interdepartmental $797,007 $773,593 $756,439 Capital Outlay $0 $0 $0 Total Expense $4,467,797 $3,646,020 $3,476,398 Total Revenue $1,576,200 $807,603 $866,744 Net County Dollars $2,891,597 $2,838,417 $2,609,654

Position Summary FY 2014 Adopted FY 2013 Adopted FY 2012 Adopted FT PT FT PT FT PT 41 0 33 1 33 1

Service Level View FY2014 FY2014 Total Adopted Priority Service Name FT PT County Funding Total Budget PY Budget 2 GIS APPLICATIONS (GIS) 8 1,056,166 1,056,166 1,341,909 2 LAND RECORDS (GIS) 17 1,146,767 1,146,767 1,022,823 2 MAPPING AND PROJECT SERVICES (GIS) 7 688,664 1,513,699 1,199,443 2 STORM WATER DATABASE MAINTENANCE (GIS) 9 0 751,165 0 Grand Totals 41 0 2,891,597 4,467,797 3,564,175 Revenue Totals 1,576,200 801,975

61 62 Agency Name: Human Resources Agency Director: Chris Peek, Deputy County Manager

Agency Description

Agency structure and activities: In March 2012, Human Resources transitioned from having generalist positions located within departments to having a centralized, service delivery approach we refer to as Centers of Excellence. Today, Human Resources has six Centers of Excellence: Recruitment, Employee Relations, Classification and Compensation, Benefits, the Employee Services Center and Human Resources Management Systems. Each Center of Excellence is comprised of subject matter experts focused on the details of what their Center of Excellence provides. This structural design provides employees with the ability to discuss their issues with subject matter experts at the time of their call to HR.

 HR earned a 94% overall customer satisfaction rating in Agency Accomplishments FY13. (related to performance goals)  In FY13, HR managed the hiring process for approximately 850 County and Library employees, including recruitment for MeckLINK.  HR successfully on boarded approximately 500 new Health Department employees who began employment FY14.  Recruitment staff successfully conducted searches for the positions of DSS Director, YFS Director, Health Director and Procurement Director.

Agency Issue #1

Title Priority Compliance Issue - Random Background Checks

Issue At present, background checks are only conducted at the time of hire. The cost of a thorough background check averages about (include relevance, schedule and $35. To conduct an annual check for all Mecklenburg County estimated cost) employees, the cost would be an estimated at $175,000 per year.

Desired Action by BOCC Consider a funding allocation that will allow the county to conduct random background checks on current employees.

AGENCY BRIEFING

Agency Issue #2

Title Sheriff Office Background Check Policy

Issue The background checks provided by our outside vendor are more (include relevance, schedule and thorough which makes this a redundant and unnecessary step. estimated cost) This recommendation has the support of the Sheriff.

Desired Action by BOCC Eliminate policy requiring the county to use the Sheriff’s Office to conduct background checks in addition to our outside vendor.

AGENCY BRIEFING

64 Human Resources Department

Human Resources Chris Peek, 704.555.1111 62 Staff

Organizational Employee Relations & Total Compensation, HRMS & Improvement & Business Recruitment the Employee Services Center Process Management Joel Riddle, 704.336.3847 Wanda Caldwell, 704.336.3198 Charles Rutherford, 12 Staff 20 Staff 704.336.5756 25 Staff

Website: http://meckweb/departments/BSSA/HR/Pages/Default.aspx Main Location: Judge Clifton E. Johnson Building 700 East 4th Street. Charlotte NC 28202 Resources: FTE: 60 Temporary Employees: 2 # Vacant Positions: 2 full time vacancies # Contractors: N/A Budget: $6.6 M External Boards/Commissions: Human Resources Advisory Council Community Partners: N/A Key Functions/ The Human Resources Department is responsible for providing the following key Provided Services: services: - Employee Relations: Provides support to managers and employees in resolving complaints, grievances and mediations and provides guidance to managers throughout the disciplinary/termination process. - Recruitment: Manages the recruitment process for all job postings throughout the County (except the Sheriff’s Office). Provides interview training/guidance and initial screenings of applicants as needed. - Compensation & Classification: Manages the County’s job classification system and is responsible for ensuring FLSA compliance. Provides salary recommendations as needed and is responsible for position management. - Benefits & Leave Administration: Responsible for administering the County’s self- funded medical and dental plans, and works with vendors in the administration of supplemental plans. Provides leave administration for all County employees (except the Sheriff’s Office) and ensures FMLA compliance. - Employee Services Center: Serves as a single point of contact for all HR related questions for all County staff. Staff are responsible for responding to requests received via email, phone or walk-in and also provide data entry for the majority of HR transactions. - HR Support Services: This includes: Human Resources Management System (HRMS) management (PeopleSoft); HR data analysis and support to County departments for HR data need; maintenance of the County’s policy manual; personnel file management; and compliance related activities. 65 - Business Process Management: Identifies opportunities for process improvement projects utilizing Six Sigma principles across the County in partnership with departments. Manages initiatives from conception to completion with assistance of departmental staff. - Organizational Improvement: Provides corporate training to all County employees including but not limited to 7 Habits of Highly Effective People. Manager/Supervisor Training and Diversity Training. Additionally provides organizational improvement to departments as needed which may include facilitating group discussions and identifying solutions that can be implemented to address identified concerns or issues. Key Issues/Major 2. MeckLink transition Projects: 3. Patient Protection and Affordable Care Act implementation 4. PeopleSoft system maintenance/upgrades

66 Summary of County Revenues

Percent of Adopted FY 2014 Adopted Source Description Budget Budget The County’s largest source of operating revenue is the ad valorem property tax. Real property, automobiles, boats, trailers and income-producing personal property are subject to property tax unless specifically Property Tax 83.77% $909.0 million exempted by North Carolina statutes. The assessed value, which should be market value, of property is subject to the property tax rate levied by the Board of Commissioners per $100 in value. Consists of property taxes that were levied in Property Tax (prior) prior years that are collected in the current 1.37% 14.8 million fiscal year. Sales Tax revenue dedicated to funding County Sales Tax (unclassified) 12.21% 132.5 million services. Other revenue includes revenue available for county services such as, register of deeds Other Revenue recording fees, deed stamp fees, facility fees, 2.41% 26.1 million revenue from the sale of marriage licenses, and local ABC profits.

Investment Interest Interest earned on County owned investments. 0.25% 2.8 million

Adopted 2014 Revenue By Source

Investment Interest Property Tax 2,750,000 909,036,472 0.25% 83.77%

Other Revenue 26,130,907 2.41%

Sales Tax (unclassified) 132,450,000 12.21%

Property Tax (prior) 14,826,000 1.37%

67 Assessed Valuation and Property Tax Assessed Property Value Used to Budget Property Tax Revenue

Assessed Valuation FY2014 Budget FY2012 FY2013 FY2014 (In Millions) Budget Budget Budget Real Property* 93,207.60 97,119.00 94,470.00 Personal Property 8,026.70 8,426.50 8,711.00 Vehicles 5,807.70 7,333.40 7,869.00 State Certifications 3,535.00 3,321.10 3,250.00 Total 110,577.00 116,200.00 114,300.00 Percent Change 10.24% 5.08% -1.64%

Net Yield of One Cent 10,781,258 11,620,000 11,430,000 Tax Rate 81.66¢ 79.22¢ 81.57¢ Collection Rate 97.50% 97.50% 97.50% *less elderly exemption

FY2013 & FY2014 Budgeted Property Tax Revenue FY2013 FY2014 Dollar Percent Budget Budget Change Change Net Property Taxes - Current $897,522,990 $909,036,473 $11,513,482 1.3% Net Property Taxes - Prior 14,827,500 14,826,000 ($1,500) 0.0% Total Property Tax Revenue $912,350,490 $923,862,473 $11,511,982 1.3%

Total Valuation Budget FY2007 -FY2014

Assessed Valuation (Budgeted) Revaluation Year Budgeted) 140 FY08 FY09 FY10 FY11 FY12 $116 Billions 120 93,000,000,000 97,400,000,000 100,200,000,000 100,310,000,000 $114############ $111

$100 $100 $97 100 $93 $89

- FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14

68 Adopted Tax Rates

Five Year Historical Comparison of Tax Rates

FY09-10 FY10-11 FY11-12 FY12-13 FY13-14 County Tax Rate Tax Rate Tax Rate Tax Rate Tax Rate (Change) (Change) (Change) (Change) (Change)1 Cabarrus 63.00 63.00 63.00 70.00 70.00 0.00 0.00 0.00 7.00 0.00 Cumberland 76.60 74.00 74.00 74.00 77.00 (9.40) (2.60) 0.00 0.00 3.00 Durham 70.81 74.59 74.59 74.44 77.44 0.00 3.78 0.00 (0.15) 3.00 Forsyth 67.40 67.40 67.40 67.40 71.68 (2.20) 0.00 0.00 0.00 4.28 Gaston 83.50 83.50 83.50 83.50 87.00 0.00 0.00 0.00 0.00 3.50 Guilford 73.74 73.74 78.24 78.04 77.00 0.00 0.00 4.50 (0.20) (1.04) Iredell 44.50 44.50 48.50 48.50 48.50 0.00 0.00 4.00 0.00 0.00 Mecklenburg 83.87 83.87 81.66 79.22 81.57 0.00 0.00 (2.21) (2.44) 2.35 Orange 85.80 85.80 85.80 85.80 85.80 (14.00) 0.00 0.00 0.00 0.00 Union 66.50 66.50 66.50 66.00 66.00 0.00 0.00 0.00 (0.50) 0.00 Wake 53.40 53.40 53.40 53.40 53.40 (14.40) 0.00 0.00 0.00 0.00

Note: Source: NCACC FY14 Tax Rate Survey 1”Change” is the value that reflects the increase or decrease in the tax rate from the previous fiscal year. Tax rate and change are in cents.

20 Year Tax Rate Summary

1.00

0.90 0.8397 0.8368 0.8387 0.8387 0.8050 0.8166 0.8157 0.80 0.7300 0.7300 0.7364 0.8397 0.8189 0.8387 0.8387 0.8050 0.7922 0.70 0.7567 0.7300 0.7300 0.6850 0.60

0.50

0.40

0.30

0.20

0.10

0.00

Year and Majority Party

YEAR TAX BOARD MAKE-UP PARTY MAJORITY RATE FY95 D 0.8050 R - 3 D - 4 U - 0 Democrat FY96 R 0.8050 R - 5 D - 4 U - 0 Republican FY97 R 0.7300 R - 5 D - 4 U - 0 Republican FY98 D 0.7300 R - 4 D - 5 U - 0 Democrat FY99*D 0.6850 R - 4 D - 5 U - 0 Democrat FY00 D 0.7300 R - 2 D - 7 U - 0 Democrat FY01 D 0.7300 R - 2 D - 7 U - 0 Democrat FY02 D 0.8397 R - 4 D - 5 U - 0 Democrat FY03 D 0.8397 R - 4 D - 5 U - 0 Democrat FY04*R 0.7364 R - 5 D - 4 U - 0 Republican FY05 R 0.7567 R - 5 D - 4 U - 0 Republican FY06 D 0.8368 R - 3 D - 6 U - 0 Democrat FY07 D 0.8189 R - 3 D - 6 U - 0 Democrat FY08 D 0.8387 R - 4 D - 5 U - 0 Democrat FY09 D 0.8387 R - 4 D - 5 U - 0 Democrat FY10 D 0.8387 R - 3 D - 6 U - 0 Democrat FY11 D 0.8387 R - 3 D - 6 U - 0 Democrat FY12*D 0.8166 R - 4 D - 5 U - 0 Democrat FY13 N 0.7922 R - 4 D - 4 U - 1 No Majority FY14 D 0.8157 R - 3 D - 6 U - 0 Democrat * Denotes Revaluation U Denotes Unaffiliated

70 Agency Name: Park and Recreation Agency Director: James Garges

Agency Description

Agency structure and activities: Maintains and operates over 200 parks, 25 recreation centers, 24 nature preserves, 3 nature centers, 37 miles of paved greenway trails, 35 miles of natural surface trails, 209 athletic fields, 158 picnic areas, 144 tennis courts, 115 playgrounds, 99 basketball courts, 10 historic sites, 6 dog parks, 6 spray grounds and 5 pools including Rays Splash Planet and the Aquatic Center, 5 golf courses, 12 boat ramps, 12 disc golf courses, 8 community gardens, a 56-site campground, and numerous unique facilities such as Grady Cole & Memorial Stadium, the Waymer Aeromodeler Field, a BMX track, and skate park. Yearly visitation exceeds 8.4 million (and that excludes all greenway usage and all 93 Neighborhood Parks visitation). The department provides over 5,000 recreational, educational, athletic, health, nature, and special event programs to over 1 million participants yearly. The department is broken down into 5 divisions: Community & Recreation Center Services, Park Operations, Nature Preserves & Natural Resources, Enterprise Services, & Planning. Although the significant department budget cut and RIF of 2010 (45% budget cut, 185 of 400 full time positions lost) still provides Agency Accomplishments numerous challenges, the department is proud to have still (related to performance goals) received consistent exceptional customer satisfaction results. Over the past 3 years, Customer Satisfaction has remained constant between 94-97%. Truly exceptional. A testament to staff.

Public support remains extremely strong for P&R services. As evidenced by the 2013 random household survey (95% confidence level), there is extremely broad support for Park & Recreation services by Mecklenburg County residents, and it spans all income levels, geographical areas, ethnicity, age and gender. The survey found: 91% strongly agree or agree P&R provides healthy recreational opportunities, improves physical health and fitness (90%), improves their quality of life (89%), preserves open space the environment (87%), contributes to a sense of community (84%), increases property values (76%), attracts new residents and businesses (76%), and improves air and water quality (71%). Furthermore, 88% of park visitors rank the parks as “excellent” or “good”, 74% of residents utilize P&R facilities, and even 61% of households would pay more in taxes for P&R improvements and increased P&R services.

Notable recent accomplishments also include the opening of Romare Bearden Park (Charlotte’s first urban park) and the opening of Phase I of the Mecklenburg County Sportsplex in Matthews (phase II under construction).

AGENCY BRIEFING

71 Agency Description

Recent Awards: 2012 Gold Medal Winner by National Recreation & Parks Association (top award for P&R agencies) and Accredited in 2009. Currently in the process of re-accreditation. The following is a brief sampling of recent department awards. NACo - Over 44 NACo Achievement Awards in the past 7 years! NACPRO Innovation Program Award (2013 & 2007) NCRPA Distinguished Therapeutic Recreation Award(2010) NRPA Barb King Environmental Stewardship Award (2009) NC Wildlife Society’s Wildlife Conservation Award (2008) Carolina Public Sector STAR Award(2008), from NC Dept. of Labor OSHA Division- outstanding safety training.

Agency Issue #1

Title Expansion of Senior Services The fastest growing segment of our population is seniors. We have made substantial investments in senior services; however, Issue more is needed and in a more coordinated fashion between (include relevance, schedule and County departments and other County non-profit senior service estimated cost) providers.

Desired Action by BOCC Fund Park and Recreation’s request for expansion of senior services within the County.

Agency Issue #2

Title Land Acquisition It is well documented the County will be “built out” by 2030- 2035, leaving little opportunity to acquire new parklands of Issue significant size in as few as 15-20 years. Yet population will (include relevance, schedule and continue to increase as will demand for open space and estimated cost) recreational amenities. Mecklenburg County still has the opportunity to acquire 20-150 acre tracts of land for future parks. Fund Park and Recreation’s request to purchase land at the Desired Action by BOCC highest level possible and allocate adequate resources/staff to efficiently acquire the land.

AGENCY BRIEFING

72 Agency Issue #3

Title Restoration of Funds for General Park Maintenance & Repair General park maintenance took a large hit due to the recession and resulting RIF. However, we now maintain more parks and Issue facilities with 40% less staff. While new facilities have been (include relevance, schedule and allocated maintenance funding, no substantial ongoing increases estimated cost) have been given to restore maintenance levels for existing pre- RIF facilities. Funding for park repair projects remains a pressing issue. Prior to the recession, in FY08-FY10 the P&R department received $1.2M/year in PAYGO funds to repair and replace park facilities. Of that the department spent 42-62% of those funds per year on outdoor facilities. ALL of those repair funds were allocated to Asset and Facility Maintenance. As a result large facilities such as community centers and indoor shelters use most of these funds and little funding has been restored to park’s budget for outdoor facilities. Fund Park and Recreation’s request to restore dollars for general Desired Action by BOCC park maintenance and repairs.

Agency Issue #4

Title Master Plan Update The department will be completing its update of the 2008 Comprehensive Park and Recreation Master Plan. Issue Recommendations in the plan are based on citizen’s needs and (include relevance, schedule and best practices. The plan is a roadmap for capital planning, estimated cost) operations and programming. The Towns, City of Charlotte and the BOCC will be asked to adopt the plan later in the year.

Desired Action by BOCC Approve the proposed updated Parks master plan.

AGENCY BRIEFING

Agency Issue #5

Title Marketing and Communication There is a tremendous need for a professional marketing & communication team within P&R. The benefits and contributions Issue we make to the quality of life in Mecklenburg County are not (include relevance, schedule and understood by the citizens, business community or the BOCC. estimated cost) Both the investment in tax dollars and the return on that investment need to be clearly communicated. Additionally, the department is unlike any other County department in terms of the need to market revenue producing facilities, programs, and events. Parks is the only department of our size and scope of services throughout the nation with no true marketing and communication team. Fund Park and Recreation’s request for an internal professional Desired Action by BOCC marketing and communication team within the department.

AGENCY BRIEFING

74 Park & Recreation

James Garges, 704.336.5470 276 Staff

Park Nature Preserves Community & Administration Operations & Natural Recreation Enterprise Capital & Fiscal Jeff Robinson, Resources Center Services Services & Planning Operations 704.336.7760 Adult Athletics Services Chris Matthews, Lola Massad, Michael 127 Staff 704.432.4531 704.336.8460 James Alsop, Lee Jones, Kirschman, 704.336.8454 704.336.8466 704.336.8798 34 Staff 79 Staff 20 Staff 4 Staff 12 Staff (+ Volunteers)

Website: www.parkandrec.com Main Location: Administrative Office Building (AOB), 5841 Brookshire Blvd. Resources: FTE: 276 Temporary Employees: 498 # Vacant Positions:9 # Contractors: 35-60 regular/recurring contractors depending on season (partners operating facilities, mowing contractors, recreational instructors, etc.). Another 200+ one-time contracts yearly (special events, programs, etc.). Budget: $29.5M External Boards/Commissions: Park and Recreation Commission (PRC) which provides recommendations and input to BOCC, and nine public sub-advisory councils that provide input to the PRC. Community Partners: Arts & Science Council, Central Piedmont Community College (CPCC), Charlotte Center City Partners, Charlotte Mecklenburg Schools (CMS), Charlotte Mecklenburg Police Department (CMPD), American Youth Soccer Assoc., American Youth Soccer Org., ASA Charlotte, ASA Softball, Asian Chamber of Commerce, Autism Society, BMX Racing, Boy Scouts of America, Carolina Panthers, Carolina Thread Trail, Carolina Youth Rugby, Carolinas Asian Chamber of Commerce, Carolina’s Healthcare System, Carolinas Rehabilitation, Carolina Raptor Center, Catawba Lands Conservancy, Catawba Riverkeeper, Centralina Council of Government, Charlotte Area Lacrosse Club, Charlotte Area Transit System, Charlotte Area Bicycle Alliance, Charlotte Badminton/Table Tennis Club, Charlotte Bobcats, Charlotte Boxing Academy, Charlotte Bridge Association, Charlotte Dept. of Transportation, Charlotte Disc Golf Club, Charlotte Flights, Charlotte Housing Authority, Charlotte Mecklenburg Planning Commission, CMU, Charlotte Optimist Club, Charlotte Senior Sports, Charlotte Soccer Academy, Charlotte Sports Cycling, Charlotte United Futbol Club, Charlotte Women Soccer League, Charlotte Youth Lacrosse, Dilworth Little League, Do the Right Thing, Drug & Alcohol Prevention Services, East Meck Lacrosse Club, Friends of Fourth Ward Neighborhood, Girl Scouts of America, Historic Latta Plantation, Hands on Charlotte, Hotel Tourism Alliance, Johnson C. Smith University, Lake Norman Marine Commission, Lake Norman Tennis Association, Lakewood Community, 75 Latin Soccer League, Mallard Optimist Club, Master Gardeners, Matthews Athletic & Rec Association, Matthews Soccer Club, Mecklenburg Audubon Society, Midwood Tennis Academy, Myers Park Trinity Little League, National Recreation & Park Association, National Softball Association, Nations Baseball, NC DOT, NC Recreation & Park Association, NC Wildlife Federation, Old Providence Recreation Association, Plaza Youth Athletic Association, PAL, Queen City Dolphins, Queens University, Ramblewood Soccer Inc., Right Moves for Youth, Rural Hill, Salvation Army, Senior Games, Sierra Club, South Park Youth Association, Special Olympics, Steele Creek Athletic Association, Swim Mac, Tarheel Trailblazers, Tennis Academy of NC, First Tee of Charlotte, Trust for Public Land, University City Partners, US Tennis Association/Charlotte, Visit Charlotte, YMCA, all six towns and the City of Charlotte. (list not comprehensive of all department partners)

Key Functions/ Provided Operation, management and educational and recreational programming of 220+ Services: parks and 22 nature preserves encompassing 19,000+ acres, including 18 recreation centers, 3 nature centers, swimming pools, boat launch areas, 40 miles of greenway trails, 35 miles of nature trails, 12 disc golf courses, 200+ athletic fields, 115 playgrounds, 158 picnic areas, 144 tennis courts, historic sites, community gardens, off-leash dog park areas, golf courses, a campground, equestrian center, Grady Cole center and Memorial Stadium, a BMX track and various other recreational amenities. The department is a key element of the county’s vision to “be a community of pride and choice for people to LIVE, WORK and RECREATE”. The park system experiences over 205,000,000 person visits per year.In addition to providing recreation opportunities to our residents and improving quality of life, the department generates $5M in direct revenue, is directly responsible for over $53M in tourism spending, increases adjacent property values to parks by over $300M resulting in nearly $4M in increased property taxes per year, reduces the health care costs of our citizens by $81M/year, provides significant environmental benefits such as storm water control and air pollution mitigation with an estimated value of $22M/year, and greatly contributes to the social cohesion and social capital of the community. Key Issues/Major 1. Effects from significant budget reductions during the recession catching Projects: up with us. Deferred maintenance growing. Staff stretched thin. In many areas inability to effectively provide services when a position is vacant or when a staff person is out for any period of time. 2. Demand for services and visitation and program participation continues to increase, further stressing limited resources of the department. 3. Currently in the midst of a 5 year update to the department Master Plan. 4. FY14 budget included 31 capital projects totaling $65M. Projects range from Neighborhood Parks and picnic shelters, to greenways, nature preserves, a major athletic park, and a historic site. 5. Hosting the National Recreation & Park Association national conference in Charlotte, Oct. 2014. The conference will attract over 7,000 P&R professionals from across the country.

76 Park & Recreation Budget and Staff Resources FY 2014 FY 2013 FY 2012 Budget Overview Adopted Amended Adopted Personnel Services & Employee Benefits $21,029,910 $20,766,171 $18,930,716 Contractual Services $4,574,337 $7,854,450 $7,598,657 Commodities $2,385,535 $2,271,991 $2,049,702 Other Charges $921,166 $816,199 $735,824 Interdepartmental $509,887 $512,075 $468,481 Capital Outlay $56,500 $170,450 $0 Total Expense $29,477,335 $32,391,336 $29,783,380 Total Revenue $4,308,550 $4,209,904 $4,127,691 Net County Dollars $25,168,785 $28,181,432 $25,655,689

Position Summary FY 2014 Adopted FY 2013 Adopted FY 2012 Adopted FT PT FT PT FT PT 270 0 267 0 256 2

Service Level View FY2014 FY2014 Total Adopted Priority Service Name FT PT County Funding Total Budget PY Budget 2 ADMINISTRATIVE SUPPORT (PRK) 2 345,422 345,422 387,624 5 ATHLETIC SERVICES (PRK) 6 57,395 971,605 954,348 6 COOPERATIVE EXTENSION SERVICES (PRK) 188,943 202,443 202,443 2 FISCAL ADMINISTRATION (PRK) 6 553,835 553,835 535,284 5 INDOOR POOLS (PRK) 14 808,095 2,261,394 2,238,187 2 IT RESOURCE MANAGEMENT (PRK) 2 456,905 456,905 454,866 5 NATURE PRESERVES & NATURAL RESOURCES (PRK) 36 2,705,967 2,898,467 2,860,898 5 OUTDOOR POOLS (PRK) 215,550 215,550 215,550 4 PARK FACILITY PLANNING SERVICE (PRK) 4 439,013 439,013 295,977 4 PARK OPERATIONS (PRK) 95 8,173,671 8,779,671 11,805,469 4 PARK REPAIR AND MAINTENANCE (PRK) 28 3,933,247 3,933,247 4,091,905 4 RECREATION PROGRAMMING (PRK) 64 5,605,630 6,415,180 6,283,739 2 SENIOR ADMINISTRATION (PRK) 2 429,309 429,309 394,471 4 SPECIAL FACILITIES (PRK) 99,081 189,782 189,782 4 THERAPEUTIC RECREATION (PRK) 8 727,526 841,526 845,320 7 VOLUNTEER COORDINATION (PRK) 3 543,986 543,986 189,616 Grand Totals 270 25,168,785 29,477,335 31,945,479 Revenue Totals 4,308,550 4,127,691

77 78 Agency Name: Public Library Agency Director: Lee Keesler

Agency Description Charlotte Mecklenburg Library is a separate legal corporate Agency structure and activities: entity, with its own governing Board of Trustees. The Library provides basic library services and related programming through four delivery channels --- a network of 20 library branches; telephone; outreach; and digital. Programming is focused on early childhood literacy, educational success, and workforce development, to align with County priorities. YTD FY 2014 vs. Prior Year:  Total circulation growth of 7% Agency Accomplishments  Digital circulation growth of 68% (related to performance goals)  Active cardholders growth of 2%  Door count growth of 2%  Programming attendance growth, ages 0-5, of 23%  Programming attendance growth, workforce development, of 49%  Gifts and grants growth of 25%

Agency Issue #1

Access Title Since the adoption of the Future of the Library Task Force report, the Library has focused on restoring hours of service to its Issue existing branch network (vs. expanding the number of branches) (include relevance, schedule and in order to leverage the physical platform currently in place. The estimated cost) next logical steps in restoring access include:

 Adding a 6th day of service to town/neighborhood branches  Adding a 7th day of service (Monday) to Main Library and ImaginOn  Adding Sunday service during the summer at regional branches, Main Library and ImaginOn to achieve year- round Sunday access

At the point that these restorations are achieved, the Library will be able to shift its attention to intermediate and longer-term capital projects that enhance and expand the physical network. Projects identified in the Library’s draft updated facilities master plan include:

 Renovations/expansions  Relocations  New branches in unserved markets

AGENCY BRIEFING 79 In addition, the ongoing North Tryon Master Plan initiative will likely provide an opportunity to transform Main Library.

