FY2016 Executive Management Work Plan

Transcription

1 FY2016 Executive Management Work Plan LESLIE JOHNSON, ASSISTANT COUNTY MANAGER MECKLENBURG COUNTY GOVERNMENT 0 P age

2 Leslie Johnson Assistant County Manager FY2016 Work Plan Economic Development Policy & Plan Develop an economic development policy that describes the County s role and identifies the Board of County Commissioners goals and strategies for attracting new businesses, supporting existing businesses and promoting tourism Mecklenburg County enjoys a robust and growing economy that is one of the strongest in the nation. It has accomplished this through partnerships with key organizations such as the Charlotte Chamber of Commerce, Charlotte Regional Partnership, Charlotte Regional Visitors Authority, Center City Partners, and Lake Norman Regional Economic Development Corporation. The seven communities that comprise Mecklenburg County also have played key roles by providing a high quality range of lifestyle and economic opportunities. Although the County has had much success in its economic development efforts, it does not currently have an Economic Development Policy. The County has a vision of continuing and enhancing this strong economy by strengthening its position as a world-class community that has national and global competitiveness; stimulates business vitality, and enhances quality of life in communities and neighborhoods Timeline: This is a multi-year project; the following tasks will be completed by June The BOCC had an Economic Development Planning Retreat. (FY14) The Board s Economic Development Committee approved a framework for the County s economic development policy which included areas of focus and guiding principles (FY15) Catalogue existing programs and revise guidelines and eligibility criteria as necessary per the Board s Economic Development Committee s direction Identify gaps and/or unmet needs for small business development and entrepreneurship, business retention and expansion, and workforce development; research best practice programs; and present recommendations to the Board s Economic Development Committee Draft an Economic Development Policy that includes strategies aligned to the proposed program recommendations and present to the Board s Economic Development Committee and full Board Effectively direct/oversee the Economic Development Director s successful accomplishment of established milestones 1 P age

3 Public Recreation Amenities Increase access to public recreation amenities from 15.47% of the population to over 16% with strategies that include opening new facilities in current gap areas, acquiring land for future parks and expanding greenway miles. Research has shown that access is key to the myriad health and social benefits of parks. For instance, living close to parks and recreation facilities is consistently related to higher physical activity levels for both adults and youth. One study showed children living within 1/2 mile of park or playground are 5 times more likely be a healthy weight, rather than overweight, as compared to children who didn t have a park nearby. Another 3-year study concluded children have a much better chance of avoiding the obesity epidemic if they live in neighborhoods where they can safely bike, walk and have access to parks. A detailed analysis by GIS in 2014 found that 15.47% of county residents can walk to a public recreational amenity within 10 minutes or ¼ mile. This was an actual walk to/walk time analysis which took into account barriers (such as highways, etc.) and the actual physical entrances to recreational sites. Parklands currently undeveloped with no amenities were excluded from the analysis, as were golf courses. It included all developed parks and nature preserves as well as all greenways accesses. Timeline: This a multi-year project; the following projects will be completed by June Capital Projects o Berewick Park o First Ward Park o Flat Branch Nature Preserve o Reid Neighborhood Park o Hampton Place Connector on Clarks Creek Greenway o Wesley Heights Greenway Outdoor Fit Zone Installations (ongoing) Land Acquisitions for future parks, greenways, and nature preserves in gap areas (ongoing) Effective executive oversight to ensure Park & Recreation s successful accomplishments of established milestones 2 P age

4 Stream Restoration Projects Restore approximately 2.5 miles of McDowell Creek between Birkdale Golf Course & Gilead Road and approximately 2.4 miles of Stewart Creek from I-85 to Tuckaseegee Road McDowell Creek This project is one of many in McDowell Creek that is part of Storm Water Service s strategic, watershed approach to reduce sediments and pollutants, as well as restore the biological integrity in the creek. The project is estimated to remove 2,400 tons of sediment from washing into McDowell Creek. McDowell Creek flows into Mountain Island Lake, Charlotte-Mecklenburg s primary drinking water source. Rapid growth in Cornelius and Huntersville has increased water pollution and sedimentation from stream bank erosion. NC Division of Water Quality has labeled McDowell Creek as impaired due to the lack of biological diversity. Stewart Creek This project will reduce sediments and pollutants, as well as restore the biological integrity in the creek. The project will not reduce flooding, floodplains are meant to flood. Timeline: This a multi-year project; the following tasks will be completed by June Public Outreach Easement Acquisition Phase Design Phase Construction Phase Effective executive oversight to ensure Land Use & Environmental Services successful accomplishments of established milestones RetroFIT Pilot Implement the RetroFIT (Floodproofing Improvements Together) program Many of the 4,000 flood-prone structures located in the regulated floodplains do not qualify for a FEMA (Federal Emergency Management Agency) grant to make their dwellings more resilient to flood damage. The RetroFIT Program is intended to provide financial and technical assistance to flood-prone property owners that do not qualify for FEMA grants. Timeline: This a multi-year project; the following tasks will be completed by June Draft RetroFIT program policy and present to Board of County Commissioners Develop Program Guidelines 1 st Grant Cycle Application & Approval Effective executive oversight to ensure Land Use & Environmental Services successful accomplishments of established milestones 3 P age