Access is also affected by the size of the Library’s collection of books and other materials. Per capita spending on the collection continues to decline. Annual investment in the collection is roughly $1MM short of what successful peer libraries are spending on a per capita basis. A continuation of this trend will impact demand for service and confidence in the Library’s resources.

No action required at this time, pending further discussions Desired Action by BOCC between the Library and County OMB staff.

Agency Issue #2

Infrastructure Title The Library depends upon outsourced County BSSA functional services for technology and facilities to support access. Issue (include relevance, schedule and Technology: Near, intermediate and longer-term needs estimated cost) impacting service execution include:

 Investing regularly in hardware and software, increased bandwidth, and telecommunications equipment to maintain a “reasonable standard” supporting library users’ activities  Replacing key Library operating systems at the end of their useful life that support inventory management and customer transaction handling  Replacing aging financial and document imaging/records retention systems to ensure efficiency and compliance  Adding a Customer Relationship Management system to assist staff in improving service to patrons  Expanding IT support services as hours of service grow and/or change

Facilities: In contrast with the last 2-3 years, the Library is likely to encounter numerous real estate issues and opportunities in the near, intermediate and longer-term. Ongoing support and advice from County Asset & Facility Management will be needed by the Library.

No action required at this time, pending further discussions Desired Action by BOCC between the Library and County OMB staff.

AGENCY BRIEFING 80 Agency Issue #3

Innovation Title The Library is currently concluding the design phase of its new digital strategy, which will expand access to services, programs Issue and information. In the intermediate and longer-term the Library (include relevance, schedule and will be able to deliver a digital platform that includes: estimated cost)  Expanded collection of e-materials  Next generation web and mobile platforms with enhanced interactive and streaming capabilities  Digitization capabilities

No action required at this time, pending further discussions Desired Action by BOCC between Library and County OMB staff

AGENCY BRIEFING 81 Charlotte Mecklenburg Public Library

Lee Keesler, CEO 704.416.0604 2 Staff

Charlotte Mecklenburg Marketing & Technology & Library Experiences Finance Library Foundation Communication Operations David Singleton, Angie Myers, Jenni Gaisbauer, Cordelia Anderson, Frank Blair, 704.416.0612 704.416.0622 Executive Director, 704.416.0712 704.416.0403 704.416.0801 342 Staff 5 Staff 4.5 Staff 15 Staff 4 Staff

Website: http://www.cmlibrary.org Main Location: Main Library 310 North Tryon Street Charlotte, NC 28202 Resources: FTE: 372.75 Temporary Employees: 78 (=39 FTEs) # Vacant Positions: < 10 # Contractors: >10 Budget: $31.6 M External Boards/Commissions: Charlotte Mecklenburg Library Board of Trustees Community Partners:  Arts & Science Council (ASC)  Central Piedmont Community College (CPCC)  Charlotte Mecklenburg Schools (CMS)  City of Charlotte  Foundation For The Carolinas  AARP  CareRing  Charlotte Bobcats  Charlotte Speech and Hearing  Child Care Resources  Children’s Theatre of Charlotte  College Foundation of NC  Communities in Schools  Community Link  Council for Children’s Rights  Discovery Place  Harvey B. Gantt Center  Grace Mar Services  Goodwill of the Southern Piedmont  Johnson C. Smith University  Kaplan  Latin American Coalition 82  Levine Museum of the New South  Meck Ed  Mecklenburg County  Mint Museum  North Carolina Blumenthal Performing Arts Center  Princeton Review  Queens University of Charlotte  Smart Start  Symphony Guild of Charlotte  University of North Carolina at Charlotte  Urban League

Key Functions/ Provided Charlotte Mecklenburg Library provides four basic library services and Services: programming focused on three strategic priorities through four delivery channels to the people of Charlotte Mecklenburg.

The four basic library services are :  Reader’s advisory  Lending books and materials  Assistance with computers  Assistance with information

Over 300 programs will be delivered 18,000+ times this fiscal year focused on:  Early childhood literacy (0-5)  Academic success (K-12)  Workforce development

Services and programs are delivered through four delivery channels:  Network of 20 libraries  Telephone  Outreach department  Digital Key Issues/Major 1. Implementation of recently completed strategic plan that will serve the Projects: institution for the next 3-4 years 2. Rollout of a new branding strategy 3. Design and implementation of our new digital strategy (strategy framework is complete; currently designing how to go to market) 4. Ongoing refinements and enhancements to our existing network of 20 libraries and supporting technology platform 5. Growth of our new Library Foundation and the creation of a sizable unrestricted endowment 6. Identification of a sustainable source of public investment that grows as the community grows 7. Positioning the Library to serve the next million citizens of Mecklenburg County

83 Library Budget and Staff Resources FY 2014 FY 2013 FY 2012 Budget Overview Adopted Amended Adopted Personnel Services & Employee Benefits $22,112,569 $22,067,407 $20,299,957 Contractual Services $3,238,121 $3,284,303 $3,284,303 Commodities $1,123,081 $651,862 $647,292 Other Charges $0 $0 $0 Interdepartmental $21,560 $23,696 $25,500 Capital Outlay $0 $0 $0 Total Expense $26,495,331 $26,027,268 $24,257,052 Total Revenue $0 $0 $0 Net County Dollars $26,495,331 $26,027,268 $24,257,052

Position Summary FY 2014 Adopted FY 2013 Adopted FY 2012 Adopted FT PT FT PT FT PT 327 9 322 9 294 7

Service Level View FY2014 FY2014 Total Adopted Priority Service Name FT PT County Funding Total Budget PY Budget 2 ADMINISTRATION & FISCAL MANAGEMENT (LIB) 14 1,522,523 1,522,523 1,307,876 7 FUND DEVELOPMENT (LIB) 2 131,659 131,659 131,054 2 HUMAN RESOURCES (LIB) 0 0 0 0 3 IMAGINON (LIB) 22 1 1,608,990 1,608,990 1,725,892 2 IT RESOURCE MANAGEMENT (LIB) 4 841,451 841,451 836,031 2 PUBLIC INFORMATION (LIB) 4 344,082 344,082 333,178 3 PUBLIC LIBRARY SERVICES (LIB) 281 15 22,046,626 22,046,626 21,355,362 Grand Totals 327 16 26,495,331 26,495,331 25,689,393 Revenue Totals

84 Agency Name: MEDIC - Mecklenburg EMS Agency Agency Director: Joe Penner

Agency Description Medic is a Joint Government Agency that is the product of an arrangement Agency structure and between Mecklenburg County and the Charlotte Hospital Authority. From a activities: governance perspective, Medic is directly accountable to an Agency Board of Commissioners comprised of three representatives from Carolinas Healthcare, three representatives from Novant Health and one representative from the Mecklenburg County Manager’s office. All Agency board members are approved by the Board of County Commissioners.

Medic is led by Executive Director Joe Penner, who joined Medic in this capacity in 1997. From a clinical perspective oversight is provided by Dr. Doug Swanson, Medical Director, whose services are contracted for through Carolinas Healthcare. There is also a seven member Medical Control Board, comprised of three members from both hospital systems and Dr. Swanson. Together this group is responsible for setting clinical protocol and ensuring the level of pre-hospital care provided is of the expected scope and quality.  Medic is the busiest EMS Agency in NC (call volume)

Agency Accomplishments  Agency response time performance has met or exceeded county contract specifications each month since implementation in 1997. (related to performance Response time average improved from > 16 minutes to respond to goals) the most serious patients in 1996 to < 8 minutes today  The county funded cost per transport has dropped from $429 per in FY 1997 to $126 per in the current FY 2014  Cardiac arrest survival rates has gone from untracked in 1996 to the best in the state of NC today; among the very best in the country  Time from call receipt to diagnosis and treatment for heart attack victims has gone from untracked in 1996 to < 80 minutes today; among the fastest in the entire country  On scene time for serious trauma patients has gone from untracked in 1996 to less than 10 minutes today  Patient satisfaction has gone from untracked in 1996 to 96% of all patients surveyed rate Medic’s service positively, and 70% of all patients surveyed today ranking Medic as being excellent!  Total time on task for a 911 call has gone from untracked in 1996 to < 68 minutes on average today  Medic is accredited by the Commission for Accreditation of Ambulance Services, and is also one of only 21 Agencies in the world to achieve accreditation in both emergency medical and fire dispatch by the International Academies of Emergency Dispatch (IAED)

AGENCY BRIEFING

85 Agency Issue #1

Title Revenue/Reimbursement

 A new variable was introduced this year, the full impact of Issue which is still unknown: Healthcare Reform. (include relevance, schedule and  There are numerous variables that impact revenue estimated cost) predictability for EMS Agencies: o Call volume fluctuation o Transport rate vs. patient refusal rate o Case mix (severity) o Payer mix (Insurance, Medicare, Medicaid or Self Pay) o Reimbursement rates by payer o Medicaid cost report o Debt setoff  A compounding of the above variables fiscal year to date results in user fee revenue to be $957k under budget.  Medic leadership has been managing this situation since July: o Schedules have been modified to reflect the lower demand for service (manage supply to demand) o Open positions have been frozen  The Agency Board of Commissioners and Finance Committee are aware and monitoring developments Continue to stay abreast of the situation; ask any questions you may Desired Action by BOCC have relative to the intricacies of predicting and managing the revenue cycle in EMS.

Agency Issue #2

Title Future Infrastructure

 Medic is over capacity at the Agency’s main operations center / headquarters Issue o Medic’s headquarters was designed and built in 1997, (include relevance, schedule and when Medic call volume was about 40% of current load. estimated cost) o The building is listed on the County’s list of FY 2017 capital improvement projects  Medic has declined to consolidate dispatch function with City of Charlotte Police and Fire o All EMS, First Response and Fire dispatch for the Mecklenburg County was consolidated in 1994, and operated by Medic since that time (excludes City of Charlotte). o The benefits and feasibility of further consolidation with Police and Fire remain unclear

AGENCY BRIEFING

86 o The dispatch function is not simply “plug and play”  Medic’s dispatchers are trained and certified in emergency medical dispatch – something that police and fire dispatchers are not qualified to perform  Medical dispatch is considered an advanced life support (ALS) function  Medical dispatchers operate under the direction and license of the Agency’s Medical Director

Desired Action by BOCC Receive as information, support necessary infrastructure to continue effective and efficient emergency medical care and response.

Agency Issue #3

The level of familiarity that the new Board of County Commissioners Title has with Medic.

 There is tremendous history with regard to how Medic was formed and the significant performance improvements that have Issue occurred since Agency oversight was restructured back in 1996. (include relevance, schedule and These improvements span not only clinical results, but also total estimated cost) value provided to the community.  Medic has returned $7.75 million to Mecklenburg County over the past 18 years  Medic has cumulatively reduced its subsidy from Mecklenburg County by more than $53.9 million over the past 18 years  The county funded cost per transport has been reduced from $429 per in FY 1997 to $126 per in the current FY 2014  The annual Medicaid cost report ranks Medic’s cost per transport in the lower half of all Agencies in NC  There are four newly elected Board of County Commission members in Mecklenburg County; Medic leadership believes it is vital to share the Agency’s history and performance measures with each of the commissioners to ensure the community’s best interests continue to be met. Schedule each County Commissioner to visit Medic for a tour and Desired Action by BOCC discussion regarding Agency responsibilities and performance.

AGENCY BRIEFING

87 Emergency Medical Services (EMS) Budget and Staff Resources FY 2014 FY 2013 FY 2012 Budget Overview Adopted Amended Adopted Personnel Services & Employee Benefits $0 $0 $0 Contractual Services $0 $0 $0 Commodities $0 $0 $0 Other Charges $12,430,000 $13,080,000 $15,080,000 Interdepartmental $0 $0 $0 Capital Outlay $0 $0 $0 Total Expense $12,430,000 $13,080,000 $15,080,000 Total Revenue $0 $0 $0 Net County Dollars $12,430,000 $13,080,000 $15,080,000

Position Summary FY 2014 Adopted FY 2013 Adopted FY 2012 Adopted FT PT FT PT FT PT 0 0 0 0 0 0

Service Level View FY2014 FY2014 Total Adopted Priority Service Name FT PT County Funding Total Budget PY Budget 1 EMERGENCY MEDICAL SERVICES (EMS) 12,430,000 12,430,000 13,080,000 Grand Totals 0 0 12,430,000 12,430,000 13,080,000 Revenue Totals

88 Agency Name: Medical Examiner Agency Director: Dr. Sullivan

Agency Description Medical Examiner services are an essential daily societal service, Agency structure and activities: particularly in more urban areas. There is an in-built budgetary tension in providing such service in Charlotte-Mecklenburg because of the political division in funding. Medical Examiner (ME) services in North Carolina are a State mandated function where funding for services is shared between county and State. 2013 Customer Satisfaction Surveys of CMPD Felony Investigation Bureau (Homicide) and Regional Agency Accomplishments Funeral Homes: 100% (related to performance goals) 2013 Employee Survey overall Satisfaction: 96%

Agency Issue

Potential changes to Reimbursement from the State Title The Mecklenburg County Medical Examiner’s Office has had a unique cost sharing arrangement with NC Department of Health Issue and Human Services (DHHS) and the Office of the Chief Medical (include relevance, schedule and Examiner. In 2002, the Office of the Chief Medical Examiner (then estimated cost) located in Chapel Hill) made a proposal, accepted by county management and the BOCC, to establish the Mecklenburg ME Office as a regional forensic autopsy center. Revenue received from the state for this work allowed for increased staffing and services which more closely resembled that seen in urban areas of similar size.

NC DHHS has indicated an intent to move to a new method of payment for services, and currently there is uncertainty as to what the State’s contribution to Mecklenburg County’s Medical Examiner function will be. As the indecision continues, all within the medical examiner system agree that services need to be funded at an appropriate level that will ensure quality results and compliance with general statutes.

N/A Desired Action by BOCC The Medical Examiner’s Office will keep the BOCC informed regarding changes that may impact revenue.

AGENCY BRIEFING

89 Office of the Medical Examiner

J. Michael Sullivan, M.D., Medical Examiner 980.314.1831 13 Staff

Website: Charmeck.org/mecklenburgcounty/medicalexaminer Main Location: 3440 Reno Ave Resources: FTE: 13 Temporary Employees: 7 # Vacant Positions:1 # Contractors: Budget: 1.6 M External Boards/Commissions:None Community Partners: Charlotte Mecklenburg Police Department (CMPD) and regional Law Enforcement agencies; CHS, Novant and regional medical facilities; regional funeral homes Key Functions/ Provide Medical Examiner services and autopsy (Forensic pathology) services to Provided Services: Mecklenburg County; provide autopsy service and other support services to regional State Medical Examiners Key Issues/Major 1. Relationship with N.C. DHHS and the Office of the Chief Medical Examiner Projects:

90 Medical Examiner Budget and Staff Resources FY 2014 FY 2013 FY 2012 Budget Overview Adopted Amended Adopted Personnel Services & Employee Benefits $1,439,635 $1,453,339 $1,360,760 Contractual Services $79,469 $105,430 $93,985 Commodities $52,067 $52,067 $44,621 Other Charges $0 $0 $0 Interdepartmental $1,133 $541 $1,162 Capital Outlay $0 $0 $0 Total Expense $1,572,304 $1,611,377 $1,500,528 Total Revenue $597,657 $597,657 $597,657 Net County Dollars $974,647 $1,013,720 $902,871

Position Summary FY 2014 Adopted FY 2013 Adopted FY 2012 Adopted FT PT FT PT FT PT 13 0 13 0 13 0

Service Level View FY2014 FY2014 Total Adopted Priority Service Name FT PT County Funding Total Budget PY Budget 6 MEDICAL EXAMINER (MED) 13 974,647 1,572,304 1,585,344 Grand Totals 13 974,647 1,572,304 1,585,344 Revenue Totals 597,657 597,657

91 92 Agency Name: Mecklenburg County Sheriff’s Office Agency Director: Chipp Bailey, Sheriff

Agency Description In Mecklenburg County, the Sheriff’s Office oversees the largest Agency structure and activities: local jail system between Atlanta and Northern Virginia, the central intake for all arrestees in the County, and security for over one million annual courthouse visitors and judicial officials. Deputies serve over 100,000 civil and criminal orders of the court each year and monitor 980+ registered sex offenders in the County. Sheriff’s personnel process and issue all pistol purchase permits and requests for all concealed carry permits. The Sheriff’s Business Unit processes all financial operations, including purchasing, payroll and inmate accounts. The Work Release and Restitution Center and Inmate Programs Division provide post-incarceration employment counseling, substance abuse counseling, counseling and training targeting elimination of domestic violence, educational and vocational training programs. The detention population continues to remain flat at an average daily population (ADP) of 1,967 for the first six months of FY Agency Accomplishments 2014 compared to 2,104 for the same period last fiscal year. Most (related to performance goals) inmates are awaiting court appearances. The average stay per inmate is nineteen days. In addition to local inmates, we are housing an average of 566 federal inmates compared to 540 federal inmates for FY 2013. The federal agencies reimburse the County $124.78 per day, which equates to over $25 million in revenue.

Inmate programs inside the facilities and our Work Release & Restitution Center continue to make a difference in the lives of the inmates that participate in these programs. From substance abuse programs to the high school program for the youthful offenders to the vocational programs for horticulture, culinary and carpentry, inmates are receiving opportunities to break their cycles of addiction and their cycles of arrest/incarceration through a transformative process that takes them from inmate to productive citizen. Consider in one year we had 73 GED graduates and 15 high school graduates. I believe these programs, most funded from non-taxpayer dollars, are helping to lower the inmate population.

The Arrest Processing Center (APC) returned to Jail Central in June of last year and we’ve experienced increased efficiencies in the processing times with the operational changes that have been implemented. I am confident that the modifications will result in timelier processing of arrestees.

All deputies and detention staff have either attained Crisis Intervention Training Certification or they are in the process of attaining this important certification.

AGENCY BRIEFING

Agency Issue #1

Registering of Sex Offenders Title As of December 31, 2013, there were 980 registered sex offenders in Mecklenburg County. My agency is vigilant in registering, Issue monitoring and verifying the sex offenders in the county. (include relevance, schedule and Unfortunately as the number of offenders grow the more difficult estimated cost) this process given the unfunded mandates and the additional regulations associated with the registration and enforcement processes. Given the transient nature of the population and the residency verification process, personnel in the registration bureau and field services division are stretched thin. Presents the potential for MCSO not to meet statutory mandates, Desired Action by BOCC which can result in an impact on public safety.

Agency Issue #2

Firearm Permits Title MCSO has experienced exponential growth in the requests for firearms purchase permits and concealed carry weapons (CCW) Issue permits. In FY 2013, we issued 41% more purchase permits than (include relevance, schedule and FY 2012. CCW permit applications for the first six months of this estimated cost) fiscal year saw an increase of 68% when compared to the same six months of FY 2013. Processing times have been impacted because of delays in receiving mental health records releases from Novant/Presbyterian and the Veterans Administration. We’ve recently seen some improvements but the demand on the system is significant. Two staff members are currently assigned fulltime to process the growing volume of CCW applications. This issue presents the potential for MCSO not to be able to meet Desired Action by BOCC the statutorily mandated processing times for permit issuance.

Agency Issue #3

Additional Space Needs Title

Expansion of space to meet the demands of the public continues to be a concern. Monies were approved in 2008 for renovations, Issue but were delayed. Hopefully, these renovations will begin this (include relevance, schedule and year. Additional space needs are being discussed as the County estimated cost) addresses overall needs through a new Master Plan.

Desired Action by BOCC Master Plan information to be provided.

AGENCY BRIEFING

94 Office of the Sheriff

Sheriff Daniel (Chipp) E. Bailey, Jr., 704.336.2543 1,280 Staff

Chief Deputy Felicia McAdoo, 704.336.8195 1,280 Staff

Detention Field Offfice of Rehabilitatio Communication Financial Legal Detention Detention Services Operations Professional n Services s, Human Mngt./ Services Services Services (Jail (Jail (Arrest and Court Compliance and Inmate Resources and Fiscal Library Information Marilyn Central) North) Processing Major Major Control and Porter, Services Services Registration Major Mike Major Center & Rodney Michael 336.3669 Julia Rush, Rachel Plummber, Walter Classification Collins, DeTommaso, Karen Simon, 336.3667 Vanhoy, 2 Staff 432.1412 Pummell, /Records) 432.2759 336.8347 336.8210 31 Staff 336.8512 474 Staff 353.0180 Major 221 Staff 8 Staff 27 Staff 62 Staff 216 Staff Loretta Pagan, 314.5110 193 Staff

Website: www.mecksheriff.com Main Location: 700 East Fourth Street, Suite 100, Charlotte, NC 28202 Resources: FTE: 1,280 Temporary Employees:16 # Vacant Positions:95 (78 Detention Officers) # Contractors: 153 (Food Service, Medical and Maintenance) Budget: $114,492,287 (County $88,005,166) External Boards/Commissions: Sheriff serves on NCLGR Board of Directors Community Partners: Communities In Schools, Charlotte-Mecklenburg Schools, Area Mental Health, and a multitude of church volunteers

Key Functions/ Provided The Mecklenburg County Sheriff’s Office is the largest sheriff’s office in North Services: and South Carolina. The Sheriff is responsible for overseeing a jail system that has the first facilities accredited by the American Correctional Association (ACA) in North and South Carolina with an average daily population (ADP) of 1,938 for fiscal year 2014. The Jail North facility houses youthful offenders (15-16 year olds) which attend the only high school operated within a jail in North Carolina. The facility also offers vocational programs for offenders to receive training in culinary, carpentry and horticulture. Total bed capacity, including the WRRC, is 2,715.

The Sheriff is also responsible for providing security for over one million visitors to the Mecklenburg County Courthouse annually, ensuring timely service of over 100,000 civil and criminal papers each year, receiving and processing over 40,000 arrestees annually, registering and monitoring 975 sex offenders and issuing gun purchase permits and concealed weapon permits.

95 Please find attached the Mecklenburg County Sheriff’s Office Fiscal Year 2012 Annual Report that highlights many of the services and programs performed by the agency. The FY 2013 Annual Report is currently being edited and will highlight many of the achievements from FY 2013 including the agency’s 250th celebration. Key Issues/Major Projects: 1. Continue to monitor inmate population trends in advance of possible need to reopen the Jail Annex facility (capacity 320-beds). Currently the additional capacity isn’t needed. There are 75 frozen positions associated with this facility that was closed in April 2011. 2. Increase in gun purchase permits and conceal carry permits as well as recent legislation (House Bill 937; 2013 Session) regarding revocation of purchase permits and reducing the processing time allowed for a purchase permit from 30-days to 14-days continues to strain current resources. 3. Last August implemented an on-line purchase permit application which allows customers to submit applications on-line and pay using credit/debit cards at no cost to the County. In the next month hope to implement the concealed carry module. 4. Senate Bill 321 (2013 Session) provides for Medicaid coverage for inpatient hospitalization for eligible prisoners effective July 1, 2014. Researching how to identify those that are eligible in order to reduce the financial impact to the County. Other provisions of the bill are also being reviewed, especially related to the requirement “to equitably distribute prisoners among all hospitals or other health care facilities located within the same county.” 5. Currently evaluating uniform options to determine staff preference before proceeding with an ITB (Invitation to Bid). 6. Replacement laptops have been approved and awaiting order and delivery for over 100 officers. Additionally identified funds from Special Revenue Funds to purchase in-car video cameras since the County did not approve the purchase.

96 Sheriff Budget and Staff Resources FY 2014 FY 2013 FY 2012 Budget Overview Adopted Amended Adopted Personnel Services & Employee Benefits $87,272,421 $86,308,491 $80,888,308 Contractual Services $22,776,658 $22,871,224 $19,043,783 Commodities $3,724,816 $4,233,098 $7,873,342 Other Charges $257,603 $258,277 $0 Interdepartmental $460,789 $453,335 $393,413 Capital Outlay $0 $24,138 $0 Total Expense $114,492,287 $114,148,563 $108,198,846 Total Revenue $26,487,121 $24,595,710 $24,527,538 Net County Dollars $88,005,166 $89,552,853 $83,671,308

Position Summary FY 2014 Adopted FY 2013 Adopted FY 2012 Adopted FT PT FT PT FT PT 1280 0 1355 0 1339 0

Service Level View FY2014 FY2014 Total Adopted Priority Service Name FT PT County Funding Total Budget PY Budget 2 ADMINISTRATIVE SUPPORT (SHF) 4 395,952 395,952 367,577 2 CHILD SUPPORT ENFORCEMENT (SHF) 2 0 0 0 4 COURT SECURITY (SHF) 102 6,954,061 6,954,061 6,763,580 3 DETENTION SERVICES (SHF) 900 53,146,646 76,268,829 75,233,192 3 DV ENFORCEMENT & EDUCATION (SHF) 9 714,395 714,395 720,473 2 FACILITY MANAGEMENT (SHF) 6,855,361 6,855,361 6,996,182 4 FIELD OPERATIONS (SHF) 107 6,682,445 9,762,383 9,635,698 2 FISCAL ADMINISTRATION (SHF) 15 1,153,767 1,153,767 1,102,768 2 HUMAN RESOURCES (SHF) 9 919,863 919,863 827,562 2 INFORMATION SERVICES DIVISION (SHF) 2 822,294 822,294 803,797 2 INMATE FINANCE & SUPPORT (SHF) 35 1,989,278 1,989,278 1,931,334 3 INMATE LIBRARY SERVICE (SHF) 4 266,629 266,629 280,133 2 IT RESOURCE MANAGEMENT (SHF) 11 992,274 992,274 792,214 2 LEGAL SERVICES (SHF) 2 287,755 287,755 152,683 4 REGISTRATION DIVISION (SHF) 12 580,785 680,785 668,725 3 REHABILITATION SERVICES (SHF) 23 2,116,307 2,116,307 2,001,585 2 RESEARCH & PLANNING (SHF) 2 146,777 146,777 133,661 2 SENIOR ADMINISTRATION (SHF) 3 597,873 647,873 479,930 2 TRAINING DIVISION - MANDATED (SHF) 11 616,919 616,919 593,914 2 TRAINING DIVISION - NONMANDATED (SHF) 613,383 613,383 604,057 3 WORK RELEASE & RESTITUTION CENTER (SHF) 27 2,152,402 2,287,402 2,125,822 Grand Totals 1280 88,005,166 114,492,287 112,214,887 Revenue Totals 26,487,121 24,595,527

97 98

FY2014 Community Service Grant Funding

For Fiscal Year 2014, the Board of County Commissioners (BOCC) endorsed a competitive grants process that aligns Mecklenburg County’s Community Service Grant Funding with the County’s Critical Success Factors. On February 5, 2013, the County issued a request for proposals (RFP) for non-profit services that contribute to the following target areas:  Improve the high school graduation rate  Train and place unemployed workers  Prevent health risks and diseases  Promote financial self-sufficiency

RFP Target Areas and Mecklenburg County’s Critical Success Factors

The four target areas of the RFP process reflect the specific factors endorsed by the BOCC in January 2011 as most critical to improving the quality of life for Mecklenburg County residents in the aftermath of the recession. These success factors were identified through a statistically representative survey of residents, a community forum, employee input and analysis of the County’s progress toward desired results. Consistent with the County’s Managing for Results philosophy, the FY2014 Community Service Grants process allows the County to make strategic investments in the areas of greatest community need.

Proposal Review Process

Upon receipt of each proposal, staff in the County Manager’s Office reviewed each submission to determine if all initial eligibility requirements had been met. To be eligible to apply for funding, a non-profit organization must: 1. Serve the residents of Mecklenburg County, 2. Have a 501(c)(3) non-profit classification with the IRS, 3. Submit independently audited financial statements from the last fiscal year available, 4. Agree not to discriminate against any employee, applicant or program participant because of race, religion, color, sex, age, handicap, physical or mental impairment, disabilities or natural origin, 5. Clearly contribute to one of the four target areas.

The County Manager’s Office then organized an advisory panel to review proposals. The advisory panel included County staff and community members with expertise in the target areas and knowledge of the County’s performance measurement standards. The advisory panel provided input for the County Manager to consider when making his funding recommendations to the BOCC.

The BOCC makes all final funding decisions for the Community Service Grant process.

FY2014 Community Service Grant Funding

FY14 Community Service Grant Advisory Panel

Improve the High School Graduation Rate

Bill Anderson, Executive Director, Mecklenburg Citizens for Public Education Karin Dancy, Director, Center for Grant Innovation, Charlotte-Mecklenburg Schools Holly Whisman, Enterprise Management Analyst, OMB-Mecklenburg County Manager’s Office Leslie Johnson, Associate General Manager, Mecklenburg County Manager’s Office Lee Kessler, Director, Charlotte-Mecklenburg Library Linda Vitlar, Charlotte-Mecklenburg Library Rodney Adams, Division Director, Department of Social Services Darrell Cunningham, Division Director, Department of Social Services Joan Kennedy, Division Director, Child Support Enforcement Robin Bryan, Charlotte-Mecklenburg Library Frank Blair, Charlotte-Mecklenburg Library Peter Safir, Community Support Services James Prosser, Division Director, Community Support Services

Promote Financial Self-Sufficiency

Holly Whisman, Enterprise Management Analyst, OMB-Mecklenburg County Manager’s Office Leslie Johnson, Associate General Manager, Mecklenburg County Manager’s Office Lee Kessler, Director, Charlotte-Mecklenburg Library Linda Vitlar, Charlotte-Mecklenburg Library Rodney Adams, Division Director, Department of Social Services Darrell Cunningham, Division Director, Department of Social Services Joan Kennedy, Division Director, Child Support Enforcement Robin Bryan, Charlotte-Mecklenburg Library Frank Blair, Charlotte-Mecklenburg Library Peter Safir, Community Support Services James Prosser, Division Director, Community Support Services

100

FY2014 Community Service Grant Funding

Train and Place Unemployed Workers

Renee Hode, Director, Institute for Entrepreneurship, Central Piedmont Community College Kathi Polis McLendon, Dean of Community Development, Central Piedmont Community College Holly Whisman, Enterprise Management Analyst, OMB-Mecklenburg County Manager’s Office Leslie Johnson, Associate General Manager, Mecklenburg County Manager’s Office Lee Kessler, Director, Charlotte-Mecklenburg Library Linda Vitlar, Charlotte-Mecklenburg Library Rodney Adams, Division Director, Department of Social Services Darrell Cunningham, Division Director, Department of Social Services Joan Kennedy, Division Director, Child Support Enforcement Robin Bryan, Charlotte-Mecklenburg Library Frank Blair, Charlotte-Mecklenburg Library Peter Safir, Community Support Services James Prosser, Division Director, Community Support Services

Prevent Health Risks and Diseases

101

FY2014 Community Service Grant Funding

FY2014 Community Service Grant Funding by Target Area

Community Service Grantee FY14 Adopted Budget

Improve the High School Graduation Rate 100 Black Men of Greater Charlotte, Inc. – Mentoring 15,500 Arts and Science Council - National Center for Arts and Technology 350,000 Big Brothers Big Sisters* 40,000 Communities in Schools of Charlotte-Mecklenburg, Inc. 1,063,000 First Baptist Church West* 75,000 Y-Readers 148,000 Target Area Sub-Total $1,691,500

Train and Place Unemployed Workers Center for Community Transitions - LifeWorks! 50,000 Charlotte-Mecklenburg Senior Centers, Inc. - Job Training 15,616 Community Culinary School of Charlotte* 40,000 Latin American Coalition 50,000 Urban League of Central Carolinas 50,000 Target Area Sub-Total $205,616

Prevent Health Risks and Diseases Bethesda Health Center* 165,000 C.W. Williams Community Health Center, Inc. 390,000 Care Ring- Nurse-Family Partnership 62,500 Care Ring - Physicians Reach Out 250,000 Charlotte Community Health Clinic 250,000 Charlotte-Mecklenburg Senior Centers, Inc. – Health 244,000 MedAssist of Mecklenburg 400,000 Levine Jewish Community Center* 50,000 Levine Senior Center 65,000 Shelter Health Services, Inc. 60,000 Target Area Sub-Total $1,936,500

Promote Financial Self-Sufficiency Charlotte-Mecklenburg Housing Partnership* 50,000 Junior Achievement* 20,000 Target Area Sub-Total $70,000

Community Service Grant Funding Total: $3,903,616 *Denotes new agency

102

FY2014 Community Service Grant Funding

FY2014 Community Service Grant Adopted Budget Comparison of Funding FY2013 – FY2014

FY13 FY14 Community Service Grantee Amended Adopted Budget Budget Priority Level One 100 Black Men of Greater Charlotte, Inc. - Mentoring $15,500 $15,500 Arts and Science Council - National Center for Arts and Technology 350,000 350,000 Big Brothers Big Sisters* - 40,000 Center for Community Transitions - LifeWorks! 50,000 50,000 Charlotte-Mecklenburg Senior Centers, Inc. - Job Training 16,000 15,616 Communities in Schools of Charlotte-Mecklenburg, Inc. 813,000 1,063,000 Community Culinary School of Charlotte* - 40,000 First Baptist Church West* - 75,000 Latin American Coalition 50,000 50,000 Urban League of Central Carolinas 50,000 50,000 YMCA Y Readers 148,000 148,000 Priority Level Two Charlotte-Mecklenburg Housing Partnership* - 50,000 Junior Achievement* - 20,000 Priority Level Three Bethesda Health Center* - 165,000 C.W. Williams Community Health Center, Inc. 390,000 390,000 Care Ring - Physicians Reach Out 150,000 250,000 Care Ring- Nurse-Family Partnership* - 62,500 Charlotte Community Health Clinic 200,000 250,000 Charlotte-Mecklenburg Senior Centers, Inc. - Health 244,000 244,000 Levine Jewish Community Center* - 50,000 Levine Senior Center 65,000 65,000 MedAssist of Mecklenburg 350,000 400,000 Shelter Health Services 60,000 60,000 Community Service Grants Totals: $3,131,116 $3,903,616 *Denotes new agency

103 104 Agency Name: Department of Social Services Agency Director: Peggy Eagan

Agency Description

Agency structure and activities: Economic Services – The Economic Services Division (ESD) of the Mecklenburg County Department of Social Services administers federal and state mandated programs for eligible families who request food, medical, and family assistance, as well as works with vulnerable customers to remove barriers to self-sufficiency.

Services for Adults – The Services For Adults (SFA) Division provides services, benefits and other assistance to seniors, adults with disabilities and their caregivers. The division’s goal is to provide protective and preventive services, as well as linkage to long-term supportive services to enable our customers to remain safe and independent in the most appropriate community setting, and to age in place successfully.

Youth and Family Services – The Youth and Family Services (YFS) Division provides services and information to protect children by strengthening the capacity for self-sufficiency of families whose children’s health, welfare and safety are at risk due to their circumstances or behavior which necessitates public intervention.

Community Resources - The Community Resources Division’s (CRD) purpose is to help people transition from various levels of dependency to more of an independent status and improved well-being. We actively collaborate with faith and community based organizations to support DSS customers as well as those who are not eligible for financial based DSS services.

DSS Administration - This division provides a vast array of essential support functions required for effective operations within the agency. The functions of quality improvement, department-wide trainings, data analysis, and policy review, ensure agency compliance with local, state, and federal mandates. Other vital roles within this division include facility contract management, mailroom operations, internal communication, special assistance to consumers with Limited English Proficiency and service recovery to those who may be experiencing difficulties or service delays. - Hired a new Youth and Family Services Director

Agency Accomplishments - Re-organized the Business Affairs division in order to (related to performance goals) reinforce and strengthen divisional needs to provide mandated services while maintaining a core central support service capability within DSS Administration.

105 Agency Description - The DSS Kinship Care Social Work Team received the 2013 County Team of the Year Award during Employee Fest.

- Start Today and Reach for Success (STARS), a DSS program, received the 2013 Best Practice Award for Empowering Clients to Self-Sufficiency. They were recognized by the North Carolina Social Services Association (NCSSA).

- DSS administered $86 million federal dollars and $20 million state dollars to serve the citizens of Mecklenburg County.

Agency Issue #1

Staff Reductions Title

The Department of Social Services has withstood significant reduction in Issue resources since fiscal year 2009, resulting in the loss of 116 staff positions, (include while at the same time experiencing unprecedented growth in demand for relevance, services. For example, from FY09 to FY13: schedule and % Change estimated cost) Measure FY09 FY10 FY11 FY12 FY13 from FY09 to (Total # from June - July) FY13 Food and Nutrition Cases 43,072 56,455 67,809 72,985 74,672 73.37% Medicaid and NCHC Cases 83,923 91,646 98,723 108,833 115,356 37.45% TANF/WorkFirst Cases 4,307 5,192 4,778 4,595 4,606 6.94% Reports of Child Abuse/Neglect 11,772 12,539 13,367 14,245 14,518 23.33% Children in Custody 1,443 1,253 1,104 1,008 982 -31.95% Reports of Elder Abuse/Neglect 904 914 1,094 1,112 1,109 22.68% Meals for Senior Nutrition 282,918 254,302 252,137 278,953 274,496 -2.98% Guardianship Cases 296 426 411 417 394 33.11% Adopted Positions (FT/PT) 1,223 1,222 1,193 1,138 1,107 -9.48%

Desired Action DSS will be requesting reinstatement of additional positions from the 116 lost by BOCC over the past five and a half years.

106

Agency Issue #2

NC FAST Title The initiation of the state’s NCFAST system heavily affected workload and work processes. Technological difficulties and Issue inefficiencies in this transition have created program backlogs (include relevance, schedule and and delayed service provision while demanding increased estimated cost) workloads, use of weekly overtime and the use of temporary staffing. While the current focus is on eligibility programs, services for seniors, child care and child welfare services are to be rolled out in the coming years in keeping with the state’s focus to move to more a coordinated delivery of services.

As Mecklenburg County prepares to implement the next phased launch of NC FAST for Medicaid customers as well as implementation of the Affordable Care Act, effective October 1, 2013, customers now have the option of applying for Financial Assistance with Obtaining Medical Coverage (including Medicaid) in five ways through DSS. Customers can apply in person, by phone, by mail, E-PASS, or the healthcare website. The impact of this change is unprecedented, as county DSS agencies are now required to provide an interview and application for any person who submits an application through any of the means above. In order for an individual to be considered for subsidy payment through the Federally Facilitated Marketplace, they must officially be determined ineligible for Medicaid. Based upon recent Census data, it is estimated that there are at least 440,000 persons between 100 – 400% of poverty in Mecklenburg County, who could apply for these benefits, not including the 159,200 person already receiving Medicaid.

BOCC will be asked to determine if DSS should focus solely on Desired Action by BOCC mandated services to allow all efforts to be aimed at service delivery, accountability, and continuous quality improvement while convening community partners to address larger human service issues or should DSS be funded and staffed appropriately to lead the way in meeting not only mandated service deliverables, but also human service delivery in a broader fashion in keeping with the BOCC’s plan for the citizens of Mecklenburg County.

107 Department of Social Services

Department of Social Services Peggy Eagan 704.432.2070 1,104 Staff

Economic Services Services for Adults Youth & Family Services Community Services Business Affairs Rodney Adams, Michael Taylor, Darrell Cunningham, 704.353.1594 704.336.3087 Paul Risk, Vacant 704.336.5929 704.336.3286 514 Staff 118 Staff 58 Staff 355 Staff 58 Staff

Website: https://meckweb.mecklenburgcountync.gov/departments/DSS/Pages/Default.aspx Main Location: 301 Billingsley Rd, Charlotte, NC 28211 (Wallace Kuralt Building) Resources: FTE: 1,104 Temporary Employees: 82 # Vacant Positions: 62 # Contractors: Child Care Resources (CCRI), Patterson Pope, Good Will, Urban League, Center for Community Transitions, and a number of foster care placements, adult day care facilities, and transportation vendors Budget: $167 M External Boards/Commissions: see attachment (DSS Community Affiliations) Community Partners: see attachment (DSS Community Affiliations) Key Functions/ ECONOMIC SERVICES Provided Services: Food and Nutrition Services (FNS) Provides assistance to households with limited income and resources. The limits are different, depending on the number and ages of persons in the home. The amount of the benefit issued depends on the amount of income available to the household members who buy and cook their food together.

Medicaid for Families and Children Provides health insurance for low-income individuals and families who cannot afford health care costs. Eligibility depends on the amount of monthly income and resources available to the individual/family.

Work First Employment Services Provides opportunities for Temporary Assistance for Needy Families (TANF) recipients to become self-sufficient while improving the economic security and well-being of the entire family. Self-sufficiency is defined as taking personal responsibility to identify and act on what is in the best interest of the family and the individual to improve their quality of life, making informed decisions so that reliance on public assistance is minimized and opportunities for sustainable economic independence is increased.

108 SERVICES FOR ADULTS

Service Intake – is the portal for all services the Department of Social Services administers to the aging and adults with disabilities populations. Among the intake duties are determination of eligibility for services.

Information Assistance – is provided by the Just One Call team of social workers, who have expertise in the fields of aging and disabilities and a wide knowledge of community resources.

Adult Protective Services – evaluates allegations of the abuse, neglect or exploitation of disabled and/or vulnerable adults.

Guardianship – acts as the responsible decision making entity for adults who have been determined to be incompetent by a court.

Adult Care Home Monitoring – investigates complaints of licensure noncompliance in Adult Care facilities, makes recommendations for penalties, provides technical assistance, and assists prospective facility owners complete the licensure process.

Mecklenburg Transportation System (MTS) – provides subsidized human services transportation to transportation-disadvantaged customers for a variety of purposes.

Senior Citizens Nutrition Program (SCNP) - provides congregate nutrition, education, socialization and a variety of fun activities at 17 sites in Mecklenburg County.

YOUTH AND FAMILY SERVICES

Intake – Receives and screens child protective service referrals.

Investigations – Child Protective Services Investigations is a service that conducts investigations and family assessments on those cases accepted as meeting the statutory definitions of abuse, neglect or dependency.

Family Interventions – Serves families where abuse, neglect, and/or dependency was substantiated or the family was determined to be in need of services to prevent the children from being taken into custody.

Permanency Planning – Provides services to youth who have been placed in the custody of the County through a petition that is the result of a determination of risk to the child, dependency for a child under the age of 18 or the court placing a child in custody through delinquency court.

Adoptions – A program that works with children who are legally cleared for adoption to find permanent homes.

Resource Development – Recruits, trains and licenses foster homes as well as working with contact agencies to provide an array of placement options and services for children in our legal custody.

Specialized units include Family and Child Evaluation Team (FACET), Sex Abuse, Independent Living, Conflict of Interest/Facilities, and Interstate. Community Resources 109

COMMUNITY RESOURCES

Community Social Work– provides services and programs for at risk families, seniors and disabled citizens who fall outside of protective services and public assistance services. Staff provides services to address social problems for low income citizens and to delay or eliminate the need for placement in a long-term care facility.

Partnership Services – maintains a continuum of community and financial assistance resources, special funds and programs to work with customers to address emergency needs.

The Resource Specialists– provides subject-matter expertise in key areas of need. Staff provides consultations on open department cases and advises customers on how to identify resources to overcome barriers they are facing.

Child Care Services– oversees the County’s contracted subsidized childcare for low- income working parents, parents engaged in workforce preparedness training, participants in Work First, Child Protective Services cases, and Smart Start parents.

Volunteer Program– provides the citizens of Mecklenburg County opportunities for Citizen Involvement and to increase their awareness of the Agency’s responsibilities, services and results.

Internship Program– provides a high quality learning experience for higher education level of students from various educational institutions and degrees of interest.

Speaker’s Bureau– provides a method for the community to hear about the various aspects and programs at DSS.

BUSINESS AFFAIRS

Compliance & Quality Assurance • Program Policy & Compliance – Conducts internal program monitoring through quality sampling efforts, responsible for communicating all policy changes to the appropriate program area, leads preparation for state and federal audits, and serve as local hearings officers.

• Analytics & Reporting – Serve as internal consultants to provide reports and analysis on program specific activities and outcomes, conduct trend studies, statistical analysis, administer surveys to DSS customers, stakeholders, and internal staff. This team also provides consultative services to assist DSS management with the development of strategic goals based on the data to improve internal processes and efficiencies within the agency.

• Training – Delivers DSS orientation, new hire training, and program specific training. Also responsible for designing and implementing refresher, and mandated training to current staff.

Consumer & Program Support • Consumer Advocacy – Investigates and resolves consumer complaints using service recovery principles. Also responsible for providing consumer outreach activities, and are responsible for Civil Rights and Americans with Disability Act 110 Compliance.

• Interpreters & Translation Team – As mandated by Title VI of the Civil Rights Act of 1964, DSS must provide equal access to information verbally, or in written form to consumers with Limited English Proficiency (LEP). This team provides onsite interpretation in Spanish and many other languages through our phone interpretation system. This team also contracts with a separate company to handle documents that must be translated into multiple languages.

Business Services • Contracts & Administration – Provides contractual oversight for all facility related contracted services to include: record and mail services, facility upkeep and maintenance, environmental health and safety services, transition services for staff, furniture inventory and distribution, and Fuel and Fleet budget monitoring.

• Fraud – The purpose of this unit is to prevent and detect fraud within DSS programs and services. By investigating referrals from caseworkers, and from the community via the fraud hotline, this team seeks to ensure that clients receive the appropriate benefits in which they are entitled, and recovers overpayments to consumer.

Key Issues/Major • Continued Implementation of North Carolina’s Families Accessing Services Projects: through Technology (NCFAST) • Upcoming federal Child and Family Services Review (CFSR) • Continue to address Human Services Transportation issues • Manage the increased demand for long term support services for seniors in the face of decreased funding and resources • Continue to prepare for and respond to the impacts of the Affordable Care Act

111 Social Services Budget and Staff Resources FY 2014 FY 2013 FY 2012 Budget Overview Adopted Amended Adopted Personnel Services & Employee Benefits $77,186,233 $73,909,558 $72,209,101 Contractual Services $88,386,490 $86,447,437 $85,211,155 Commodities $1,348,803 $1,270,666 $1,302,492 Other Charges $0 $1,680,000 $1,524,807 Interdepartmental $388,398 $381,292 $304,073 Capital Outlay $83,745 $434,581 $366,081 Total Expense $167,393,669 $164,123,534 $160,917,709 Total Revenue $108,493,936 $105,627,790 $105,741,119 Net County Dollars $58,899,733 $58,495,744 $55,176,590

Position Summary FY 2014 Adopted FY 2013 Adopted FY 2012 Adopted FT PT FT PT FT PT 1106 6 1100 7 1131 7

Service Level View FY2014 FY2014 Total Adopted Priority Service Name FT PT County Funding Total Budget PY Budget 2 ADMINISTRATIVE SUPPORT (DSS) 8 409,280 628,380 483,929 4 ADULT SERVICES (DSS) 49 1 2,981,070 4,435,699 4,057,043 2 CHILDCARE SERVICES (DSS) 631,260 44,950,949 46,459,387 2 CHILDREN'S SERVICES (DSS) 362 16,683,688 37,206,792 33,577,060 2 COMMUNITY SOCIAL WORK (DSS) 36 1,132,467 2,847,864 3,660,350 3 DV SERVICES (DSS) 63,339 63,339 61,372 2 FACILITIES MANAGEMENT (DSS) 1,164,462 1,457,614 1,456,018 2 FRAUD (DSS) 11 218,879 708,573 742,424 2 GENERAL ASSISTANCE (DSS) 15 3,550,693 12,801,525 9,007,484 2 IT RESOURCE MANAGEMENT (DSS) 767,415 993,221 1,023,221 2 LEGAL SERVICES (DSS) 12 1,176,824 1,343,892 1,313,897 5 MAINTAINING INDEPENDENCE SERVICES (DSS) 4 1,477,332 4,635,547 4,603,035 6 MECKLENBURG TRANSPORT (DSS) 33 2 989,267 2,685,112 3,056,765 2 MEDICAID RELATED PAYMENTS (DSS) 3,389,008 3,389,008 3,389,008 6 MEDICAID TRANSPORTATION (DSS) 25,668 4,500,000 4,500,000 2 PUBLIC ASSISTANCE (DSS) 460 8 11,487,751 28,692,693 28,063,826 2 QUALITY IMPROVEMENT (DSS) 31 1,984,605 2,492,601 3,137,835 2 RECORD & MAIL SERVICES (DSS) 1,396,077 1,745,097 1,358,525 2 RETIREE MEDICAL INSURANCE (HRS) 2,343,000 2,343,000 0 2 SENIOR ADMINISTRATION (DSS) 1 22,533 665,545 2,730,438 5 SENIOR CITIZENS NUTRITION PROGRAM (DSS) 28 1 1,806,973 2,750,072 2,931,922 1 WORK FIRST EMPLOYMENT SERVICE (DSS) 56 5,198,142 6,057,146 5,694,444 Grand Totals 1106 12 58,899,733 167,393,669 161,307,983 Revenue Totals 108,493,936 104,163,534

112 Agency Name: Child Support Enforcement Agency Director: Joan Kennedy

Agency Description

Agency structure and activities: The Child Support Enforcement (CSE) program was created under Title IVD of the Social Security Act. Program mandates include the following:  Location of non-custodial parents;  Establishment of parentage;  Establishment and modification of child support orders;  Collection of current support; and  Collection of payments towards arrears.