5 Compost Central Relocation Complete relocation of Compost Central and initiate daily operations at the site. Compost Central is currently located at 5631 West Boulevard in Charlotte. The property is directly south of Charlotte-Douglas International Airport (CDIA) on roughly 60 acres of property owned by the City of Charlotte. The County has operated Compost Central at this location since 1992 under a land lease agreement with the City. Compost Central is the Mecklenburg County s primary yard waste management facility and is the County s only composting center, producing a compost product for sale from the yard waste received. In a letter dated March 11, 2013, Charlotte Douglas International Airport informed LUESA s (Land Use & Environmental Services Agency s) Solid Waste of its intention to build a new 12,000-foot runway at the airport that would extend into the parcel leased by the County, essentially bisecting the parcel. CDIA staff further indicated their expectation that County would need to vacate the parcel in the spring of 2015, though no firm date was given. Subsequently, CDIA has verbally communicated to LUESA Solid Waste that the runway project is advancing slower than first anticipated and that it is possible for the County operations to remain there until the spring of Timeline: This a multi-year project; the following tasks will be completed by April Land Acquisition (FY14) Site Design (FY15) Construction Open New Facility Community Informational Meetings (ongoing) Effective executive oversight to ensure Land Use & Environmental Services successful accomplishments of established milestones 4 P age

6 Code Enforcement Service Improvements Mecklenburg County and the City of Charlotte are working collaboratively to implement recommendations from the Gartner Study the Building Development Commission s special committee In August 2014, the City/County contracted with Gartner, Inc. to conduct an independent review of Permitting, Inspection and Plan Review processes. Gartner completed an initial assessment and provided seven (7) priorities/recommendations for moving forward: 1) Establish Unified Development Services Governance and Supporting Sub-Committees 2) Improve Customer Alignment 3) Improve Culture and Foster Partnership 4) Implement Immediate Process and Technology Improvements 5) Develop Future Services Delivery Models 6) Establish Long-Term Permitting and Plan Review Application Strategy and Implement 7) Establish an Optimization Process Leveraging Enhanced Metrics Concurrent with the Gartner study/review, the Building Development Commission established a special committee to address concerns raised (sent via letter to the County Manager) by the Real Estate & Building Industry Coalition (REBIC), the Greater Charlotte Apartment Association and the Charlotte Chamber of Commerce. The committee, comprised of architects, engineers and trades/association representatives, outlined 19 recommendations. These recommendations align to Gartner s priority areas of focus and are integrated into the overall project management plan. Timeline: The project timeline for completion of all tasks/subtasks is three years (CY ). However, by leveraging Gartner for assistance in some of the items the most of the efforts are projected to be completed in two years. City/County staff are working on Priorities 1-4 (see above); Gartner has been contracted to assist with Priorities 5 & 6. Priority 7 will be initiated once the new service delivery model has been developed. The following tasks will be completed by June Governance Research best practices/existing intergovernmental structures Define roles and responsibilities, decision authority, escalation paths, communication channels of governing body Develop charters and/or interlocal agreement Examine roles of advisory groups to determine optimal model for ongoing industry input Elected Official Input at Key Decision Points Customer Alignment & Culture Define a unified City/County customer service vision and approach Rollout Customer Service Center operation Pilot test virtual colocation model Process & Technology Improvements Restructure staff to create a Mega Team, an inspection team dedicated to large commercial and multi-family projects Upgrade software, thereby allowing industry identified process enhancements Effectively serve as co-lead and partner in overseeing implementation of City/County actions to improve service delivery systems Successful accomplishment of established milestones 5 P age

7 Veterans Hiring and Apprenticeship Pilot Program Create a targeted recruitment and apprenticeship program for qualified veterans to fill available vacancies in Code Enforcement. The candidate pool for filling available vacancies in Code Enforcement has been significantly impacted by the booming construction industry. Code Enforcement, in collaboration with County Human Resources, has been working on numerous strategies to enhance recruitment; however, the efforts to date have had minimal impact to the average daily vacancy rate of approximately 10 building code inspector positions. Given the availability of experienced veterans in the Mecklenburg County region, Code Enforcement has been working with the County s Veteran Services Division to design a program to offer apprenticeships to veterans with experience in the construction trades as well as direct recruitment of qualified veterans. This pilot is aimed at meeting current staffing needs as well as prepares potential employees for future staffing. Timeline: Project to be completed by January Review existing veteran database for potential prospects Develop apprenticeship program curriculum in collaboration with key business partners Present pilot program design to County Manager and Board of County Commissioners Initiate Recruitment Drive and Apprenticeship Sign-Ups Effective executive oversight to ensure Land Use & Environmental Services successful accomplishments of established milestones Strategic Business Planning Institutionalize a process for creating a multi-year strategic plan that will incorporate department initiatives (including those aligned to Mecklenburg Livable Communities Plan) to corporate goals, identifies upcoming business imperatives and links to the budget process Strategic business planning is essential to outlining goals, strategies and measures that are priority for the organization and will serve as the guiding document for budgeting. Although some departments regular develop strategic plans, there is no consistency throughout the organization. Timeline: This a multi-year project; the following tasks and deliverables will be completed by February Developed a Conceptual Framework & Implementation Plan (FY15) Strategic Planning Kick-off with Department Directors (FY15) Train-the-Facilitators Trainings Top Department Priorities (to include Board of County Commissioners engagement) Three-Year Department Business Plans Board of County Commissioners Annual Retreat Overview of Department Business Plans Effectively direct/oversee Planning & Evaluation Manager s successful accomplishment of established milestones 6 P age

8 Community Leadership Organization Centralina Economic Development Commission Envision Charlotte University City Partners Role Board of Directors Board of Directors Board of Directors, Ex Officio 7 P age