Agency Accomplishments

(related to performance goals)

Agency Issue #1

Title Job Placement/Paid Apprenticeship Program  Employment of affected NCPs is the key to getting regular Issue and reliable child support for children and families through wage garnishment. (include relevance, schedule and  The CSE department is requesting two million dollars estimated cost) annually ($680,000 in net County funding) to create an employment program with the main objective of finding full time, gainful employment for NCPs. Such a program will allow NCPs to make regular child support payments, thereby increasing the self-sufficiency of children and families on these cases.

Provision of funding for an intensive job placement/paid Desired Action by BOCC apprenticeship program targeting Non-Custodial Parents (NCP) who are unable to meet their child support obligations due to joblessness or underemployment.

AGENCY BRIEFING

113

Agency Issue #2

Title Four Dedicated Mecklenburg County Sheriff Office Deputies  Having dedicated Deputies for Child Support has Issue increased our successful service rate from 45% in FY10 to 67% in FY13, and we attribute much of this increase to (include relevance, schedule and the Deputies being able to focus solely on Child Support estimated cost) service of process.  30 other North Carolina counties utilize the practice of dedicated Sheriff’s Deputies for child support service of process. The average number of cases per Deputy in those counties is 3,200 -- in comparison to Mecklenburg County’s ratio of 18,471 cases per Deputy.  The Department is requesting four additional Deputies, at a projected added cost of $300,000 ($102,000 net County dollars), which would lower our case to Deputy ratio to 6,157. Anticipated benefits include improved service rates; reduced court continuances due to lack of service; and increased collections.

Provide annual funding for four additional Mecklenburg County Desired Action by BOCC Sheriff’s Office deputies dedicated to child support service of process, creating a total of six deputies for this effort.

AGENCY BRIEFING

114 Child Support Enforcement (CSE)

Joan Kennedy 704.432.3422 108 Staff

Programs Division Operations Division Jim Wright, Tameika Leslie, 704.432.9315 704.432.9206 83 Staff 18 Staff

Website: http://charmeck.org/mecklenburg/county/CSE/Pages/default.aspx Main Location: 5800 Executive Center Drive Suite 200 Charlotte, NC 28212 Resources: FTE: 108 Temporary Employees: 1 # Vacant Positions: 14 full time vacancies # Contractors: 0 Budget: $7,797,803 (Total FY14 Adopted Funds), $2,167,551 (FY14 Net County Funds) External Boards/Commissions: N/A Community Partners: Sheriff’s Office; DSS; County Court – Family Division; Office of the Clerk of Court Key Functions/ The Child Support Enforcement Department provides the following services as a Provided Services: programmatic mandate from Congress in 1975 to ensure that both parents are responsible for the support of their children to the best of their abilities. The Department provides the following specific services to parents of minor children, regardless of income level. • Location of noncustodial parents – MCCSE searches to find where the noncustodial parent lives or works. • Paternity establishment for children born outside of marriage – MCCSE establishes the legal father of the child. • Establishment of support obligations – MCCSE establishes a court order for the noncustodial parent to provide support for his/her child(ren). • Collection and distribution of support – MCCSE keeps records of court ordered child support payments processed by the North Carolina Child Support Centralized Collections operation and tracks the distribution and disbursement of those payments • Enforcement of support obligations – MCCSE uses as many enforcement remedies as necessary to ensure the noncustodial parent’s compliance with the court-ordered support. To enforce child support orders, MCCSE caseworkers can initiate legal action against the noncustodial parent, withhold support payments from the noncustodial parent’s wages, and intercept the noncustodial parent’s tax refunds, among other remedies.

115 Key Issues/Major Major Projects: Projects: 1. Comprehensive Case Management Network designed to improve employee efficiency by implementing technology to improve process design and transition to paperless record-keeping. 2. Responsible Fatherhood Program improves lines of communication and involvement with male parents. 3. Community Outreach Initiatives to educate and engage community agencies and the public.

Key Issues: 1. Common customers with Department of Social Services, identified via referrals from DSS 2. Collaboration with the courts to improve service delivery when customers appear in court. We continue to improve technology at the courthouse and are currently examining our business processes to identify opportunities to improve efficiencies and effectiveness. 3. Caseload to caseworker ratios continue to be higher than NC DHHS standards 4. Negative impact of economic downturn on noncustodial parent’s ability to pay support 5. Space needs

116 Child Support Enforcement Budget and Staff Resources FY 2014 FY 2013 FY 2012 Budget Overview Adopted Amended Adopted Personnel Services & Employee Benefits $6,545,345 $5,958,682 $5,373,804 Contractual Services $1,165,035 $1,113,308 $824,660 Commodities $76,746 $96,746 $136,944 Other Charges $0 $0 $0 Interdepartmental $10,677 $5,107 $2,044 Capital Outlay $0 $0 $14,700 Total Expense $7,797,803 $7,173,843 $6,352,152 Total Revenue $5,630,252 $5,362,211 $5,024,842 Net County Dollars $2,167,551 $1,811,632 $1,327,310

Position Summary FY 2014 Adopted FY 2013 Adopted FY 2012 Adopted FT PT FT PT FT PT 108 0 98 0 98 0

Service Level View FY2014 FY2014 Total Adopted Priority Service Name FT PT County Funding Total Budget PY Budget 2 CHILD SPRT ENFORCEMENT CUSTOMER SUPPORT AND 101 CASE MGT (CSE) 1,940,881 6,931,459 6,281,903 4 CHILD SUPPORT COURT SERVICES (CSE) 3 121,308 448,904 431,153 CHILD SUPPORT ENFORCEMENT ADMINISTRATION 2 4 105,362 417,440 407,641 (CSE) Grand Totals 108 2,167,551 7,797,803 7,120,697 Revenue Totals 5,630,252 5,362,211

117 118 Agency Name: Health Department Agency Director: Marcus Plescia

Agency Description

Agency structure and activities: Local public health services are delivered under a four division structure:

 Clinic Services: division provides direct client services for family planning, breast and cervical cancer prevention, STD testing and treatment, immunizations, tuberculosis testing and treatment, refugee health, Women, Infant and Children nutrition vouchers, and breastfeeding counseling. Clinics are supported by an in-house pharmacy and laboratory.  Community Health: division provides direct client services including maternal child health programs designed to improve health outcomes for mothers and babies; CAP case management services to avoid long- term care placement of medically fragile children and disabled adults; and school health case management and health room services; community-based testing for HIV and STDs; and case management of clients with HIV disease. This division also investigates and works to control the spread of communicable diseases and STD/HIV as well as administers the regional distribution of Ryan White federal funds.  Environmental Health: although residing under LUESA budget, this division’s authority is held with the Health Director. Division services protect population health and safety primarily through permitting, inspecting and investigating complaints of food, lodging, institutional facilities, well and septic systems; public pools and tattoo artists. Additional services include plan review, demolition/move permit processing and mosquito control and rodent control.  Health Informatics & Planning: division provides wellness and education programs to improve the health of individuals and the community as a whole; registers births and deaths in the county; preparedness planning; conducts community health assessment and compiles local health statistics. Division also provides departmental support such as patient registration, medical records, HIPAA compliance and training.

AGENCY BRIEFING

119 Agency Description Agency Accomplishments (related to performance goals)  Health Department delivered under County provision earned a 95% overall satisfaction rating in FY13.

 Maintained all direct client services throughout transition from public-private service delivery model.  Completed community-wide health assessment in FY14.  Stabilized staffing in school health program whose turnover was 25% over each of last 3 years.

Agency Issue #1

School Health Program Title

The school health program transitioned back to county Issue management on July 1, 2013 after 18 years of operation under a (include relevance, schedule and contract with Carolinas HealthCare System. The mission of school estimated cost) health is to provide services enabling students to remain in class, on task, and ready to learn. This program had a service enhancement that included 11 new school nurses and 2 new supervisors in FY-14 and recently hired a new school health director. School health has been challenged with meeting increasing demands for complex medical needs with limited financial and personnel resources, while parent advocates have become increasingly organized and focused on improving the nurse to student ratio in the past 2 years making this a very sensitive political topic.

Key Facts About School Health  129 school nurses  Care for 145,000 students and 18,000 staff  160 school campuses  Mecklenburg County current nurse to student ratio = 1:1,124  Desired nurse to student ratio* = 1:750  Need 33 nurses to have a nurse for each school campus (including 2 new campuses next year)  Need 64 nurses to achieve desired ratio of 1:750  Services in three aspects: safety, health management, and health promotion

Desired Action by BOCC The Health Department FY-15 budget request will address the school health program and the BOCC will consider the options for school health at that time

AGENCY BRIEFING

120 Agency Issue #2

Chronic Disease Prevention and Control Title

Issue In late 2013 MCHD conducted a community health needs (include relevance, schedule and assessment. The process included a mail and internet opinion estimated cost) survey of 1900 citizens and a one day priority setting meeting with 117 agency and community leaders. Chronic Disease and Disability was selected as the highest priority issue.

Chronic diseases like cancer, heart disease and stroke are the leading causes of death for county residents. Four modifiable health risk behaviors— tobacco use, lack of physical activity, poor nutrition, and excessive alcohol consumption—are responsible for much of the illness, suffering, and early death related to chronic diseases. Tobacco use is particularly important health risk, one in five deaths in the United States is tobacco related. Twenty percent of adults in Mecklenburg County are current smokers. National goals are to reduce adult smoking rates to 10% by the year 2020. Smoke free policies are well-defined evidence- based interventions that can reduce tobacco use.

Desired Action by BOCC BOCC has the authority to adopt policy to make the grounds of all government facilities tobacco-free, and adopt policy to make public places smoke free.

AGENCY BRIEFING

121 Health Department

Dr. Marcus Plescia, 704.336.2610 606 Staff

Executive Environmental Administration Health Clinicial Division Community Health Health Division Informatics & Michelle Division (shared oversight Paula Black, Planning Division with LUESA) 704.336.5025 Lancaster-Sandlin, Carmel Clements, Assistant County Bobby Cobb 162 staff 704.336.4671 Bill Hardister, (Acting Division Manager (Acting 704.336.5533 Health Director) 278 Staff Director) 704.336.2621 69 Staff 704.336.5567 7 Staff 90 Staff

Website: www.meckhealth.org Main Location: Neil C. Cooksey Health Center (commonly referred to as Southeast Health Department) 249 Billingsley Road Charlotte, NC 28211 Resources: FTE: 606 Temporary Employees: 33 # Vacant Positions: 67 # Contractors: 0 Budget: $41,921,549 External Boards/Commissions: BOCC acting as Board of Health, Groundwater Advisory Committee Community Partners: CW Williams, Carolinas Healthcare System, Novant, JC Smith University, UNC Charlotte School of Public Health, Susan G Komen Foundation, Charlotte Radiology, Physicians Reach Out, Charlotte Community Health Center, Lake Norman Free Clinic, Latin and American Family Clinic, Central Piedmont Community College, Urban Ministry, Charlotte Mecklenburg Schools, Mecklenburg County Sheriff’s Office, Smart Start of Mecklenburg

Key Functions/ Provided • Patient Services - Services include Registration and Appointments which Services: collects and validates demographic and eligibility information through registration and appointment scheduling; Medical Records which assures accuracy and integrity of patient record information through record management in various forms such as paper and electronic media and Vital Records which manages all birth and death certificate activities for the County through appropriate registration and adoption deletions as authorized and instructed by the State.

122 • Health Promotion - Services include population-based programs aimed at reducing disease risks, using evidence-based best practices to impact major preventable causes of morbidity and mortality. Focus areas and strategies include nutrition, physical activity, obesity prevention, tobacco control, healthy youth development, male responsibility, breast cancer, child abuse prevention, providing access and referral to early detection and treatment services, and improving management of chronic diseases. • Public Health Clinics - Pediatric Dental program promotes and improves the oral health through the provision of preventive, treatment and surgical services for children ages 1 – 15. The Immunization program protects Mecklenburg County residents from vaccine preventable diseases through administration of age appropriate vaccines; Tuberculosis Control Program provides education, diagnosis, and treatment of Tuberculosis (TB) disease and infection; Refugee Health program screens refugees for communicable diseases and provides an initial health assessment; Breast and Cervical Cancer Control Program (BCCCP) provides breast and cervical cancer screening and follow-up for underserved women, low income women ages18-64 are eligible for cervical cancer screening, breast cancer screening, clinical breast exam and mammogram; Family Planning Program provides all women of reproductive age with education about and access to birth control methods to allow informed choice for planned pregnancies; HIV Early Intervention Clinic provides early access to care for HIV positive individuals and offers a physical exam and lab work; Sexually Transmitted Disease (STD) Program offers diagnosis, treatment, education/prevention and outreach services to all individuals in the control, management and spread of STDs. All Clinical services are supported by the Public Health Laboratory providing some in-house testing, collection and transport of specimens to reference laboratories. In-house pharmacists also support the clinical programs. • WIC - The WIC program provides basic nutrition services to eligible pregnant, breastfeeding, and postpartum women, infants and children up to age five. Services include nutrition education and issuance of monthly healthy food package (baby formula, milk, cheese, eggs, juice, cereal, dried beans or peanut butter, fruits, vegetables, brown rice, whole wheat bread, tortillas, tofu and jar baby food). The Breastfeeding Program provides support for breastfeeding WIC clients through education, peer counseling and educational material. • Community Support Programs - Maternal Child Health Services includes programs whose goals are reducing health and safety risks, removing barriers to accessing health care and maximizing health outcomes for pregnant/postpartum women and children and preventing institutionalization for elderly/disabled adults and children. Strategies include case management, education, collaboration with community resources, the healthcare community, and the client, and other evidence based best practices to promote and protect the public's health. Community Alternatives Program is a Medicaid program for medically fragile individuals who are a risk of institutional care. The program allows individuals to be able to stay in their

123 own home with their families through the help of in-home services including nursing care, case management and other support services. Community Alternative Program for Disabled Children (CAP/C) serves medically fragile children ages 0-21 and Community Alternative Program for Disabled Adults (CAP/DA) serves adults 18. • School Health - Provides, manages, promotes and coordinates public health services and health education to school-aged children enrolled in Charlotte- Mecklenburg Schools (CMS). Service delivery includes nursing services, dental screening, health education, nutrition counseling, and health screening services for all Charlotte Mecklenburg Schools. • Communicable Disease - Provides mandated investigations of communicable diseases and enforces control measures to prevent the spread of communicable diseases through the utilization of early detection and preventive measures, enforcement and case management of individuals (and their contacts) diagnosed with reportable diseases and public education. Provides STD/HIV education, outreach, testing, counseling, and HIV case management services. • Ryan White Administration – Mecklenburg County is a grantee recipient of Part A Ryan White Treatment Modernization Act federal grant funds. The purpose of the Part A Program is to augment the health care systems currently bearing the financial burden of HIV-related care. This program enhances available HIV-related health and support services by funding providers to increase these services. • Health Planning - Health Planning manages the department strategic planning, compliance, quality improvement and training initiatives. Within this service, the Epidemiology Program organizes, analyzes, and distributes health indicator data to staff, other county agencies, nonprofit agencies, the media and the general public; the Triple P – Positive Parenting Program is a public health approach to mental health prevention and intervention using evidence-based education and support for parents and caregivers of children and adolescents; and the Preparedness program supports the National Response Framework and the National Incident Management System by continual enhancement of all hazards planning and direction, coordination and assessment, surveillance and detection capacities, risk communication.

Key Issues/Major 1. Start-up of services from CHS management to direct County management Projects: 2. Training of 65 managers and supervisors to HR policies and procedures 3. Stabilization and expansion of School Health program 4. Establishing onsite in-person assistance for insurance marketplace enrollment (Affordable Care Act) 5. Electronic Health Record roll-out 6. ICD-10 (International Classification of Diseases, 10th Edition, Clinical Modification) Upgrade

124 Public Health Budget and Staff Resources FY 2014 FY 2013 FY 2012 Budget Overview Adopted Amended Adopted Personnel Services & Employee Benefits $36,081,797 $4,198,103 $2,919,424 Contractual Services $4,252,864 $34,975,806 $35,353,303 Commodities $1,556,806 $478,814 $134,210 Other Charges $0 $0 $0 Interdepartmental $30,082 $9,474 $9,532 Capital Outlay $0 $0 $0 Total Expense $41,921,549 $39,662,197 $38,416,469 Total Revenue $16,479,088 $12,838,577 $13,699,581 Net County Dollars $25,442,461 $26,823,620 $24,716,888

Position Summary FY 2014 Adopted FY 2013 Adopted FY 2012 Adopted FT PT FT PT FT PT 528 4 520 0 39 0

Service Level View FY2014 FY2014 Total Adopted Priority Service Name FT PT County Funding Total Budget PY Budget

2 ADMINISTRATIVE SUPPORT (HLT) 1 366,850 1,192,122 248,322 2 BIOTERRORISM PREPAREDNESS (HLT) 0 0 0 195,885 1 CAROLINA HEALTHCARE SYSTEMS CONTRACT (HLT) 0 0 34,065,431 2 COMMUNICABLE DISEASE (HLT) 46 2,613,512 3,350,916 1,040,667 1 COMMUNITY SUPPORT PROGRAMS (HLT) 77 969,857 6,456,171 0 2 HEALTH DEPARTMENT TRANSITION (HLT) 0 0 0 1,995,000 1 HEALTH PLANNING (HLT) 18 1,435,284 1,549,213 0 1 HEALTH PROMOTION (HLT) 16 1,319,010 1,546,982 0 2 PATIENT SERVICES (HLT) 63 2,849,531 3,907,722 0 1 PREVENTION/WELLNESS (HLT) 0 0 281,347 2 PUBLIC HEALTH CLINICS (HLT) 79 3 4,289,327 8,030,388 0 1 SCHOOL HEALTH NURSE (HLT) 160 10,927,424 10,982,424 0 2 SENIOR ADMINISTRATION (HLT) 2 639,933 639,933 400,797 2 STD/HIV TRACKING & INVESTIGATIONS (HLT) 0 0 0 641,692 2 VITAL RECORDS (HLT) 0 0 0 570,172 1 WOMEN, INFANTS, CHILDREN (HLT) 66 5 31,733 4,265,678 0 Grand Totals 528 8 25,442,461 41,921,549 39,439,313 Revenue Totals 16,479,088 12,680,520

125 126 Agency Name: Criminal Justice Services Agency Director: Tom Eberly

Agency Description

Agency structure and activities: Mecklenburg County Criminal Justice Services’ (CJS) mission is to promote improvements in the criminal justice system through interagency cooperation, coordination, and planning. CJS accomplishes this by: • Promoting collaboration between city, county, and state criminal justice agencies; • Establishing and measuring criminal justice performance measures; • Managing criminal justice programs and services; and • Developing initiatives that enhance systemic performance and heighten public safety.

Current CJS initiatives include the following: Agency Accomplishments • Data Warehouse- this technology project combines data (related to performance goals) from four main criminal justice record managements

systems to produce comprehensive system performance data and public dashboards. • License Restoration Clinic- in partnership with the Public Defender’s Office and the Charlotte School of Law, this program will assist residents in restoring their driving privileges (Driving under suspension is the most common charge brought to jail). • Re-Entry Services- a grant-funded pilot program assists individuals leaving state prisons with reintegrating into the community to help them avoid re-incarceration. • Race Matters for Juvenile Justice- a work group of justice system and school leaders devoted to reducing minority over-representation in the juvenile justice system. • Pretrial Risk Assessment- as one of two pilot sites in the nation, this project with the Arnold Foundation will introduce a new risk assessment tool that will assist the courts in making bail release decisions. • Reclaiming Futures- in collaboration with the state, this project will restructure the juvenile court’s approach to delinquency cases by adopting evidence-based practices and targeting system resources toward high risk youths. • Forensic Evaluation Unit- the department is transitioning the program from MeckLink and exploring opportunities to improve service delivery to courts. • Service Provider Assessments- once completed, this initiative will assess community service providers to determine the quality of services provided to the offender population.

127

Agency Issue

Mental Health Crisis Center: Expanding the Continuum of Title Mental Health Services in Mecklenburg County

Issue The criminal justice system is highly ineffective at addressing (include relevance, schedule and the needs of individuals with mental health issues. Over the estimated cost) years, Criminal Justice Services (CJS) and the Provided Services Organization (PSO) have partnered to develop a continuum of behavioral healthcare services to divert persons with mental illness from the justice system, when appropriate, and to help those who get involved in the system to receive the care they need. Training police officers on handling persons in crisis, engaging persons in services once incarcerated, and monitoring treatment through a specialty court are some of the continuum components developed thus far.

A critical piece missing from the continuum is a mental health crisis center. A crisis center provides round-the-clock urgent care for all county residents in need of mental health stabilization, regardless of whether the situation is acute or chronic in nature. For the justice system, a crisis center provides law enforcement officers with an effective intervention for diverting persons with mental health issues from jail and the court system.

CJS and the PSO are seeking to develop a mental health crisis center for our community that will include the following:

 An observation unit for triage (for stays of less than 24 hours);  Short-term residential care for stabilization and/or transfer (for stays between 2-7 days);  Emergency psychiatric medication refills, medication education and management  Case management with transitional support, including referrals and resource linkage to additional psychiatric and community services as appropriate; and  Medical clearance services for arrestees prior to jail intake.

The proposed mental health crisis center will provide immediate mental health care to all county residents to protect their health and safety, as well as the community at large. With regard to the criminal justice system, the center will enhance the effectiveness of law enforcement by providing a meaningful intervention option that will also allow officers to return to their patrol duties quickly. Too often, officers are left no choice but to arrest persons with mental health issues on low level

128 charges so they will be safe in the county jail. Indeed, it is estimated that roughly 10% of the jail’s daily bookings are individuals with mental illness.1 Using the jail in this manner is costly, and the expense to taxpayers only increases as individuals enter the court process.

Recently, CJS completed the Justice Reinvestment project with the Bureau of Justice Assistance and one of the top recommendations to emerge from the initiative was for a mental health crisis center to be created. This recommendation was strongly supported by local law enforcement agencies, the courts, and the Criminal Justice Advisory Group.

Consider supporting the initiative to develop a mental health Desired Action by BOCC crisis center for our community.

1 The Justice Reinvestment analysis found that a small group (n=48) of mentally ill individuals were arrested repeatedly over a four year period and consumed 21,000 bed days at an estimated cost of $2.5 million.

129 Criminal Justice Services

Thomas Eberly 704.423.0405 56 Staff

Pretrial Services Drug Treatment Court Forensic Evaluation Jessica Ireland, Janeanne Tourtellott, Dr. Stephen Streslecki, 704.432.5624 704.432.6030 704.519.5501 20 Staff 15 Staff 6 Staff

Website: http://charmeck.org/mecklenburg/county/CountyManagersOffice/CriminalJusticeServices/Pages/Default.aspx Main Location: Charlotte Mecklenburg Government Center 600 E. Fourth Street Fourth Floor Charlotte, NC 28202 Resources: FTE: 55 Temporary Employees: 1 # Vacant Positions: 2 # Contractors: 0 Budget: Approximately $9 million External Boards/Commissions: Juvenile Crime Prevention Council Community Partners: District Attorney’s Office, Public Defender’s Office, Clerk of Court’s Office, 26th Judicial District (judges), law enforcement agencies

Key Functions/ Criminal Justice Services (CJS) is responsible for promoting improvements in the criminal Provided Services: justice system through interagency cooperation, coordination, and planning. CJS accomplishes this by providing the following services:

1. Pretrial Services- Conducts investigations on arrestees that assist judges in making the most appropriate release decisions and provides case management for persons released pending trial.

2. Drug Treatment Court- Provides case management services for defendants enrolled in one of six different treatment courts. Case management services include screening and assessments, drug testing, treatment monitoring, and aftercare services.

3. Forensic Evaluation- Conducts psycho-social assessments on juveniles and their families to assist the Juvenile Court in matters of dependency, neglect, and delinquency. Case coordinator assists juveniles and families in connecting with court-ordered services.

4. Criminal Justice Planning- Coordinates criminal justice initiatives, develops policies and programs, conducts research and evaluations, seeks grant funding for projects, handles contracts and services, supports county-funded operations in state justice agencies, and facilitates criminal justice committees, councils, and work groups. This unit also oversees activities related to the Juvenile Crime Prevention Council. 130

5. Post Judgment Center/Fine Collection- Connects recently sentenced defendants with post-conviction, community-based services in central location. The fine collection unit oversees the collection of court costs and fines from defendants and pursues legal action when payments are delinquent.

6. Reentry Services-Assists individuals leaving state prison with connecting with local resources (e.g., housing, employment, vocational training, mental health and substance abuse treatment) to reduce the likelihood that they recidivate after release. (New Program)

Key Issues/Major 1. Justice Reinvestment (project) Projects: 2. Prisoner Reentry Services (project) 3. Mental Health Crisis Center (project) 4. Juvenile Court Process Improvement (project) 5. Data Warehouse (project) 6. Partnering with the state (issue) 7. Uncertainty of mental health and substance abuse services in the County (issue)

131 Criminal Justice Services Budget and Staff Resources FY 2014 FY 2013 FY 2012 Budget Overview Adopted Amended Adopted Personnel Services & Employee Benefits $3,140,609 $3,736,205 $0 Contractual Services $5,206,503 $6,386,153 $0 Commodities $248,144 $285,598 $0 Other Charges $0 $0 $0 Interdepartmental $0 $0 $0 Capital Outlay $0 $0 $0 Total Expense $8,595,256 $10,407,956 $0 Total Revenue $531,166 $891,718 $0 Net County Dollars $8,064,090 $9,516,238 $0

Position Summary FY 2014 Adopted FY 2013 Adopted FY 2012 Adopted FT PT FT PT FT PT 46 0 54 0 0 0

Service Level View FY2014 FY2014 Total Adopted Priority Service Name FT PT County Funding Total Budget PY Budget 4 COURT CHILD CARE (CJS) 212,250 212,250 176,986 4 CRIMINAL FELONY ADMINISTRATION (CJS) 405,419 405,419 456,981 4 CRIMINAL JUSTICE PLANNING (CJS) 4 601,526 936,551 1,076,828 4 DISTRICT ATTORNEY'S OFFICE (CJS) 4 1,916,926 1,916,926 1,819,159 4 DISTRICT COURT SET (CJS) 425,812 425,812 417,407 4 DRUG TREATMENT COURT (CJS) 15 1,077,711 1,077,711 1,113,179 4 FELONY DRUG TEAM (CJS) 37,609 104,000 104,000 4 FINE COLLECTIONS/POST JUDGMENT SERVICES CENTER 3 289,852 289,852 281,601 (CJS) 4 GENERAL COURT MANDATED (CJS) 55,635 171,635 184,830 4 JURY MANAGEMENT (CJS) 85,800 85,800 62,118 4 PRETRIAL RELEASE SERVICE (CJS) 20 1,526,265 1,540,015 2,046,753 4 PUBLIC DEFENDER'S OFFICE (CJS) 639,185 639,185 568,544 4 SUPERIOR COURT SET (CJS) 790,100 790,100 780,167 Grand Totals 46 0 8,064,090 8,595,256 9,088,553 Revenue Totals 531,166 531,166

132 Agency Name: Provided Services Organization (PSO) Agency Director: Connie Mele

Agency Description

Agency structure and activities: The PSO provides developmental, behavioral (mental health and substance abuse) and trauma treatment services to special populations in the community. Services are provided in consumer’s homes and at the Watkins Center, Sam Billings Center, Men’s and Women’s Homeless Shelters and the Domestic Violence Shelter, Jail North and Jail Central as well as in DSS YFS Geodistricts.

Across the three programs that comprise the PSO, our Consumers Agency Accomplishments rated their satisfaction with our services at a high level 97% of (related to performance goals) the time over the period July-December 2013.

The results of the 2013 County Employee Climate Survey showed employee satisfaction at 94% compared with the County-wide average of 88%.

81% of families referred to Child Development-Community Policing in FY13 were contacted within 72 hours.

In FY13, 93% of consumers discharged from the Detox Program successfully completed it.

The Mecklenburg CDSA leads the state in birth to age one enrollment in early intervention both in terms of absolute numbers enrolled and percentage of the population enrolled.

Agency Issue #1

Title Trauma and Justice Partnerships Research demonstrates that Adverse Childhood Experiences (ACE) (i.e. trauma) significantly increase the occurrence of Issue substance abuse, physical and mental illness, and shortened life (include relevance, schedule and spans. Furthermore, over the last decade studies have uncovered estimated cost) an important trend linking trauma history to involvement in the criminal justice system. According to the Substance Abuse and Mental Health Services Administration (SAMHSA), the majority of individuals in the criminal justice system have experienced recent (within the past year) and lifetime (i.e. child abuse, sexual assault, domestic violence) trauma. Childhood trauma has become a critical public health concern, with an estimated four million children and youth in the United States experiencing at least one traumatic event.

AGENCY BRIEFING

133 Trauma & Justice Partnerships (TJP) programs target these community problems by 1) Providing a mental health and police response to children and families immediately following violence and other trauma, 2) Training law enforcement to recognize traumatic events impacting children and to respond more effectively to persons experiencing a mental health crisis and link with them services instead of jail, and 4) Increasing the identification of individuals with military service and trauma history within the criminal justice system and diverting them to trauma-informed treatment when appropriate. 1. Funding to take the Child Development-Community Policing Desired Action by BOCC program to scale, to offer all children and families impacted by violence and other trauma a police-mental health coordinated crisis response. This intervention targets the development of criminal behavior, substance abuse, mental illness, and many other public health problems at the root. The cost would be $857,375, in FY15, and an additional $490,466, in FY16, resulting in full program expansion by July 2016. 2. A 24-hour Crisis Center to divert individuals experiencing a mental health crisis from jail and the psychiatric emergency room when appropriate, with significant cost savings (This is a collaboration with the Criminal Justice Services Department see their proposal for specifics) 3. Training on and implementation of trauma-informed care and evidence based trauma treatment interventions across all human service and criminal justice service providers— collaborative efforts have begun; $20,000, in new funding would pay for expert consultation and train-the-trainer workshops. 4. A trauma-specific specialty outpatient clinic for children and adults. (Specifics of funding and timing will require study.)

Agency Issue #2

Children’s Developmental Services Funding Title

During the most recent legislative session, the NC General Assembly reduced funding for early intervention programs Issue statewide by $8 million for FY-14 increasing to $10 million for FY- (include relevance, schedule and 15. This funding reduction at the state level did not result in a estimated cost) funding decrease for Children's Developmental Services for the current FY. However, it is unclear at this point what the impact will be on funding for FY 15. Advocate for maintaining funding; since referrals continue to Desired Action by BOCC increase additional funding from the State certainly could be effectively utilized. The cost of serving each 100 children referred is $ 222,635 based on over 3000 referrals served in FY 13.

AGENCY BRIEFING

134 Agency Issue #3

Title Mental Health Services for Young Children

The lack of appropriate mental health services and supports for children in the 0-5 year old age group is widely understood in the Issue early childhood community. This is well documented in local (include relevance, schedule and statistics and in several reports issued through Zfive, estimated cost) Mecklenburg County's young child mental health collaborative. This impacts children and families served by Children's Developmental Services in that once children transition out of our services at the age of three there are no comparable services to transition to and the gains made prior to the age of three run the risk of being lost by the time they start school. Funding treatment for these children so they may continue to Desired Action by BOCC improve. It is known that treating mental health issues as soon as they are identified leads to more effective long term outcomes for the child. The provision of evidence based treatments for young children cannot be supported exclusively by 3rd party (Medicaid, Private Insurance) revenues. The cost of implementing evidence based treatment for 100 children birth to age five is estimated at $ 100,000.

Agency Issue #4

Title Housing As described by Community Support Services Department’s submission, the need for housing in this Community is immense. Issue While the PSO provides evidenced based substance abuse and (include relevance, schedule and mental health practices to the consumers they serve, if those estimated cost) consumers do not have safe place to live and food to eat when they leave our treatment services, they will have a difficult time remaining clean and sober. The number of housing options available to their consumers’ needs to be increased. When the issues of having a criminal background are added it becomes even more difficult to find housing. Many places require a deposit or the consumer to get a job within two weeks of arriving at the facility. It is well known that there are a lot of people looking for employment, so is it any wonder why the SA/MH consumers cannot find jobs? This then makes them ineligible to stay at the Facility. Mecklenburg County has some effective and efficient models of housing in this Community that need to be replicated or expanded (i.e. Moore Place, Hope Haven etc.). The PSO continues to collaborate with Community Support Services on these initiatives. The most recent example being the development of the MeckFUSE Program to provide housing for the Recovery Solutions Program.

AGENCY BRIEFING

135 In addition to what Community Support Services submitted: Desired Action by BOCC 1. Support and funding for case management services for those in these housing facilities to ensure that the consumer is doing what they need to do to support their ongoing recovery in all aspects of their life. In many cases minimal case management services results in fiscal savings because the person does not require multiple treatment episodes, incarceration or visits to emergency rooms. The cost of one case manager is approximately $38,000 per year. One case manager can effectively and efficiently manage a caseload of 20 consumers. 2. Many communities (i.e. San Antonio, Seattle etc.) have found having a large facility to house these individuals in one place is cost effective and efficient. It usually includes access to treatment services within the facility. In some communities the funding for these projects has been provided by private citizens or companies. How do we begin to find these types of people and companies in this community? See Community Support Services Department.

AGENCY BRIEFING

136 Provided Services Organization (PSO)

Connie Mele, 704.336.7155 220 Staff

Children's Substance Abuse Trauma & Justice Developmental Services Services Partnerships Yvonne Ward, Sarah Green, John Ellis, 704.336.7383 704.336.7107 704.336.2944 94 Staff 92 Staff 18 Staff

Website: http://charmeck.org/mecklenburg/county/PSO/Pages/default.aspx Main Location: Carlton G. Watkins Center 3500 Ellington Street Charlotte, NC 28211 Resources: FTE: 220 Temporary Employees: 7 # Vacant Positions:22 (Per HR Vacancies Report dated 9.24.13) # Contractors: 1 Physician for the Substance Abuse Services Center Budget: $16,100,945 External Boards/Commissions: N/A Community Partners: Charlotte-Mecklenburg Police Department (CMPD) Department of Social Services/Youth & Family Services Mecklenburg County Sheriff’s Office National Alliance on Mental Illness - Charlotte Multiple MH, SA, Veterans services and Criminal Justice agencies

Key Functions/ The Provided Services Organization Department is responsible for providing the Provided Services: following key services: • Children’s Developmental Services Agency: Early intervention services for children birth to age three with a suspected or confirmed developmental delay or disorder. • Substance Abuse Services: Provide substance abuse services to consumers in Mecklenburg County. We provide detox and residential services at the Substance Abuse Services Center, community based substance abuse services at the Men’s and Women’s Shelters, at the Safe Alliance Domestic Violence Shelters, and we have a staff person providing services within the Department of Social Services. In addition to these services we have staff who provide substance abuse services within the Mecklenburg County Jail. • Trauma & Justice Partnerships: Child Development-Community Policing (CD-CP) - Crisis response to children exposed to violence and other trauma as referred by CMPD officers. Crisis Intervention Teams (CIT) - a collaborative training and service delivery model increasing police officers’ capability when responding to individuals experiencing a mental health crisis, reducing harm and diverting from jail when appropriate. 137 Operation Recovery - a federal grant funded program focused on Jail Diversion and Trauma Recovery with a priority to veterans.

Key Issues/Major 1. Implementation of evidence based practices in serving infants and Projects: toddlers and their families. 2. Collaboration with the Department of Social Services Youth and Family Services Division to identify and serve children birth to age three with developmental delay. 3. Locating viable housing options for consumers with mental health and substance abuse issues and criminal backgrounds. 4. Development of a Jail Diversion Crisis Center. 5. Trauma-informed care training for all criminal justice and human service providers.

138 Provided Services Organization Budget and Staff Resources FY 2014 FY 2013 FY 2012 Budget Overview Adopted Amended Adopted Personnel Services & Employee Benefits $13,866,607 $13,340,292 $0 Contractual Services $1,959,320 $2,243,815 $0 Commodities $219,650 $220,871 $0 Other Charges $0 $0 $0 Interdepartmental $55,368 $48,742 $0 Capital Outlay $0 $0 $0 Total Expense $16,100,945 $15,853,720 $0 Total Revenue $5,731,288 $5,951,050 $0 Net County Dollars $10,369,657 $9,902,670 $0

Position Summary FY 2014 Adopted FY 2013 Adopted FY 2012 Adopted FT PT FT PT FT PT 197 9 186 12 0 0

Service Level View FY2014 FY2014 Total Adopted Priority Service Name FT PT County Funding Total Budget PY Budget 2 ADULT MENTAL HEALTH CONTINUUM (PSO) 7 235,553 530,261 479,281 3 ADULT SUBSTANCE ABUSE TREATMENT 70 12 4,208,199 5,443,458 5,288,306 CONTINUUM (PSO) 3 CHILD DEVELOPMENT - COMMUNITY POLICING (PSO) 8 1 739,666 739,666 801,077

3 CHILDREN'S DEVELOPMENTAL SERVICES (PSO) 96 1 3,593,013 7,790,834 7,685,494

2 PSO ADMINISTRATION (PSO) 16 1,593,226 1,596,726 1,484,036 Grand Totals 197 14 10,369,657 16,100,945 15,738,194 Revenue Totals 5,731,288 5,953,363

139 140 Agency Name: Community Support Services Agency Director: Stacy Lowry

Agency Description Community Support Services is a human service department that Agency structure and activities: was created to maximize partnership and collaborative opportunities on behalf of customers and several established human services programs. Community Support Services has three divisions. Homeless Services provides outreach, assessment and case management to individuals and families who are homeless or at-risk of homelessness. The Veterans Services Office assists military veterans and their families access benefits from the U.S. Department of Veterans Affairs, Department of Defense and state agencies. Lastly, the Women’s Commission assists adult & teen victims of domestic violence, offenders, and child witnesses by providing individual and group counseling, safety planning and case management services. CSS staff have specialized knowledge and training to serve these unique populations.

The creation of the Housing Stability Supportive Services Partnership that ensures a dedicated funding source for ongoing Agency Accomplishments investments that promote housing stability and end (related to performance goals) homelessness. This public/private partnership includes the City of Charlotte, Charlotte Housing Authority and the Foundation for the Carolinas.

The implementation of the Mecklenburg Frequent Users Systems Engagement Initiative or MeckFUSE program. It aims to end the cycle of incarceration and homelessness among individuals with behavioral health challenges and offers them housing combined with supportive services.

The Domestic Violence/Child Welfare Partnership created four Domestic Violence Social Workers who help the County better serve families experiencing the co-occurrence of domestic violence and child abuse and neglect. This partnership creates the requisite infrastructure -- expertise, staff time, supervision, and independent perspective.

And lastly, Community Support Services spearheaded the original Domestic Violence Fatality Prevention and Protection Review Team legislation creating the first team in North Carolina. The 2013 reauthorization expanded teams to three additional counties.

141 Agency Issue#1

Housing Stability Supportive Services Partnership & Homeless Title Provider System Change The Community Support Services Department is collaborating Issue with the City of Charlotte, Charlotte Housing Authority and Foundation for the Carolinas to coordinate a funding process for (include relevance, schedule and estimated cost) supportive housing development, housing stability supportive services and subsidies. This public/private partnership allows our community to address varying levels of need within the homeless and at-risk populations. The effort encourages coordination of capital and non-capital sources to align funding priorities. Such an alignment maximizes the positive impact on the homeless services system and affordable housing while serving our most vulnerable residents.

The funding process includes two joint Requests for Proposals that will increase supportive housing opportunities that align with funding priorities established by the Charlotte Mecklenburg Coalition for Housing. These funding priorities are based on the goals of the Charlotte-Mecklenburg Ten Year Plan to End and Prevent Homelessness. Mecklenburg County’s funding investment ensures a dedicated funding source for ongoing investments in supportive services to promote housing stability and end homelessness. Supportive services include consultation with a social worker or case manager.

In order to strategically address homelessness and enhance our response to it, Community Support Services is participating in the Coordinated Assessment System Change mandated by the U.S. Department of Housing and Urban Development. CSS will apply to partially staff the Coordinated Assessment System that will provide comprehensive assessment of the needs of individuals and families for housing and services. This best practice will connect households to services faster, reduce new entries to homelessness, improve data collection and provide accurate information on the types of assistance residents need as well as provide a systematic response to targeting scarce resources.

In many communities, people with complex unmet needs – histories of long-term homelessness, frequent incarcerations and untreated mental illness and addictions – play a significant role in escalating mental health, substance abuse, criminal justice system and emergency service costs. Much of this cost is avoidable through more appropriate models of care that result in better individual and systemic outcomes. The key issue above identifies best practice solutions that will successfully serve the most vulnerable residents who cycle in and out of public crisis systems

142 and homelessness. Supportive housing has demonstrated outcomes of enhancing the well-being of individuals who are at high risk of death because of homelessness, substance abuse and mental illness. Offering stable housing with supportive services removes a significant barrier for individuals and families, and allows them to address other challenges more successfully. Latent benefits to the community include a decrease in stress to the public health, mental health and criminal justice systems and a more effective use of public dollars that result in better human outcomes.

1. Continue to support the on-going funding investment in the Desired Action by BOCC public/private partnership for supportive services to promote housing stability and end homelessness 2. Support collaborating with community funding partners (City of Charlotte, United Way of Central Carolinas, Foundation for the Carolinas) to develop and adopt similar outcomes (desired results) and processes for human service agencies 3. Involve more County Human Service Agency departments and community human service vendors in the new Coordinated Assessment System

Agency Issue #2

Title Supervised Visitation and Safe Exchange Center Issue Community Support Services received the Department of Justice, (include relevance, schedule and Office on Violence Against Women (OVW) Safe Havens Supervised estimated cost) Visitation and Exchange Center Grant in the fall of 2012. OVW authorized CSS to begin work in March 2013. The core partners for the Safe Visitation and Safe Exchange Center include Safe Alliance and the 26th Judicial District. This grant creates a safe place for the community to provide visitation and custody exchange of children in hundreds of families that experience domestic violence (DV). The grant is currently in the planning stage, but once established, the Court will have a safe place to refer parents involved with domestic violence for visitation with their children or exchange. Children exposed to domestic violence will be protected from ongoing trauma and have safe contact with both parents; and all family members will be at reduced risk.

Plans are in place to up-fit a site with cameras, locks, alarms and other necessary security devices. Additional work includes completing policies and procedures regarding case selection, orientations, scheduling, files and record keeping, confidentiality,

143 documentation, safety and security, interaction with the courts, and termination of services. Staff will be hired and trained, and services will be initiated.

This project fills a high priority gap and enables the community to provide for safe visitation and exchange of children in families that have experienced domestic violence. The community sought the grant because the period after separation in a DV household can be perilous. The abuser typically attempts to use visitation as a means to re-assert control over the former partner. This Center will serve as a safe haven for non-offending parents and for children and protect them from trauma and threats of abuse that often occur during visitation exchanges. A challenge of the OVW grant is that no funding is provided for up-fit, and the grantor has specific guidelines for the type of facility to be used. The up-fit changes will address safety concerns and meet OVW’s guidelines. Additionally, once the SVSE planning task team began to meet and receive more information from the grantor and to hear concerns expressed by nonprofit partners, it became apparent that the County will need to operate the Center. This approach will necessitate funding beyond what is provided through the grant.

Fund Community Support Services request for operation of the Desired Action by BOCC Supervised Visitation and Safe Exchange Center.

144 Community Support Services (CSS)

Community Support Services (CSS) Stacy Lowry, 704.336.3784 63 Staff

Homeless Support Veteran Services Services Officer Women's Commission Peter Safir, Jim Prosser, Marie White, 704.336.3100 704.336.3135 704.336.8814 15 Staff 10 Staff 32 Staff

Main Location: Harold “Hal” Marshall Services Center 700 N. Tryon Street Charlotte, NC 28202 Resources: FTE: 63 Temporary Employees: 35 # Vacant Positions: 2; 2 Sr. Senior Social Worker with Women’s Commission # Contractors: 1 Budget: $9,394,956 External Boards/Commissions: Community Partners: • Carolina Freedom Foundation • Salvation Army Center of Hope for • A Child’s Place Women • Charlotte Family Housing • Supportive Housing Communities • Crisis Assistance Ministries • U.S. Attorney’s Office • Legal Services of the Southern • The University of North Carolina at Piedmont Charlotte • Men’s Shelter of Charlotte, Inc. • Urban Ministry Center • Pat’s Place • The Vet Center • The Relatives • Veterans Administration/HUD • Safe Alliance VASH

Key Functions/ Community Support Services: Its mission is to improve resident’s self- Provided Services: sufficiency, health and safety through a wide array of quality services and community partnerships.

Homeless Support Services: Out-posted social workers provide outreach, assessment, referral and short-term case management to those who are homeless or at risk of imminent homelessness in Mecklenburg County. Housing assistance and supportive services are provided to formerly homeless individuals and families with disabilities. The Homeless Resource Center provides space for ministries and organizations to provide meals to homeless individuals and families throughout the week.

Veteran Services Office: Certified Veteran Service Officers assist veterans and their families with applying for benefits provided by the U.S. Veterans 145 Administration and Department of Defense. The Veterans Services Office facilitates the application process; it does not determine whether a veteran actually qualifies for benefits or the amount benefits a veteran receives.

Women’s Commission: Specially trained employees utilize evidence-based, trauma-informed approaches when providing a range of services that reduce domestic violence, reduce gun violence, and assist individuals who have been out of the workplace or underemployed to become self-sufficient. Key Issues/Major 1. Housing Stability and Supportive Housing request of proposal (RFP). Projects: 2. Office of Violence Against Women Safe Haven development and implementation. 3. New Beginnings/Displaced Homemaker discontinuation and faze out. 4. Homeless services system changes. 5. Shelter Plus Care supportive services challenges. 6. MeckFUSE implementation and evaluation.

146 Community Support Services Budget and Staff Resources FY 2014 FY 2013 FY 2012 Budget Overview Adopted Amended Adopted Personnel Services & Employee Benefits $4,172,910 $3,934,576 $3,519,660 Contractual Services $5,109,893 $2,876,964 $2,566,725 Commodities $104,434 $101,607 $99,769 Other Charges $0 $0 $0 Interdepartmental $7,719 $7,452 $7,452 Capital Outlay $0 $0 $0 Total Expense $9,394,956 $6,920,599 $6,193,606 Total Revenue $98,352 $98,352 $242,536 Net County Dollars $9,296,604 $6,822,247 $5,951,070

Position Summary FY 2014 Adopted FY 2013 Adopted FY 2012 Adopted FT PT FT PT FT PT 60 1 54 1 53 1

Service Level View FY2014 FY2014 Total Adopted Priority Service Name FT PT County Funding Total Budget PY Budget

2 CSS ADMINISTRATION (CSS) 5 588,066 588,066 398,217 3 DV ADULT VICTIM SERVICES (CSS) 15 1 2,053,849 2,060,249 2,130,755 3 DV CHILDREN SERVICES (CSS) 7 633,822 633,822 546,391 1 EMPLOYMENT SERVICES RESOURCE CENTER (CSS) 2 166,296 166,796 166,030 3 FREQUENT USER SERVICE ENHANCEMENT (CSS) 2,262,500 2,262,500 0

3 HOMELESS HOUSING SERVICES MOORE PLACE (CSS) 5 351,904 351,904 339,078 3 HOMELESS RESOURCE SERVICES (CSS) 4 1,502,518 1,502,518 1,488,364 3 HOMELESS SUPPORT OUTREACH & PARTNERSHIPS 5 326,943 326,943 315,356 (CSS) 3 NOVA (CSS) 6 559,135 649,135 617,443 3 SHELTER PLUS CARE SERVICES (CSS) 2 150,885 150,885 154,330

2 VETERANS CLAIMS PROCESSING & COUNSELING (CSS) 9 700,686 702,138 670,459 Grand Totals 60 1 9,296,604 9,394,956 6,826,423 Revenue Totals 98,352 98,352

147 FY 2013-2014 Adopted Budget by Priority Level

Federal State Other FY13 Adopted FT PT Revenue Revenue Revenue County Cost Total Cost Budget Priority 1 Charlotte-Mecklenburg Schools Funding CMS OPERATIONAL FUNDING 0 0 0 0 2,300,000 354,244,548 356,544,548 318,877,051 CMS-DEBT 0 0 2,025,025 48,430,000 0 88,660,107 139,115,132 154,331,407 CMS - CAPITAL REPLACEMENT 0 0 0 0 0 4,960,000 4,960,000 4,960,000 CMS EMPLOYEE SALARY INCREASE- 0 0 0 0 0 0 0 18,555,613 RESTRICTED CONTINGENCY Total: 0 0 2,025,025 48,430,000 2,300,000 447,864,655 500,619,680 496,724,071 CPCC Education Funding CPCC OPERATIONS FUNDING 0 0 0 0 0 30,683,974 30,683,974 26,899,486 CPCC - DEBT 0 0 0 0 1,177,207 12,496,344 13,673,551 16,478,118 CPCC-WTVI MERGER (CPC) 0 0 0 0 0 200,000 200,000 200,000 Total: 0 0 0 0 1,177,207 43,380,318 44,557,525 43,577,604 Debt Service DEBT SERVICE (NDP) 0 0 0 0 3,084,232 130,802,105 133,886,337 122,359,965 PAY AS YOU GO CAPITAL FUNDING (NDP) 0 0 0 0 0 33,432,750 33,432,750 33,988,500 Total: 0 0 0 0 3,084,232 164,234,855 167,319,087 156,348,465 Education Support Services YMCA Y-READERS (CSG) 0 0 0 0 0 148,000 148,000 148,000 COMMUNITIES IN SCHOOLS (CSG) 0 0 0 0 0 1,063,000 1,063,000 813,000 100 BLACK MEN OF CHARLOTTE - 0 0 0 0 0 15,500 15,500 15,500 MENTORING (CSG) ASC - NATIONAL CENTER FOR ARTS & 0 0 0 0 0 350,000 350,000 350,000 TECHNOLOGY (CSG) BIG BROTHERS BIG SISTERS (CSG) 0 0 0 0 0 40,000 40,000 0 FIRST BAPTIST CHURCH WEST (CSG) 0 0 0 0 0 75,000 75,000 0 Total: 0 0 0 0 0 1,691,500 1,691,500 1,326,500 Job Training/Employment Assistance EMPLOYMENT SERVICES RESOURCE CENTER 2 0 0 0 500 166,296 166,796 166,030 (CSS) WORK FIRST EMPLOYMENT SERVICE (DSS) 56 0 859,004 0 0 5,198,142 6,057,146 5,694,444 LATIN AMERICAN COALITION (CSG) 0 0 0 0 0 50,000 50,000 50,000 COMMUNITY CULINARY SCHOOL (CSG) 0 0 0 0 0 40,000 40,000 0 URBAN LEAGUE OF CENTRAL CAROLINAS - 0 0 0 0 0 50,000 50,000 50,000 JOB TRAINING (CSG) SENIOR CENTERS - JOB TRAINING (CSG) 0 0 0 0 0 15,616 15,616 15,616 THE CENTER FOR COMMUNITY 0 0 0 0 0 50,000 50,000 50,000 TRANSITIONS - LIFEWORKS! (CSG) Total: 58 0 859,004 0 500 5,570,054 6,429,558 6,026,090 Non-Communicable Illness & Disease Prevention/Treatment CHARLOTTE COMMUNITY HEALTH CLINIC 0 0 0 0 0 250,000 250,000 200,000 (CSG) SHELTER HEALTH SERVICES (CSG) 0 0 0 0 0 60,000 60,000 60,000 PREVENTION/WELLNESS (HLT) 0 0 0 0 0 0 0 281,347 FOOD & FACILITIES SANITATION (LUE) 46 0 0 117,800 110,500 3,630,343 3,858,643 3,734,264 PEST MANAGEMENT & ENVIRONMENTAL 9 0 0 4,000 281,115 527,075 812,190 792,135 SERVICES (LUE) EMERGENCY MEDICAL SERVICES (EMS) 0 0 0 0 0 12,430,000 12,430,000 13,080,000 CAROLINA HEALTHCARE SYSTEMS 0 0 0 0 0 0 0 34,065,431 CONTRACT (HLT) PHYSICIANS REACH OUT (CSG) 0 0 0 0 0 250,000 250,000 250,000 CW WILLIAMS - HEALTHCARE FOR 0 0 0 0 0 390,000 390,000 390,000 HOMELESS INITIATIVE (CSG) SENIOR CENTERS - HEALTH & WELLNESS 0 0 0 0 0 244,000 244,000 244,000 (CSG) Women, Infants, Children (HLT) 66 3 4,230,066 3,879 0 31,733 4,265,678 0 Community Support Programs (HLT) 77 0 0 4,170,114 1,316,200 969,857 6,456,171 0 School Health Nurse (HLT) 160 0 0 50,000 5,000 10,927,424 10,982,424 0 HEALTH PLANNING (HLT) 18 0 0 113,229 700 1,435,284 1,549,213 0

Apendix I - Priority Report Federal State Other FY13 Adopted FT PT Revenue Revenue Revenue County Cost Total Cost Budget Priority 1 HEALTH PROMOTION (HLT) 16 0 0 227,972 0 1,319,010 1,546,982 0 CARE RING NURSE FAMILY PARTNERSHIP 0 0 0 0 0 62,500 62,500 0 (CSG) BETHESDA HEALTH CENTER (CSG) 0 0 0 0 0 165,000 165,000 0 Total: 392 3 4,230,066 4,686,994 1,713,515 32,692,226 43,322,801 53,097,177 Priority 1 Total: 450 3 7,114,095 53,116,994 8,275,454 695,433,608 763,940,151 757,099,907

Priority 2 Adult Mental Illness Prevention & Treatment BEHAVIORAL HEALTH CENTER (AMH) 0 0 0 0 0 0 0 11,594,186 ADULT MENTAL HEALTH CONTINUUM 0 0 48,305 6,282,819 0 1,086,889 7,418,013 5,719,059 (MCO) JAIL DIVERSION (MCO) 0 0 0 0 0 178,347 178,347 1,409,850 ADULT MENTAL HEALTH CONTINUUM (PSO) 7 0 0 0 294,708 235,553 530,261 479,281 CARE COORDINATION (MCO) 86 0 5,028,133 13,044 0 577,333 5,618,510 0 COMPLIANCE AND PROGRAM INTEGRITY 3 0 0 0 0 0 0 0 (MCO) BEHAVIORAL HEALTH CARE( MCO) 0 0 0 0 8,846,650 (8,846,650) 0 0 ADMINISTRATIVE AND ADVOCACY SERVICES 9 0 653,701 0 0 95,283 748,984 0 (MCO) Total: 105 0 5,730,139 6,295,863 9,141,358 (6,673,245) 14,494,115 19,202,376 Business Attraction, Retention, and Expansion MWSBE (EDO) 1 0 0 0 0 120,415 120,415 117,054 ECONOMIC DEVELOPMENT (EDO) 1 0 0 0 0 139,864 139,864 136,303 CHARLOTTE REGIONAL PARTNERSHIP (EDO) 0 0 0 0 0 199,034 199,034 199,034 BUSINESS INVESTMENT GRANTS (EDO) 0 0 0 0 0 4,959,873 4,959,873 4,024,719 DEVELOPMENT AGREEMENTS (EDO) 0 0 0 0 0 3,198,040 3,198,040 3,968,040 Total: 2 0 0 0 0 8,617,226 8,617,226 8,445,150 Child Abuse, Neglect Prevention & Protection ADOPTION ASSISTANCE (DSS) 0 0 0 0 0 0 0 0 CHILD PROTECTIVE SERVICES (DSS) 0 0 0 0 0 0 0 0 PERMANENCY PLANNING (DSS) 0 0 0 0 0 0 0 0 CHILDREN'S SERVICES (DSS) 362 0 18,187,318 2,135,786 200,000 16,683,688 37,206,792 33,577,060 Total: 362 0 18,187,318 2,135,786 200,000 16,683,688 37,206,792 33,577,060 Communicable Illness & Disease Prevention/Treatment COMMUNICABLE DISEASE (HLT) 46 0 28,000 480,404 229,000 2,613,512 3,350,916 1,040,667 STD/HIV TRACKING & INVESTIGATIONS (HLT) 0 0 0 0 0 0 0 641,692 BIOTERRORISM PREPAREDNESS (HLT) 0 0 0 0 0 0 0 195,885 Public Health Clinics (HLT) 79 2 1,847,009 302,798 1,591,254 4,289,327 8,030,388 0 Total: 125 2 1,875,009 783,202 1,820,254 6,902,839 11,381,304 1,878,244 Economic/Financial Assistance CHILDCARE SERVICES (DSS) 0 0 30,205,084 14,114,605 0 631,260 44,950,949 46,459,387 MEDICAID RELATED PAYMENTS (DSS) 0 0 0 0 0 3,389,008 3,389,008 3,389,008 PUBLIC ASSISTANCE (DSS) 460 4 16,024,240 596,991 583,711 11,487,751 28,692,693 28,063,826 INDIGENT CARE SUBSIDY (HSP) 0 0 0 0 0 225,000 225,000 225,000 MEDASSIST OF MECKLENBURG (CSG) 0 0 0 0 0 400,000 400,000 400,000 LSSP - CIVIL LEGAL ASSISTANCE (CSG) 0 0 0 0 0 0 0 0 GENERAL ASSISTANCE (DSS) 15 0 9,144,822 106,010 0 3,550,693 12,801,525 9,007,484 CHILD SUPPORT ENFORCEMENT (CSE) 0 0 0 0 0 0 0 0 CHILD SUPPORT ENFORCEMENT (SHF) 2 0 0 0 0 0 0 0 VETERANS CLAIMS PROCESSING & 9 0 0 0 1,452 700,686 702,138 670,459 COUNSELING (CSS) COMMUNITY SOCIAL WORK (DSS) 36 0 1,450,895 110,502 154,000 1,132,467 2,847,864 3,660,350 LSSP - DISABILITY RIGHTS (CSG) 0 0 0 0 0 0 0 0 CHILD SPRT ENFORCEMENT CUSTOMER 101 0 4,628,654 344,280 17,644 1,940,881 6,931,459 6,281,903 SUPPORT AND CASE MGT (CSE) CHARLOTTE-MECKLENBURG HOUSING 0 0 0 0 0 50,000 50,000 0 PARTNERSHIP (CSG) JUNIOR ACHIEVEMENT (CSG) 0 0 0 0 0 20,000 20,000 0 Total: 623 4 61,453,695 15,272,388 756,807 23,527,746 101,010,636 98,157,417 Employee Resource Management UNEMPLOYMENT INSURANCE (HRS) 0 0 0 0 0 1,400,000 1,400,000 1,400,000 EMPLOYEE COMPENSATION (NDP) 0 0 0 0 0 4,800,000 4,800,000 4,374,000

Apendix I - Priority Report Federal State Other FY13 Adopted FT PT Revenue Revenue Revenue County Cost Total Cost Budget Priority 2 401/457b CONTRIBUTION (NDP) 0 0 0 0 0 0 0 2,054,000 RETIREE MEDICAL INSURANCE (HRS) 0 0 0 0 0 10,555,030 10,555,030 10,555,030 EMPLOYEE MARKET ADJUSTMENT (NDP) 0 0 0 0 0 1,500,000 1,500,000 0 COUNTYCARE FITNESS (PRK) 0 0 0 0 0 0 0 0 SAFETY & HEALTH RISK 0 0 0 0 0 0 0 0 MANAGEMENT(MGR) EMPLOYEE LEARNING SERVICES (HRS) 0 0 0 0 0 916,088 916,088 1,080,000 HUMAN RESOURCES (DSS) 0 0 0 0 0 0 0 0 TRAINING (PRK) 0 0 0 0 0 0 0 0 HUMAN RESOURCES (AMH) 0 0 0 0 0 0 0 0 HUMAN RESOURCES (LIB) 0 0 0 0 0 0 0 0 HUMAN RESOURCES (SHF) 9 0 0 0 0 919,863 919,863 827,562 OTHER POST EMPLOYMENT BENEFITS (HRS) 0 0 0 0 0 8,000,000 8,000,000 8,000,000 TRAINING DIVISION - MANDATED (SHF) 11 0 0 0 0 616,919 616,919 593,914 TRAINING DIVISION - NONMANDATED (SHF) 0 0 0 0 0 613,383 613,383 604,057 EMPLOYEE AND ORGANIZATIONAL 23 0 0 0 192,960 2,112,541 2,305,501 1,991,185 DEVELOPMENT (BSA) EMPLOYEE SERVICES CENTER (BSA) 6 0 0 0 0 386,523 386,523 405,669 HUMAN RESOURCE MANAGEMENT (BSA) 34 0 0 0 0 3,856,973 3,856,973 3,142,486 Total: 83 0 0 0 192,960 35,677,320 35,870,280 35,027,903 Financial Management/Fiscal Control ADMINISTRATIVE SUPPORT (MGR) 4 0 0 0 0 356,831 356,831 267,245 FINANCIAL REPORTING (FIN) 5 0 0 0 0 652,231 652,231 719,363 ENFORCED COLLECTIONS (TAX) 19 2 0 0 145,000 2,843,055 2,988,055 3,117,105 SENIOR ADMINISTRATION (MCO) 0 0 0 1,182,471 0 0 1,182,471 643,566 UTILIZATION MANAGEMENT (MCO) 29 0 1,906,872 626,620 0 0 2,533,492 3,075,240 CONTRACTED LOBBYING (MGR) 0 0 0 0 0 100,000 100,000 100,000 CAPITAL & DEBT (FIN) 3 0 0 0 0 229,097 229,097 227,754 ACCOUNTING (FIN) 21 0 0 0 0 5,652,898 5,652,898 5,990,400 INVESTMENT ADMINISTRATION (FIN) 1 0 0 0 0 125,388 125,388 122,416 BUSINESS TAX (TAX) 19 0 0 0 2,176,169 43,142 2,219,311 2,142,912 TAX SUPPORT SERVICES (TAX) 15 0 0 0 105,495 1,257,246 1,362,741 1,405,998 AUDIT (AUD) 10 0 0 0 0 1,043,333 1,043,333 1,017,611 ADMINISTRATION & FISCAL MANAGEMENT 14 0 0 0 0 1,522,523 1,522,523 1,307,876 (LIB) FRAUD (DSS) 11 0 489,694 0 0 218,879 708,573 742,424 INMATE FINANCE & SUPPORT (SHF) 35 0 0 0 0 1,989,278 1,989,278 1,931,334 PROCUREMENT (JCC) 0 0 0 0 0 745,452 745,452 728,456 REVENUES (NDP) 0 0 0 0 3,270,293 (3,270,293) 0 0 COMMISSIONERS (COM) 9 0 0 0 0 411,602 411,602 388,656 UNRESTRICTED CONTINGENCY (NDP) 0 0 0 0 0 125,000 125,000 125,000 ABC PROFIT DISTRIBUTION 0 0 0 0 0 332,000 332,000 332,000 ASSOCIATION DUES (NDP) 0 0 0 0 0 293,086 293,086 293,086 SENIOR ADMINISTRATION (MGR) 6 0 0 0 0 1,506,089 1,506,089 1,201,100 ADMINISTRATIVE SUPPORT (MGR) 10 0 0 0 0 835,482 835,482 898,590 ADMINISTRATIVE SUPPORT (MCO) 0 0 0 3,322,698 0 0 3,322,698 275,624 FISCAL ADMINISTRATION (MCO) 25 0 1,972,036 267,037 0 0 2,239,073 0 PROGRAM REVIEW & STUDIES (OMB) 0 0 0 0 0 100,000 100,000 75,000 QUALITY IMPROVEMENT (MCO) 15 0 1,005,742 334,076 8,000 0 1,347,818 1,031,689 MANAGEMENT & BUDGET SERVICES (MGR) 11 0 0 0 0 1,217,938 1,217,938 1,192,121 QUALITY IMPROVEMENT (DSS) 31 0 507,996 0 0 1,984,605 2,492,601 3,137,835 HUMAN SERVICES FINANCE DIVISION (FIN) 80 0 0 0 0 6,121,476 6,121,476 5,756,667 CHILD SUPPORT ENFORCEMENT 4 0 269,043 43,035 0 105,362 417,440 407,641 ADMINISTRATION (CSE) PSO ADMINISTRATION (PSO) 16 0 0 0 3,500 1,593,226 1,596,726 1,484,036 HEALTH DEPARTMENT TRANSITION (HLT) 0 0 0 0 0 0 0 1,995,000 HEALTH TRANSITION (BSA) 0 0 0 0 0 0 0 678,899 SENIOR ADMINISTRATION (CAO) 2 0 0 0 0 356,245 356,245 0 ADMINISTRATIVE SUPPORT (CAO) 7 0 0 0 0 808,902 808,902 0 MECKLINK (MCO) 0 0 0 0 0 17,693,300 17,693,300 0 CSS ADMINISTRATION (CSS) 5 0 0 0 0 588,066 588,066 398,217 SENIOR ADMINISTRATION (DSS) 1 0 643,012 0 0 22,277 665,289 2,730,438 ADMINISTRATIVE SUPPORT (DSS) 8 0 219,100 0 0 409,536 628,636 483,929 FISCAL ADMINISTRATION (DSS) 0 0 0 0 0 0 0 0 SENIOR ADMINISTRATION (FIN) 3 0 0 0 0 515,203 515,203 504,021 ADMINISTRATIVE SUPPORT (FIN) 2 0 0 0 0 124,591 124,591 122,546 SENIOR ADMINISTRATION (HLT) 2 0 0 0 0 639,933 639,933 400,797

Apendix I - Priority Report Federal State Other FY13 Adopted FT PT Revenue Revenue Revenue County Cost Total Cost Budget Priority 2 ADMINISTRATIVE SUPPORT (HLT) 1 0 0 265,272 560,000 366,850 1,192,122 248,322 FISCAL ADMINISTRATION (HLT) 0 0 0 0 0 0 0 0 ADMINISTRATIVE SUPPORT (HRS) 0 0 0 0 0 400,000 400,000 400,000 SENIOR ADMINISTRATION (LUE) 1 0 0 0 172,480 18,377 190,857 210,667 ADMINISTRATIVE SUPPORT (LUE) 8 0 0 0 674,569 139,235 813,804 752,682 FISCAL ADMINISTRATION (LUE) 9 1 0 0 707,839 23,156 730,995 673,325 SENIOR ADMINISTRATION (PRK) 2 0 0 0 0 429,309 429,309 394,471 ADMINISTRATIVE SUPPORT (PRK) 2 0 0 0 0 345,422 345,422 387,624 FISCAL ADMINISTRATION (PRK) 6 0 0 0 0 553,835 553,835 535,284 SENIOR ADMINISTRATION (REG) 2 0 0 0 0 344,628 344,628 300,877 ADMINISTRATIVE SUPPORT (REG) 1 0 0 0 0 92,643 92,643 87,123 FISCAL ADMINISTRATION (REG) 2 0 0 0 0 121,766 121,766 114,902 SENIOR ADMINISTRATION (SHF) 3 0 0 0 50,000 597,873 647,873 479,930 ADMINISTRATIVE SUPPORT (SHF) 4 0 0 0 0 395,952 395,952 367,577 FISCAL ADMINISTRATION (SHF) 15 0 0 0 0 1,153,767 1,153,767 1,102,768 SENIOR ADMINISTRATION (TAX) 1 0 0 0 0 152,952 152,952 147,335 PROVIDERS OPERATIONS (MCO) 29 0 2,225,581 353,770 0 0 2,579,351 1,520,839 RESEARCH & PLANNING (SHF) 2 0 0 0 0 146,777 146,777 133,661 MEDICAID WAIVER (MCO) 0 0 187,358,375 0 0 (468,973) 186,889,402 0 ADMINISTRATIVE SUPPORT (BSA) 6 0 0 0 0 456,689 456,689 848,778 BUSINESS AND FINANCIAL MANAGEMENT 15 0 0 0 0 2,450,818 2,450,818 1,692,807 (BSA) SENIOR ADMINISTRATION (BSA) 1 0 0 0 0 201,496 201,496 194,259 ADMINISTRATION (MCO) 12 0 4,229,835 0 0 0 4,229,835 0 Total: 546 3 200,827,286 6,394,979 7,873,345 57,215,551 272,311,161 58,045,823 IT Resource Mgmt INFORMATION SYSTEM (CAO) 5 0 0 0 0 1,363,279 1,363,279 0 TELEPHONE AND NETWORK 0 0 0 0 0 2,635,109 2,635,109 0 INFRASTRUCTURE INFORMATION TECHNOLOGY SUPPORT 0 0 0 0 0 0 0 495,321 (AMH) GIS APPLICATIONS (GIS) 8 0 0 0 0 1,056,166 1,056,166 1,341,909 INFORMATION SERVICES DIVISION (SHF) 2 0 0 0 0 822,294 822,294 803,797 TECHNOLOGY RESERVE (NDP) 0 0 0 0 6,500,000 0 6,500,000 6,500,000 IT RESOURCE MANAGEMENT (LIB) 4 0 0 0 0 841,451 841,451 836,031 IT RESOURCE MANAGEMENT (DSS) 0 0 225,806 0 0 767,415 993,221 1,023,221 IT RESOURCE MANAGEMENT (PRK) 2 0 0 0 0 456,905 456,905 454,866 IT RESOURCE MANAGEMENT (SHF) 11 0 0 0 0 992,274 992,274 792,214 APPLICATIONS AND DATABASES (BSA) 42 0 0 0 0 4,459,961 4,459,961 4,629,715 IT BUSINESS ANALYSIS (BSA) 20 0 0 0 0 896,488 896,488 534,945 IT CUSTOMER SUPPORT CENTER (BSA) 36 0 0 0 0 2,534,351 2,534,351 2,302,085 IT NETWORKS, SERVERS, AND 43 0 0 0 0 8,222,241 8,222,241 6,923,627 TELECOMMUNICATIONS (BSA) IT PROJECT MANAGEMENT (BSA) 12 0 0 0 0 1,419,189 1,419,189 1,340,570 IT SECURITY SERVICES (BSA) 5 0 0 0 0 749,591 749,591 769,107 Total: 190 0 225,806 0 6,500,000 27,216,714 33,942,520 28,747,408 Land, Property, & Records Management VITAL RECORDS (HLT) 0 0 0 0 0 0 0 570,172 RECORDS RESEARCH & ASSISTANCE (REG) 9 0 0 0 230,000 666,661 896,661 887,325 REAL PROPERTY RECORDINGS & 18 0 0 0 174,000 1,132,483 1,306,483 1,027,860 DOCUMENTATION (REG) VITAL & MISCELLANEOUS RECORDS (REG) 6 0 0 0 0 365,463 365,463 479,662 LAND RECORDS (GIS) 17 0 0 0 0 1,146,767 1,146,767 1,022,823 PERSONAL PROPERTY (LUE) 0 0 0 0 0 0 0 0 REAL ESTATE APPRAISAL (LUE) 0 0 0 0 0 0 0 0 RECORD & MAIL SERVICES (DSS) 0 0 349,020 0 0 1,396,077 1,745,097 1,358,525 PROPERTY DISCOVERIES (NDP) 0 0 0 0 0 1,250,000 1,250,000 1,100,000 PROPERTY ASSESSMENT (CAO) 0 0 0 0 0 0 0 7,558,105 STORM WATER DATABASE MAINTENANCE 9 0 0 0 751,165 0 751,165 0 (GIS) BUSINESS PERSONAL PROPERTY AUDIT 3 0 0 0 0 267,809 267,809 0 (CAO) PROPERTY ASSESSMENT SERVICES (CAO) 34 0 0 0 0 2,232,288 2,232,288 0 REAL PROPERTY VALUATION (CAO) 44 0 0 0 0 4,995,212 4,995,212 0 MAPPING AND PROJECT SERVICES (GIS) 7 0 0 0 825,035 688,664 1,513,699 1,199,443 Patient Services And Planning (Hlt) 63 0 0 0 1,058,191 2,849,531 3,907,722 0 Total: 210 0 349,020 0 3,038,391 16,990,955 20,378,366 15,203,915

Apendix I - Priority Report Federal State Other FY13 Adopted FT PT Revenue Revenue Revenue County Cost Total Cost Budget Priority 2 Legal Counsel ATTORNEY (MGR) 6 1 0 0 0 1,699,972 1,699,972 1,526,714 LEGAL SERVICES (DSS) 12 0 167,068 0 0 1,176,824 1,343,892 1,313,897 LEGAL SERVICES (SHF) 2 0 0 0 0 287,755 287,755 152,683 ATTORNEY (TAX) 0 0 0 0 0 380,000 380,000 320,000 Total: 20 1 167,068 0 0 3,544,551 3,711,619 3,313,294 Property/Asset Management and Maintenance FACILITY MANAGEMENT (SHF) 0 0 0 0 0 6,855,361 6,855,361 6,996,182 FACILITIES MANAGEMENT (AMH) 0 0 0 0 0 0 0 499,943 FACILITIES MANAGEMENT (LIB) 0 0 0 0 0 0 0 0 FACILITIES MANAGEMENT (DSS) 0 0 293,152 0 0 1,164,462 1,457,614 1,456,018 CAPITAL RESERVE (NDP) 0 0 0 0 10,500,000 0 10,500,000 7,500,000 VEHICLE RESERVE (NDP) 0 0 0 0 2,000,000 0 2,000,000 1,100,000 CORPORATE FLEET MANAGEMENT (BSA) 1 0 0 0 0 369,876 369,876 354,854 FACILITY SECURITY (BSA) 1 0 0 0 0 2,131,843 2,131,843 1,428,758 COURIER SERVICES (BSA) 2 0 0 0 0 216,584 216,584 371,539 DESIGN AND CONSTRUCTION PROJECT 11 0 0 0 0 748,686 748,686 618,018 MANAGEMENT(BSA) FACILITY MANAGEMENT AND 7 0 0 0 218,589 15,563,514 15,782,103 11,258,657 MAINTENANCE (BSA) REAL ESTATE MANAGEMENT (BSA) 3 0 0 0 36,640 610,223 646,863 473,440 SPIRIT SQUARE/FACILITY MAINTENANCE 0 0 0 0 0 750,000 750,000 750,000 (BSA) Total: 25 0 293,152 0 12,755,229 28,410,549 41,458,930 32,807,409 Public and Employee Communications PUBLIC INFORMATION (PRK) 0 0 0 0 0 0 0 0 PUBLIC INFORMATION (LIB) 4 0 0 0 0 344,082 344,082 333,178 311 CALL CENTER (JCC) 0 0 0 0 0 2,527,520 2,527,520 2,438,152 CHS COMMUNICATIONS (DSS) 0 0 0 0 0 0 0 0 GME COMMUNICATIONS (LUE) 0 0 0 0 0 0 0 250,854 SC COMMUNICATIONS (LUE) 0 0 0 0 373,250 0 373,250 0 VOTER EDUCATION OUTREACH (ELE) 6 0 0 0 199,598 646,481 846,079 1,134,879 PUBLIC INFORMATION (BSA) 10 0 0 0 0 1,140,039 1,140,039 1,035,072 VIDEO SERVICES (BSA) 2 0 0 0 0 177,990 177,990 176,048 WEB SERVICES (BSA) 5 0 0 0 0 610,791 610,791 430,719 Total: 27 0 0 0 572,848 5,446,903 6,019,751 5,798,902 Priority 2 Total: 2,318 9 289,108,493 30,882,218 42,851,192 223,560,797 586,402,700 340,204,901

Priority 3 Child & Adolescent Mental Health Services CHILD DEVELOPMENT - COMMUNITY 8 1 0 0 0 739,666 739,666 801,077 POLICING (PSO) CHILD & ADOLESCENT MENTAL HEALTH 0 0 88,308 0 0 2,776,935 2,865,243 9,690,615 CONTINUUM (MCO) EVALUATIONS (MCO) 5 0 0 2,500 0 543,610 546,110 266,777 Total: 13 1 88,308 2,500 0 4,060,211 4,151,019 10,758,469 Detention Facilities DETENTION SERVICES (SHF) 900 0 200,000 0 22,922,183 53,146,646 76,268,829 75,233,192 JUVENILE OUT OF COUNTY HOUSING (SHF) 0 0 0 0 0 0 0 0 REHABILITATION SERVICES (SHF) 23 0 0 0 0 2,116,307 2,116,307 2,001,585 WORK RELEASE & RESTITUTION CENTER 27 0 0 0 135,000 2,152,402 2,287,402 2,125,822 (SHF) Total: 950 0 200,000 0 23,057,183 57,415,355 80,672,538 79,360,599 Domestic/intimate Partner Violence Prevention & Protection DV ENFORCEMENT & EDUCATION (SHF) 9 0 0 0 0 714,395 714,395 720,473 DV SERVICES (DSS) 0 0 0 0 0 63,339 63,339 61,372 DV VICTIM SERVICES (CSS) 0 0 0 0 0 0 0 0 NOVA (CSS) 6 0 0 0 90,000 559,135 649,135 617,443 DV ADULT VICTIM SERVICES (CSS) 15 1 0 0 6,400 2,053,849 2,060,249 2,130,755 DV CHILDREN SERVICES (CSS) 7 0 0 0 0 633,822 633,822 546,391 Total: 37 1 0 0 96,400 4,024,540 4,120,940 4,076,434 Environmental Services_Water GROUND WATER QUALITY (LUE) 13 0 0 19,591 280,050 962,779 1,262,420 1,290,797 SURFACE WATER QUALITY (LUE) 0 0 0 0 0 0 0 8,314,612 LAKE NORMAN MARINE COMMISSION (LUE) 0 0 0 0 2,077 0 2,077 2,077

Apendix I - Priority Report Federal State Other FY13 Adopted FT PT Revenue Revenue Revenue County Cost Total Cost Budget Priority 3 MT ISLAND LAKE MARINE COMMISSION 0 0 0 0 1,156 0 1,156 1,156 (LUE) LAKE WYLIE MARINE COMMISSION (LUE) 0 0 0 0 1,325 0 1,325 1,325 LAND DEVELOPMENT (LUE) 7 1 0 0 791,305 105,940 897,245 579,296 SURFACE WATER QUALITY AND FLOOD 60 1 0 0 14,606,921 0 14,606,921 0 HAZARD MITIGATION Total: 80 2 0 19,591 15,682,834 1,068,719 16,771,144 10,189,263 Homelessness Services HOMELESS SUPPORT OUTREACH & 5 0 0 0 0 326,943 326,943 315,356 PARTNERSHIPS (CSS) HOMELESS RESOURCE SERVICES (CSS) 4 0 0 0 0 1,502,518 1,502,518 1,488,364 HOMELESS HOUSING SERVICES MOORE 5 0 0 0 0 351,904 351,904 339,078 PLACE (CSS) SHELTER PLUS CARE SERVICES (CSS) 2 0 0 0 0 150,885 150,885 154,330 FREQUENT USER SERVICE ENHANCEMENT 0 0 0 0 0 2,262,500 2,262,500 0 (CSS) Total: 16 0 0 0 0 4,594,750 4,594,750 2,297,128 Intellectual & Developmental Disabilities CHILDREN'S DEVELOPMENTAL SERVICES 96 1 0 2,549,575 1,648,246 3,593,013 7,790,834 7,685,494 (PSO) INTELLECTUAL AND DEVELOPMENT 0 0 0 7,258,249 0 2,125,965 9,384,214 9,454,196 DISABILITIES CONTINUUM (MCO) HEALTH CALL CENTER (MCO) 26 0 1,810,527 481,581 0 0 2,292,108 0 Total: 122 1 1,810,527 10,289,405 1,648,246 5,718,978 19,467,156 17,139,690 Library Services INMATE LIBRARY SERVICE (SHF) 4 0 0 0 0 266,629 266,629 280,133 PUBLIC LIBRARY SERVICES (LIB) 281 9 0 0 0 22,072,995 22,072,995 21,355,362 IMAGINON (LIB) 22 1 0 0 0 1,582,621 1,582,621 1,725,892 Total: 307 9 0 0 0 23,922,245 23,922,245 23,361,387 Substance Abuse Prevention & Treatment SUBSTANCE ABUSE PREVENTION SERVICES 0 0 413,968 0 0 274,011 687,979 548,022 (MCO) ADULT SUBSTANCE TREATMENT 0 0 2,277,765 3,374,932 0 1,613,900 7,266,597 7,114,292 CONTINUUM (MCO) YOUTH SUBSTANCE ABUSE TREATMENT 0 0 293,607 102,253 0 43,350 439,210 430,335 CONTINUUM (MCO) ADULT SUBSTANCE ABUSE TREATMENT 70 7 0 286,266 948,993 4,208,199 5,443,458 5,288,306 CONTINUUM (PSO) Total: 70 7 2,985,340 3,763,451 948,993 6,139,460 13,837,244 13,380,955 Tourism CRVA-CIAA TOURNAMENT (EDO) 0 0 0 0 0 200,000 200,000 200,000 US NATIONAL WHITEWATER (EDO) 0 0 0 0 0 1,000,000 1,000,000 1,000,000 ACC FOOTBALL CHAMPIONSHIP (EDO) 0 0 0 0 0 250,000 250,000 250,000 Total: 0 0 0 0 0 1,450,000 1,450,000 1,450,000 Priority 3 Total: 1,595 21 5,084,175 14,074,947 41,433,656 108,394,258 168,987,036 162,013,925

Priority 4 Adult Abuse, Neglect Prevention & Protection ADULT SERVICES (DSS) 49 1 1,337,371 117,258 0 2,981,070 4,435,699 4,057,043 Total: 49 1 1,337,371 117,258 0 2,981,070 4,435,699 4,057,043 Criminal Justice Coordination CRIMINAL JUSTICE PLANNING (CJS) 4 0 60,834 274,191 0 601,526 936,551 1,076,828 GENERAL COURT MANDATED (CJS) 0 0 0 0 116,000 55,635 171,635 184,830 COURT CHILD CARE (CJS) 0 0 0 0 0 212,250 212,250 176,986 DISTRICT ATTORNEY'S OFFICE (CJS) 4 0 0 0 0 1,916,926 1,916,926 1,819,159 FELONY DRUG TEAM (CJS) 0 0 0 0 66,391 37,609 104,000 104,000 DISTRICT COURT SET (CJS) 0 0 0 0 0 425,812 425,812 417,407 FINE COLLECTIONS/POST JUDGMENT 3 0 0 0 0 289,852 289,852 281,601 SERVICES CENTER (CJS) PUBLIC DEFENDER'S OFFICE (CJS) 0 0 0 0 0 639,185 639,185 568,544 DRUG TREATMENT COURT (CJS) 15 0 0 0 0 1,077,711 1,077,711 1,113,179 STRUCTURED DAY SERVICE (CJS) 0 0 0 0 0 0 0 0 PRETRIAL RELEASE SERVICE (CJS) 20 0 0 0 13,750 1,526,265 1,540,015 2,046,753 JURY MANAGEMENT (CJS) 0 0 0 0 0 85,800 85,800 62,118 CRIMINAL FELONY ADMINISTRATION (CJS) 0 0 0 0 0 405,419 405,419 456,981 SUPERIOR COURT SET (CJS) 0 0 0 0 0 790,100 790,100 780,167

Apendix I - Priority Report Federal State Other FY13 Adopted FT PT Revenue Revenue Revenue County Cost Total Cost Budget Priority 4 CHILD SUPPORT COURT SERVICES (CSE) 3 0 284,561 43,035 0 121,308 448,904 431,153 Total: 49 0 345,395 317,226 196,141 8,185,398 9,044,160 9,519,706 Environmental Services_AIR AIR QUALITY (LUE) 21 1 0 517,719 1,124,651 0 1,642,370 2,078,670 Total: 21 1 0 517,719 1,124,651 0 1,642,370 2,078,670 Greenway Development & Management GREENWAYS PLANNING (PRK) 0 0 0 0 0 0 0 0 GREENWAY MAINTENANCE (PRK) 0 0 0 0 0 0 0 0 Total: 0 0 0 0 0 0 0 0 Park, Fields & Recreation Centers PARK OPERATIONS (PRK) 95 0 0 0 606,000 8,173,671 8,779,671 11,805,469 PARK REPAIR AND MAINTENANCE (PRK) 28 0 0 0 0 3,933,247 3,933,247 4,091,905 PARK FACILITY PLANNING SERVICE (PRK) 4 0 0 0 0 439,013 439,013 295,977 RECREATION CENTER MAINTENANCE (PRK) 0 0 0 0 0 0 0 0 HORTICULTURE & LANDSCAPING (PRK) 0 0 0 0 0 0 0 0 TURF & IRRIGATION (PRK) 0 0 0 0 0 0 0 0 Total: 127 0 0 0 606,000 12,545,931 13,151,931 16,193,351 Public Safety & Security LESD (NDP) 0 0 0 0 13,119,422 680,000 13,799,422 13,147,196 REGISTRATION DIVISION (SHF) 12 0 0 0 100,000 580,785 680,785 668,725 COURT SECURITY (SHF) 102 0 0 0 0 6,954,061 6,954,061 6,763,580 FIELD OPERATIONS (SHF) 107 0 0 7,500 3,072,438 6,682,445 9,762,383 9,635,698 SAFETY & SECURITY (LIB) 0 0 0 0 0 0 0 0 FIRE SERVICE DISTRICT (JCC) 0 0 0 0 3,635,500 0 3,635,500 3,296,101 Total: 221 0 0 7,500 19,927,360 14,897,291 34,832,151 33,511,300 Recreation & Leisure Programs SPECIAL FACILITIES (PRK) 0 0 0 0 90,701 99,081 189,782 189,782 RECREATION PROGRAMMING (PRK) 64 0 0 0 809,550 5,605,630 6,415,180 6,283,739 THERAPEUTIC RECREATION (PRK) 8 0 0 0 114,000 727,526 841,526 845,320 4-H/COOPERATIVE EXTENSION (PRK) 0 0 0 0 0 0 0 0 Total: 72 0 0 0 1,014,251 6,432,237 7,446,488 7,318,841 Priority 4 Total: 539 2 1,682,766 959,703 22,868,403 45,041,927 70,552,799 72,678,911

Priority 5 Aging In Place Services IN-HOME AIDE (DSS) 0 0 0 0 0 0 0 0 ADULT SOCIAL WORK (DSS) 0 0 0 0 0 0 0 0 CHAR-MECK COUNCIL ON AGING (CSG) 0 0 0 0 0 0 0 30,000 SENIOR CITIZENS NUTRITION PROGRAM 28 1 722,247 107,252 113,600 1,806,973 2,750,072 2,931,922 (DSS) SENIOR CENTERS (CSG) 0 0 0 0 0 0 0 0 MAINTAINING INDEPENDENCE SERVICES 4 0 1,578,040 1,577,675 2,500 1,477,332 4,635,547 4,603,035 (DSS) LEVINE JEWISH COMMUNITY CENTER (CSG) 0 0 0 0 0 50,000 50,000 0 LEVINE SENIOR CENTERS (CSG) 0 0 0 0 0 65,000 65,000 65,000 Total: 32 1 2,300,287 1,684,927 116,100 3,399,305 7,500,619 7,629,957 Aquatic Services INDOOR POOLS (PRK) 14 0 0 0 1,453,299 808,095 2,261,394 2,238,187 OUTDOOR POOLS (PRK) 0 0 0 0 0 215,550 215,550 215,550 Total: 14 0 0 0 1,453,299 1,023,645 2,476,944 2,453,737 Athletic Services ATHLETIC SERVICES (PRK) 6 0 0 0 1,029,000 (57,395) 971,605 954,348 Total: 6 0 0 0 1,029,000 (57,395) 971,605 954,348 Environmental Services Land NATURE PRESERVES & NATURAL 36 0 0 0 192,500 2,705,967 2,898,467 2,860,898 RESOURCES (PRK) SOLID WASTE DISPOSAL (LUE) 0 0 0 0 0 0 0 6,563,490 WASTE REDUCTION (LUE) 0 0 0 0 0 0 0 7,772,633 YARD WASTE (LUE) 0 0 0 0 0 0 0 2,396,365 ZONING CODE ENFORCEMENT (LUE) 0 0 0 0 105,000 0 105,000 113,000 SOLID WASTE SERVICES (LUE) 68 0 0 1,654,442 13,669,420 0 15,323,862 0 Total: 104 0 0 1,654,442 13,966,920 2,705,967 18,327,329 19,706,386

Apendix I - Priority Report Federal State Other FY13 Adopted FT PT Revenue Revenue Revenue County Cost Total Cost Budget Priority 5 Regulatory Processes & Building Safety FLOOD HAZARD MITIGATION (LUE) 0 0 0 0 0 0 0 6,198,567 CODE ENFORCEMENT (LUE) 175 0 0 0 19,696,866 0 19,696,866 16,207,690 FIRE MARSHAL (LUE) 1 0 0 0 0 124,453 124,453 122,268 Total: 176 0 0 0 19,696,866 124,453 19,821,319 22,528,525 Priority 5 Total: 332 1 2,300,287 3,339,369 36,262,185 7,195,975 49,097,816 53,272,953

Priority 6 Historic Preservation CHARLOTTE-MECKLENBURG HISTORIC 0 2 0 0 75,000 155,465 230,465 190,711 PRESERVATION(HLC) Total: 0 2 0 0 75,000 155,465 230,465 190,711 Land Quality HORTICULTURE/COOPERATIVE EXTENSION 0 0 0 0 0 0 0 0 (PRK) Total: 0 0 0 0 0 0 0 0 Morgue & Medical Examiner MEDICAL EXAMINER (MED) 13 0 0 564,122 33,535 974,647 1,572,304 1,585,344 Total: 13 0 0 564,122 33,535 974,647 1,572,304 1,585,344 Recreation & Leisure Programs COOPERATIVE EXTENSION SERVICES (PRK) 0 0 0 0 13,500 188,943 202,443 202,443 Total: 0 0 0 0 13,500 188,943 202,443 202,443 Regional Planning CENTRALINA COUNCIL OF GOVERNMENTS 0 0 0 0 0 251,530 251,530 251,530 (NDP) Total: 0 0 0 0 0 251,530 251,530 251,530 Transportation CHARLOTTE AREA TRANSIT SYSTEM (FIN) 0 0 0 35,100,000 0 0 35,100,000 34,000,000 MEDICAID TRANSPORTATION (DSS) 0 0 3,230,749 1,243,583 0 25,668 4,500,000 4,500,000 MECKLENBURG TRANSPORT (DSS) 33 1 533,769 831,976 330,100 989,267 2,685,112 3,056,765 Total: 33 1 3,764,518 37,175,559 330,100 1,014,935 42,285,112 41,556,765 Voting Services VOTER REGISTRATION & MAINTENANCE 8 0 0 0 506,877 636,681 1,143,558 1,086,830 (ELE) EARLY & ABSENTEE VOTING (ELE) 0 0 0 0 0 438,001 438,001 393,000 PRIMARY & GENERAL ELECTIONS (ELE) 4 0 0 0 1,033,674 590,103 1,623,777 1,133,425 DISTRICT & PRECINCT (ELE) 3 0 0 0 0 283,457 283,457 402,020 ELECTIONS (ELE) 0 0 0 0 0 0 0 0 Total: 15 0 0 0 1,540,551 1,948,242 3,488,793 3,015,275 Priority 6 Total: 61 3 3,764,518 37,739,681 1,992,686 4,533,762 48,030,647 46,802,068

Priority 7 Advisory Committee Mgmt/Citizen Participation CITIZEN INVOLVEMENT OUTREACH (MGR) 1 0 0 0 0 142,690 142,690 138,713 Total: 1 0 0 0 0 142,690 142,690 138,713 Financial Planning HOUSING GRANTS & INDIV DEV ACCNTS 0 0 0 0 0 0 0 0 (DSS) Total: 0 0 0 0 0 0 0 0 Partnerships/Underwriting Development FUND DEVELOPMENT (LIB) 2 0 0 0 0 131,659 131,659 131,054 GRANT DEVELOPMENT (FIN) 1 0 0 0 0 147,574 147,574 146,711 VOLUNTEER COORDINATION (PRK) 3 0 0 0 0 543,986 543,986 189,616 Total: 6 0 0 0 0 823,219 823,219 467,381 Personal Injury Prevention & Protection LAKE NORMAN MARINE COMMISSION 0 0 0 0 0 21,584 21,584 21,584 (NDP) LAKE WYLIE MARINE COMMISSION (NDP) 0 0 0 0 0 23,675 23,675 23,675 MT ISLAND LAKE MARINE COMMISSION 0 0 0 0 0 21,884 21,884 21,884 (NDP) Total: 0 0 0 0 0 67,143 67,143 67,143 Priority 7 Total: 7 0 0 0 0 1,033,052 1,033,052 673,237

GRAND TOTAL: 5,302 37 309,054,334 140,112,912 153,683,576 1,085,193,379 1,688,044,201 1,432,745,902

Apendix I - Priority Report

Strategic Agenda of the Mecklenburg Board of County Commissioners

Quality of Life & Cost of Living Economic Development

High-Performing Organization Human Services Strategic Planning

Board of County Commissioners Vision for the Community: To be a community of pride and choice for people to LIVE, WORK and RECREATE

Our Purpose (Mecklenburg County Government Mission): To serve Mecklenburg County residents by helping improve their lives and community

Our Standard (Mecklenburg County Government Vision): To be the best local government service provider

Appendix II -Strategic Agenda

Executive Summary

In August 2013, the Mecklenburg Board of County Commissioners began a planning process to adopt a STRATEGIC AGENDA for January 2014 to June 2015. The purpose of the Board’s Strategic Agenda is to identify the key goals the Board plans to accomplish within this 18-month period. Although many Board accomplishments will occur during the next 18 months, the Board’s Strategic Agenda focuses on the goals that are most urgent to achieve during this time.

The Board’s Strategic Agenda was developed using input from Board members, the public, County department leaders and other County employees. At its November 12, 2013 workshop, the Board used this input to identify key themes for its Strategic Agenda. After the Board’s workshop, County department directors met to identify proposed goals and objectives in support of the Board's key themes.

The Board’s Strategic Agenda is composed of four key themes:  Economic Development  High-Performing Organization  Quality of Life & Cost of Living  Human Services Strategic Planning

Within ECONOMIC DEVELOPMENT, the Board’s 18-month objective is to re-invigorate the County’s economic development approach. To do this, the Board will develop an economic development strategic plan that focuses on public and private partnerships to stimulate job growth and more commercial/business development.

The Board also will build on the strong performance of the County organization and its talented employees. To ensure the County remains a HIGH-PERFORMING ORGANIZATION, the Board, management and staff will increase efforts to improve the quality and efficiency of services and be accountable for results.

Overall, Mecklenburg County offers a strong QUALITY OF LIFE at a good COST OF LIVING. However, there are many areas of the community where residents are not enjoying the same quality of life, and where the cost of living is challenging. Therefore, the Board will focus efforts to improve the quality of life in neighborhoods throughout the County, particularly in education, household income and public health.

Providing human services is a core function of Mecklenburg County government. This area includes services for public health, mental health, substance abuse, developmental disabilities, child support enforcement, adult and child protective services, support services for veterans, women and seniors, and other public assistance. Because these services span significant and complex human challenges within our community, the Board will engage in HUMAN SERVICES STRATEGIC PLANNING.

On January 16, 2014 the Board approved its Strategic Agenda. The Board’s Strategic Agenda contains proposed 2020 goals, 18-month objectives, strategies and action steps. Also included are pertinent connections to the Board’s Community & Corporate Scorecard and the current performance related to 2020 Scorecard goals.

Appendix II -Strategic Agenda 1

Guide to the Document

In addition to the Executive Summary above, this document is divided into sections for each of the four themes comprising the Board’s Strategic Agenda. Each section contains an overview, summary of details, and relevant performance information from Mecklenburg County’s Community & Corporate Scorecard. Background on the Scorecard and Mecklenburg County’s performance management system is provided below. Finally, the document also contains appendices that provide supporting data and information related to one or more of the Strategic Agenda themes.

Economic Development page 3 High-performing Organization page 8 Quality of Life & Cost of Living page 12 Human Services Strategic Planning page 16 Appendices page 20

Mecklenburg County Performance Management and the Community & Corporate Scorecard

In May 2001, the Mecklenburg Board of County Commissioners adopted a vision for the community summarized by the following statement: In 2015, Mecklenburg County will be a community of pride and choice for people to LIVE, WORK and RECREATE.

In November 2011, the Board reaffirmed this vision with the updated statement: In 2020, Mecklenburg County will be a community of pride and choice for people to LIVE, WORK and RECREATE.

The key elements of this community vision are grouped into four FOCUS AREAS as follows:  Community Health & Safety  Sustainable Community  Social, Education & Economic Opportunity  Effective & Efficient Government

The Board adopted 2020 goals for each Focus Area, and Mecklenburg County’s programs and services are directed toward achieving these goals. Since 2001, the County has used a performance management tool called the BALANCED SCORECARD to set goals and strategies for programs and services in support of the Board’s vision. In addition, the County’s Balanced Scorecard – called the MECKLENBURG COUNTY COMMUNITY & CORPORATE SCORECARD – provides a consistent method of ensuring accountability for performance. Scorecard performance is reported to the Board and Mecklenburg residents at least annually, using “traffic light” symbols as a visual for gauging progress toward the goals, as follows: Positive Performance (2020 goal achieved) Mixed Results (2020 goal is reachable but not yet achieved) Reason for Concern (Performance is well short of 2020 goal)

Appendix II -Strategic Agenda 2

Economic Development

Appendix II -Strategic Agenda 3

Economic Development Overview

Although our local economy has improved, we still need further economic development in Mecklenburg County. Economic development means:  Greater employment opportunities  Private development of land and buildings, particularly commercial and business property  Local government services that support local small businesses, job growth and property development

Why economic development matters Sixteen percent, or 151,000, of Mecklenburg County residents live in poverty. The County provides some form of public assistance to 223,512 residents, of whom 121,000 are between the ages of 0-18.

Although the overall unemployment rate is improving, unemployment and poverty is increasing within segments of our community, especially among minorities and those without a high school diploma. Unemployment and poverty contribute greatly to community problems such as homelessness, substance abuse, child neglect and abuse, mental illness, crime, obesity and other health problems.

Over the past year, new job growth has barely kept pace with the number of people who have moved to Mecklenburg County looking for work. We need more jobs, but we also need businesses to invest in new development of land and buildings. The development of land and buildings increases the value of taxable commercial/business real estate property, which reduces the tax burden on homeowners.

What we want to achieve (our 2020 goals)  An unemployment rate of 5% or lower. In 2007, prior to the recession, the unemployment rate was 4.6%.  Increased employment across different types of jobs and workers. We want residents with different levels of education, skills and experience to have opportunities to find good jobs and to advance. We want to keep and expand our diverse local economy.  Growth in the value of commercial and business property. With strong businesses and industries in Mecklenburg County, the tax burden on homeowners will decrease.

What we will do next (our short-term objectives)  Create a new plan for economic development in Mecklenburg County. Mecklenburg County currently provides business investment grants to companies that will offer jobs to Mecklenburg County residents. The new plan will include more specific, but nonetheless flexible, criteria for providing grants and ways to inform residents about the results. The new plan will also explore ways the County can help, directly or indirectly, with the start-up of and expansion of existing small businesses, new businesses, and, local women-owned and minority-owned businesses.

How we will do it (our strategies and action steps) 1. Revise the Board’s economic development goals, strategies and action steps. 2. Describe the County’s role in economic development and what services the County will fund to support economic development.

Appendix II -Strategic Agenda

3. Include performance standards and measures to determine whether the new economic development plan is successful. 4. Establish an economic development policy.

Appendix II -Strategic Agenda 5

Economic Development Details Summary

Proposed 2020 Goal(s):  Grow jobs in Mecklenburg County to reduce unemployment to pre-recession levels or better  Increase economic equality (increasing jobs and incomes at all levels)  Grow the commercial real estate/business property tax base to reduce the tax burden on homeowners

Proposed 18-month Board Objective:  Develop an economic development strategic plan for Mecklenburg County

Strategy:  Redefine Mecklenburg County’s goals, strategies, tactics, services and performance standards for economic development to emphasize growth in jobs and the property tax base, and to support economic equality

Key Action Steps:  Use practices that have been proven to work in other communities  Provide support to help small and local businesses get started and keep operating in Mecklenburg County  Build and expand successful partnerships that generate new jobs and support business growth (e.g., City of Charlotte, Charlotte Chamber, etc.)  Assess the current Business Investment Grant program to determine the adequacy of the criteria for approving these grants, and evaluate the results of previous grants  Identify and address any onerous regulatory barriers to private sector investment and growth  Use Quality of Life data to set performance standards for tax base growth to evaluate the economic status of residents  Make capital investments such as parks, greenways, schools, and libraries to stimulate private sector investment to grow the tax base and enhance neighborhood quality of life (e.g., as explained in the IBM model)  Revise Community & Corporate Scorecard goals, strategies, measures and targets consistent with economic development strategic plan

Other Considerations:  Consider the impact and role of Charlotte-Mecklenburg Schools in improving economic well-being, including how academic performance and poor performing schools affect the quality of life in neighborhoods  Consider the impact and role of Central Piedmont Community College in workforce development in collaboration with the private sector

Appendix II -Strategic Agenda 6

Economic Development Performance

Below are the current performance measures and results related to economic development. These are measures on the Board’s Community & Corporate Scorecard. As mentioned above, it is likely that new performance measures will be established as part of developing and implementing an economic development strategic plan.

Board Focus Area: Sustainable Community Focus Area Goal: Mecklenburg County will have a vibrant and diverse economy while protecting its natural resources and enhancing the quality of neighborhoods.

Board Focus Area: Social, Education, & Economic Opportunity Focus Area Goal: Create an environment where all Mecklenburg residents can become self-sufficient and have equal access to services.

2020 Performance Goals FY10 FY 11 FY12 FY13 Comments Job Growth 6.11% increase To increase the base number of jobs, that is, individuals working in 584,195 jobs the County regardless of where they live. Performance Trend ▲ Code Enforcement Performance Index Plan reviews completed on time: To have 90% or more of all plan reviews completed on time, New Measure 95.96% Inspection response w/in 24 Established in inspection response time within 24 hours and inspection pass rate. hours: 91.05% FY12 Inspection pass rate: 83.98% Performance Trend ▼ Self-Sufficiency Progress Index New Measure 8 out of 8 program achieved To achieve program goals for seniors, child support, veterans, public Established in Performance Trend ▲ assistance, WorkFirst, and homeless clients. FY12 Employment Rate New Measure Meck: 90.82% To have the County’s employment rate be at pre-recession levels at Established in State: 90.71% or above 95%. FY12 Performance Trend ▲ (light indicates total achievement of 2020 Vision goal) High School Graduation Rate New Measure Preliminary Meck: 81% To have the high school graduation rate at or above 90%. Established in Preliminary State: 82.5 %

Appendix II -Strategic Agenda 7

High-Performing Organization

Appendix II -Strategic Agenda 8

High-Performing Organization Overview

Mecklenburg County’s talented staff results in a well-run and fiscally responsible government. Still, it is important to continuously improve the quality and efficiency of services and to make good use of taxpayer funds. A high-performing organization means:  Providing quality services and good customer service to everyone  Being efficient in expending money and/or avoiding unnecessary costs  Having dedicated, diverse, knowledgeable and experienced staff  Being transparent and accountable for results

Why a High-Performing Organization matters Mecklenburg residents deserve a county government that is the best it can be in all aspects of leadership and operation. Mecklenburg County government’s mission is to serve Mecklenburg residents by helping them improve their lives and community. The standard for this mission is to be the best local government service provider. The customer service expectation is for employees to treat customers as they (the employees) would like to be treated.

Current Performance is Good  96.3% of County customers are satisfied with services received  High customer satisfaction ratings are similar regardless of race, gender and age  Mecklenburg County holds a Triple-A bond rating from national rating agencies  Employee motivation and satisfaction rate is 89%  The cost per resident for County services has remained flat or gone down each year since 2005  The resident perception rating on service value for tax dollars is 86% (goal of 80%)

Performance Improvements Necessary to be Great  The average rating for service efficiency is 64% (with a goal of 80%)  The resident satisfaction rating for the quality of County services is 77% (goal of 84%)  The resident perception of tax dollars helping residents improve their lives is 70% (goal of 80%)  The resident perception of tax dollars for services that improve the community is 74% (goal of 80%)

What we want to achieve (our 2020 goals)  Achieve and maintain all performance goals for service quality and efficiency, customer/resident satisfaction, employee motivation and satisfaction, and financial management

What we will do next (our short-term objectives)  Increase efforts to improve the quality and efficiency of services, and accountability for results  Increase public awareness of current performance and the actions taken to maintain and improve performance  Strengthen the County’s ability to attract, retain and develop employee talent

Appendix II -Strategic Agenda 9

How we will do it (our strategies and action steps) 1. Meet and talk with residents about the County’s performance and find out what residents expect in service quality, efficiency and effectiveness 2. Conduct customer satisfaction assessments by getting feedback from people who are direct recipients of services 3. Increase service assessments that identify ways to create efficiencies to save tax dollars 4. Put in place workforce development and succession planning initiatives to hire and train employees to meet current and future service needs, particularly to address the potential retirement of baby boomers within the next three to five years

High-Performing Organization Details Summary

Proposed 2020 Goal:  Optimize organizational performance to sustain Mecklenburg County as highly efficient, effective, accountable and inclusive  Achieve and maintain all performance goals for service quality and efficiency, customer/resident satisfaction, employee motivation and satisfaction, and financial management

Proposed 18-month Board Objectives:  Increase efforts to improve the quality and efficiency of services, and accountability for results  Increase public awareness of current performance and the actions taken to maintain and improve performance  Strengthen the County’s ability to attract, retain and develop employee talent

Strategies:  Increase resources to conduct service efficiency assessments that identify ways to create efficiencies to save tax dollars  Establish an employee development philosophy and approach for attracting and growing talent within the organization

Potential Action Steps:  Focus citizen involvement activities on communicating the County’s performance and seeking input on what residents would like to see as indicators (e.g., key measures) of the County’s efficiency, effectiveness, stewardship and accountability.  Continue implementing the compliance program (e.g., FY14 Compliance Work Plan)  Develop three-year department business plans tied to the County’s strategic goals  Increase resources for business process mapping, organizational improvement, internal audit, planning, budgeting, and evaluation functions  Conduct customer service assessments throughout the organization to gather customer input on service quality and service satisfaction  Implement formal workforce/succession planning, particularly to consider potential retirement of baby boomers within the next three to five years

Appendix II -Strategic Agenda 10

High-Performing Organization Performance

Below are the current performance measures and results related to a high-performance organization. These are measures on the Board’s Community & Corporate Scorecard.

Community & Corporate Scorecard Links for High-Performing Organization: Board Focus Area: Effective & Efficient Government Focus Area Goal: To be an inclusive, accountable and high-performing organization

2020 Performance Goals FY10 FY 11 FY12 FY13 Comments Bond Rating AAA To maintain Triple A bond rating, the highest possible score. Performance Trend ◄► Service Efficiency Ratings New Measure 64% To have 80% of service level efficiency measures at or above target. Established in Performance Trend ▼ FY12 Employee Motivation & Satisfaction 89% satisfaction To have 84% or more of County employees satisfied with working at Performance Trend ▲ Mecklenburg County. Tax Collection Rate 98% To be comparable or higher than state average in tax collections. Performance Trend ▲ (Light indicates total achievement of the 2020 Vision goal) Customer Satisfaction 96% customer satisfaction To have 84% or more of County residents satisfied with direct and rating online service delivery. Performance Trend ▼ Property Tax to Household Income Meck: 1.54% To have residential property tax revenue as a percentage of Benchmark: 1.33% household income less than or equal to select regional jurisdictions in Performance Trend ▼ North Carolina. Cost of County Government New Measure Meck: $0.020 To be at or below the per capita average for North Carolina Established in FY13 Benchmark: $0.021 benchmark jurisdictions. Resident Perception Index 77% Satisfaction (Fund Quality New Measure To have 84% or more of County residents satisfied with quality of Service) Established in 79% Satisfaction (Live, Work, service, value for tax dollar and the community as a place to live, FY12 Recreate) work and recreate. Performance Trend ▲ Citizen Involvement Index To connect Mecklenburg County residents to local government by 4261 volunteer hours providing and making residents aware of multiple opportunities for New Measure $94,338.54 Value of Volunteer Hours participation with County government in a variety of formats. Established in FY13 97% Satisfaction (Post-Event Survey) 72% Satisfaction (Community Survey)

Appendix II -Strategic Agenda 11

Quality of Life & Cost of Living

Appendix II -Strategic Agenda 12

Quality of Life & Cost of Living Overview

Overall, Mecklenburg County has a strong quality of life at a good cost of living. Resident satisfaction rate for the community as a place to live, work and recreate is 79% (with a goal of 84% satisfaction rate)

However, there are numerous areas of the County where the quality of life is significantly lower in terms of the following:  Education, including high school graduation rates  Employment, household Income and wealth (e.g., home ownership/property value)  Health and safety  Property tax burden

Why Quality of Life & Cost of Living matters Although the overall unemployment rate is improving, unemployment and poverty is increasing within segments of our community, especially among minorities and those less educated. Unemployment and poverty contribute greatly to community problems such as homelessness, substance abuse, child neglect and abuse, mental illness, crime, obesity and other health problems.

The most recent Quality of Life study reveals that problems mentioned above exist in many County neighborhoods, significantly reducing the quality of life for these residents. Because there are multiple problems affecting many people, addressing those problems increases the cost of living for everyone in the community in the form of property taxes to pay for human services, healthcare costs, and other services as well as the loss of human productivity and loss of life.

Note: The Quality of Life Study evaluates social, crime, physical, economic and environmental conditions in neighborhoods throughout Mecklenburg County.

What we want to achieve (our 2020 goals)  Improve the quality of life throughout the County. In particular, focus on qualities such as education, household income, environment and public health  Reduce or eliminate disparities (e.g., health, income, and education) among neighborhoods  Maintain an affordable property tax rate (i.e., residents are able to meet the tax expense)

What we will do next (our short-term objectives)  Engage the public to raise awareness about the quality of life in neighborhoods  Gather community input on the desired quality of life, including equity across neighborhoods, and property tax rate affordability

How we will do it (our strategies and action steps) 1. Use the Quality of Life data to identify key indicators of quality of life (e.g., education, health, and income) and areas where inequality exists (e.g., neighborhoods in a “crescent” shape that range from the Charlotte’s west/northwest areas to east/northeast). 2. Assess the affordability of the County’s property tax rate using benchmarking and other data 3. Consider implementing recommendations from the Livable Communities Plan and accelerating successful efforts from the Ten-Year Plan to End Homelessness

Appendix II -Strategic Agenda 13

Quality of Life & Cost of Living Details Summary

Proposed 2020 Goal:  Sustain and enhance the quality of life throughout the County, reduce disparities and maintain an affordable property tax rate so residents are able to meet the tax expense

Proposed 18-month Board Objective:  Engage the public to raise awareness about the quality of life in neighborhoods  Gather community input on the desired quality of life (including equity across neighborhoods) and property tax rate affordability

Strategies:  Using the Quality of Life data, identify key indicators of quality of life inequity and areas where the inequality exists (e.g., “crescent” neighborhoods)  Using benchmarking and other data, assess the stability and affordability of the County’s property tax rate  Link to the Livable Communities Plan, including leveraging public input obtained in the development of the Plan, as well as the Ten-Year Plan to End Homelessness

Potential Action Steps:  Hold community summits on the Quality of Life to engage a large cross-section of the community for an extensive discussion on key indicators and other pertinent information, and to establish community priorities and strategies to foster greater quality of life equity building on and leveraging the Livable Communities planning effort  Survey residents to seek input on key components and characteristics of the quality of life in Mecklenburg County and the cost and value of achieving the desired quality of life

Other Considerations:  There is a strong connection between the Quality of Life & Cost of Living goals and objectives above and the goals and objectives for Economic Development. Therefore, consideration should be given to implementing complementary/corresponding strategies  Because education is likely to be a key driver of Qualify of Life and Cost of Living, the Board should closely scrutinize, on an on-going basis, the effectiveness of County funding of Charlotte-Mecklenburg Schools and Central Piedmont Community College, as well as Community Service Grants awarded to non-profit agencies supporting the efforts to increase the high school graduation rate

Appendix II -Strategic Agenda 14

Quality of Life & Cost of Living Performance

Below are the current performance measures and results related to Quality of Life & Cost of Living. These are measures on the Board’s Community & Corporate Scorecard. (NOTE: To view the Quality of Life study data and dashboard, access this link or http://charmeck.org/qol/Pages/default.aspx.)

Community & Corporate Scorecard Links for Quality of Life & Cost of Living: Focus Area: Community Health & Safety Focus Area Goal: Make the community healthier and safer

Focus Area: Sustainable Community Focus Area Goal: Mecklenburg County will have a vibrant and diverse economy while protecting its natural resources and enhancing the quality of neighborhoods

Focus Area: Effective & Efficient Government Focus Area Goal: To be an inclusive, accountable and high-performing organization

2020 Performance Goals FY10 FY 11 FY12 FY13 Comments Violent Crime Rate Second Crime Quadrant To be in the quadrant with the lowest crime rate among comparable 647.74 jurisdictions in the region. (Calendar year) (crimes per 100,000) Performance Trend ▼ Park & Recreation Capital Ratio 19% matched To have 20% or more of capital expenditures for Park & Recreation Performance Trend ▲ facilities matched by other public or private sector partners. Transit Proximity Index Parks: 56% To have 85% or more of the County’s parks, greenways and libraries Greenways: 62% within one-quarter mile of a transit stop. Libraries: 88% Performance Trend ▲ Recreational Amenities Index New Measure To achieve 100% of the Park & Recreation Master Plan community 5.50% Established in FY13 recommendations. Property Tax to Household Income Meck: 1.54% To have residential property tax revenue as a percentage of Benchmark: 1.33% household income less than or equal to select regional jurisdictions in Performance Trend ▼ North Carolina.

Appendix II -Strategic Agenda 15

Human Services Strategic Planning

Appendix II -Strategic Agenda 16

Human Services Strategic Planning Overview

Mecklenburg County government is adept in thinking and planning for the future and in collaborative problem solving. These strengths should be leveraged in strategic planning around the County’s core service area to:  Develop a continuum of social safety net services for people who are homeless, seniors, children and those with mental illness  Coordinate and collaborate service delivery options within the human services agency and with external partners

Why Human Services Strategic Planning matters Providing human services (e.g., public health, mental health, and social services) is a core function of Mecklenburg County government. Numerous residents receiving services in one area of human services also receive services in other areas. Several collaborations exist within Mecklenburg County’s human services agency and with other community partners. However, most of these collaborations have occurred at the program or service level, rather than by taking a broader look at how the County’s human services agency could be organized differently to serve residents more effectively and efficiently.

What we want to achieve (our 2020 goals)  Improve the health and well-being of Mecklenburg residents, especially people most in need of support and assistance. This includes emphasizing education and prevention, along with optimal human service delivery for improved access to care

What we will do next (our short-term objectives)  Establish and/or revise the goals and objectives of Mecklenburg County’s strategic plan for human services, as outlined in the Community & Corporate Scorecard  Consider options for the governance of Mecklenburg County’s consolidated human services agency

How we will do it (our strategies and action steps) 1. Review and revise as needed the goals, strategies and performance measures for the County’s Health & Safety Focus Area of the Community & Corporate Scorecard 2. Review and revise as needed the goals and strategies for Increasing Self-Sufficiency on the Community & Corporate Scorecard 3. Collaborate with community funding partners (e.g., City of Charlotte, United Way agencies and other nonprofit agencies, Foundation for the Carolinas) to develop and adopt common goals (desired results) and common processes 4. Assess the affordability of the County’s property tax rate by using benchmarking and other data 5. Consider implementing recommendations from the Livable Communities Plan and accelerating successful efforts from the Ten-Year Plan to End Homelessness

Appendix II -Strategic Agenda 17

Human Services Strategic Planning Details Summary

Proposed 2020 Goal:  Improve 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

Proposed 18-month Board Objective:  Establish and/or revise the goals and objectives of Mecklenburg County’s strategic plan for human services, as outlined in the Community & Corporate Scorecard  Consider options for the governance of Mecklenburg County’s consolidated human services agency

Strategies:  Review and revise as needed the goals, strategies and performance measures for the County’s Health & Safety Focus Area of the Community & Corporate Scorecard  Review and revise as needed the goals and strategies for Increasing Self-Sufficiency on the Community & Corporate Scorecard  Collaborate with community funding partners (e.g., City of Charlotte, United Way agencies and other nonprofit agencies, Foundation for the Carolinas) to develop and adopt common goals (desired results) and common processes  Assess the affordability of the County’s property tax rate by using benchmarking, other data  Consider implementing recommendations from the Livable Communities Plan and accelerating successful efforts from the Ten-Year Plan to End Homelessness

Potential Action Steps:  Seek more opportunities to involve and integrate Human Services Agency departments in collaborative service delivery  Involve more Human Services Agency departments in the new Coordinated Assessment within the homeless service system

Appendix II -Strategic Agenda 18

Human Services Strategic Planning Performance

Below are the current performance measures and results related to Human Services Strategic Planning. These are measures on the Board’s Community & Corporate Scorecard.

Community & Corporate Scorecard Links for Strategic Planning in Core Service Areas: Focus Area: Community Health & Safety Focus Area Goal: Make the community healthier and safer

Focus Area: Social, Education, & Economic Opportunity Focus Area Goal: Create an environment where all Mecklenburg residents can become self-sufficient and have equal access to services

2020 Performance Goals FY10 FY 11 FY12 FY13 Comments Health Index To obtain 75% or more of targeted health goals including low 57% of goals obtained adolescent pregnancy, preventable mortality and communicable Performance Trend ▼ disease rates. Self-Sufficiency Progress Index New Measure 8 out of 8 program achieved To achieve program goals for seniors, child support, veterans, Established in Performance Trend ▲ public assistance, WorkFirst, and homeless clients. FY12

Appendix II -Strategic Agenda 19

Appendices

 Socio-economic data on the County and its Residents  Department Director Listing

Appendix II -Strategic Agenda 20

Appendix 1: Socio-economic Data on the County and its Residents

Population

From 2000 to 2010, areas in green added residents while those in red lost residents.

The total County population is projected to continue increasing in the future.

Appendix II -Strategic Agenda 21

Race & Ethnicity

In 2010, residents from the three largest racial & ethnic groups lived in different locations of the County.

Minority residents are projected to become a larger percentage of the total County population in the future.

Appendix II -Strategic Agenda 22

Migration

Historically, more people have migrated in to the County than migrated out.

In 2010, more County residents migrated out to bordering counties than migrated in.

Appendix II -Strategic Agenda 23

Those migrating

out of the County

have a higher

average salary

than those

migrating in.

The salary differential is also observable for migration in and out of bordering counties (2010).

Appendix II -Strategic Agenda 24

The County is projected to add over 120,000 residents during the current decade, and almost 140,000 throughout the next decade.

Industries & Employment From 2002 to 2010, several industries grew while others declined.

Appendix II -Strategic Agenda 25

The County

labor force has

grown in recent

years, along

with the

number of

unemployed residents.

The County’s unemployment rate has mirrored the statewide average.

Appendix II -Strategic Agenda 26

The number of jobs in the County is projected to increase in the future.

Age

In 2010, younger residents tended to live in the “crescent” of Mecklenburg (neighborhoods that range from the Charlotte’s west/northwest areas to east/northeast of the County).

Appendix II -Strategic Agenda 27

Older age groups are projected to outnumber younger age groups in future years.

Education

Areas with a higher percentage of people with at least a Bachelor’s Degree include North & South Mecklenburg.

Appendix II -Strategic Agenda 28

The crescent of the County had a high percentage of people with no High School Diploma in 2010.

Income

In 2010, the crescent of the County had the lowest median household income.

Appendix II -Strategic Agenda 29

Areas of the crescent also had high poverty rates from 2000 to 2009.

In 2012, County residents with higher education levels were less likely to live below the poverty level.

Appendix II -Strategic Agenda 30

Crime

A high number of property crime incidents occurred in the crescent in 2011.

Most violent crime incidents in 2011 also occurred in the crescent of Mecklenburg.

Appendix II -Strategic Agenda 31

Government

The County’s spending per resident has been between $1,000 and $1,200 since 2005.

Mecklenburg maintains a high fund balance as a percent of general fund expenses compared with other counties.

Appendix II -Strategic Agenda 32

Human Services

Those living in the crescent experience higher rates of domestic violence than other areas.

The crescent also includes many customers of the Department of Social Services, Economic Services Division.

Appendix II -Strategic Agenda 33

Appendix 2: Department Director Listing

Mecklenburg County Department/Agency Director Listing January 2014

Department/Agency Directors Director Photo Director Information by Department/Agency

Assessor’s Office Ken Joyner

Address: 700 East Stonewall Street, Suite 300 Office: 704-336-2976 Email: [email protected]

Board of Elections Michael Dickerson

Address: 741 Kenilworth Avenue, Suite 202 Office: 704-336-2133 Email: [email protected]

Business Support Services Agency Brian Cox

Address: Clifton E. Johnson Building, 700 East 4th Street Office: 704-336-2576 Email: [email protected]

Child Support Enforcement Joan Kennedy

Address: 5800 Executive Center Drive, Suite 200 Phone: 704-432-6419 Email: [email protected]

Appendix II -Strategic Agenda 34

Community Support Services Stacy Lowry

Address: 700 North Tryon Street Office: 704-336-3784 E-mail: [email protected]

Criminal Justice Services Thomas Eberly

Address: 600 East 4th Street, 4th Floor Office: 704-432-0405 Email: [email protected]

Department of Social Services Peggy Eagan

Address: Kuralt Centre, 301 Billingsley Road Office: 704-336-7973 Email: [email protected]

Economic Development Office John Allen

Address: 600 East 4th Street,4th Floor Office: 704-432-2426 E-mail: [email protected]

Financial Services Wanda Reeves, Interim Director

Address: 600 East 4th Street, 11th Floor Office: 704-336-2108 Email: [email protected]

Appendix II -Strategic Agenda 35

Health Department Michelle Lancaster-Sandlin, Acting Health Director

Address: 600 East 4th Street, 11th Floor Office: 704-336-2472 Email: [email protected]

Human Resources Chris Peek, Chief Human Resources Officer

Address: Clifton E. Johnson Building, 700 East 4th Street Office: 704-336-3138 Email: [email protected]

Internal Audit Joanne Whitmore

Address: 600 East 4th Street, 4th Floor Office: 704-336-2575 E-mail: [email protected]

Land Use and Environmental Services Ebenezer Gujjarlapudi

Address: 700 North Tryon Street Office: 704-432-6201 Email: [email protected]

Medical Examiner’s Office Michael Sullivan

Address: 3440 Reno Avenue Office: 704-336-2005 Email: [email protected]

Appendix II -Strategic Agenda 36

Office of the Tax Collector Neal Dixon

Address: 700 East Stonewall Street, Suite 301 Office:704-336-3322 Email: [email protected]

Park and Recreation Jim Garges

Address: 5841 Brookshire Blvd Office: 704-336-5476 E-mail: [email protected]

Provided Services Organization Connie Mele

Address: 3500 Ellington Street Office: 704-336-7155 Email: [email protected]

Elected Officials Director Photo Director Information by Department/Agency

Address: 720 East 4th Street, Suite 103 Office: 704-336-4129 Email: [email protected]

Sheriff’s Office Daniel “Chipp” Bailey

Address: 700 East Fourth Street, Suite 100 Office: 704-336-2543 Email: [email protected]

Appendix II -Strategic Agenda 37

Directors of Partner Agencies Director Photo Director Information by Department/Agency

Charlotte Mecklenburg Library Lee Keesler

Address: Charlotte Mecklenburg Library, 310 North Tryon Street Phone: 704-416-0604 Email: [email protected]

Emergency Medical Services/MEDIC Joe Penner

Address:4525 Statesville Road Phone: 704-943-6000 Email: [email protected]

County Manager’s Office Address: 600 East 4th Street, 11th Floor Phone: 704-336-2472 Photo Information

Dena Diorio, County Manager

Email: [email protected]

Chris Peek, Deputy County Manager/Chief of Staff

Email: [email protected]

Appendix II -Strategic Agenda 38

Leslie Johnson, Assistant County Manager

Email: [email protected]

Michelle Lancaster-Sandlin, Assistant County Manager

Email: [email protected]

Michael Bryant, Interim Director, Office of Management and Budget

Email: [email protected]

Janice Paige, Clerk to the Board

Email: [email protected]

Appendix II -Strategic Agenda 39