Anthony Trotman Assistant County Manager FY2016 Work Plan Provide executive direction and project leadership Strategic Agenda: Health and Human Services Integrated Service Delivery Project Providing human services is a core function of Mecklenburg County Government. Numerous residents receive services from more than one human services department. There are many collaborations within the Human Services Agency, however these have occurred at the program or service level. This project will take a broader look at how the Mecklenburg County s Human Services Agency can be organized and integrated to serve residents more effectively and efficiently. Focus will be on the following items: Improving the health and well-being of Mecklenburg County residents, especially people most in need of support and assistance, emphasizing education and prevention and optimal human service delivery. Seeking more opportunities to involve and integrate Mecklenburg County s Human Services Agency departments in collaborative service delivery. Seek to establish an integrated customer interface to improve both the customer experience as well as the outcome of the services provided. This is a multi-year plan with the completion date to be determined. Spring 2015: Implementation Leadership Team and Work Team meetings continue. Summer 2016: Implementation plan presented to County Manager and Executive Team. Successful achievement of established updates and project milestones
Strategic Agenda: Department of Social Services - Child Welfare Consultant Eckerd Youth Alternatives & UNCC Youth and Family Services (YFS) did not achieve substantial conformity in all outcomes of the federal Child and Family Services Review during Round 1 (March 26, 2001) and Round 2 (March 26, 2007). In an effort to improve outcomes and improve practices, YFS has secured the services of Eckerd Youth Alternatives, a national child welfare consultant to provide Mecklenburg County with an in-depth analysis and evaluation of service delivery in YFS. The review will provide recommendations to improve system efficiency and effectiveness, reduce risk and improve the quality of services and outcomes for the children and families of Mecklenburg County. YFS strives to provide the best services possible to vulnerable children and families in Mecklenburg County. Our mission is to keep children safe and strengthen families to encourage each individual to reach their greatest potential. The expected completion date of this initiative is July 2016. December 2014 Request for Proposals - COMPLETED March 2015-Eckerd Youth Alternatives, Inc. was selected for the consultation engagement - COMPLETED May 2015- Data file submitted to Eckerd - COMPLETED June 2015- Kick-off meeting - COMPLETED September 2015- Final report and recommendations will be presented to Department Leadership. Department will review recommendations December 2015 - Action Plan will be developed in alignment with Department Strategic Business Plan March 2016 - Implementation of the Action Plan and recommendation of the consultant s report as resources allow April 2016 FY17 budget proposal will reflect any resources adjustments needed Successful completion of the approved Action Plan
Strategic Agenda: Health Department - Implement Clinical Operations and Revenue Improvements Improve efficiency of clinic services and revenue collection rate. With the change in availability of medical care as impacted by the Affordable Care Act and the transition of public health clinic to direct county administration, it is necessary to re-structure our strategies for clinical prevention services. June 30, 2016 Maximize revenue through implementation of more efficient revenue collection processes, Procedure Coding maximization and Fee Schedule optimization. Increase efficiency through establishing and managing productivity benchmarks. Increase Breast and Cervical Cancer Control Program (BCCCP) clients through increased recruitment and engagement efforts. Increased # of BCCCP clients Increased # of family planning clients with long-acting contraceptive availability Increased patient revenue Strategic Agenda: Develop a community Aging and Disability Services Collaborative Through the expansion of collaborative working relationships within the aging and disability services community, develop a community aging and disability services action plan. The existing aging and disability services networks have no overarching strategic plan for serving constituent populations in Mecklenburg County. Development of a strategic plan would provide a more coherent approach to addressing the needs of these populations as their numbers and challenges grow along with overall population increase and demographic shifts. TBD September 2015- Identified and established a group of key stakeholders and convened meeting to outline steps for moving forward In progress June 2016- Development of the Action Plan Successful completion of the approved Action Plan
Strategic Agenda: Employment and Training for Food and Nutrition Services Employment and Training for Food and Nutrition Services (FNS) The State s FNS Able-Bodied Adult Without Dependents (ABAWD) Waiver ended in December 2015. In an effort to assist residents in January 2016, ABAWD recipients will be provided the opportunity to receive assistance in obtaining employment. The implementation of an employment and training program for FNS customers will allow Department of Social Services, through collaboration with community partners, to offer job readiness activities, thereby better assisting them to obtain employment. In addition, providing employment and training activities also supports the Board of County Commission Chairman s efforts to improve Charlotte s economic mobility ranking. June 2016 Quarterly Updates on client participation and employment outcomes End of year reporting ONLY # participants referred # participants who completed training % of participants employed Strategic Agenda: Housing Stability Public /Private Partnerships Beginning in FY 14 the Community Support Services Department has collaborated with the City of Charlotte, Charlotte Housing Authority, and the Foundation for the Carolinas to coordinate a funding process for supportive housing development, housing stability supportive services and subsidies. Mecklenburg County s role ensures the long-term stability of formerly homeless persons (now in permanent housing) by providing contracted counseling and case management to address underlying problems of mental illness, addiction, chronic health conditions and a history with criminal justice system. The process includes issuance of one to two requests for proposals (RFP) in FY 16. 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, interaction with the 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. Offering stable housing with supportive services removes a significant barrier for individuals and families, and allows them to address other challenges more successfully. The initiative reflects the Board of County Commissioner s strategic planning agenda by accelerating successful efforts set forth in the Charlotte-Mecklenburg Ten-Year Plan to End and Prevent
Homelessness. As community planning focuses on an end to Veteran homelessness and chronic homelessness, this funding provides opportunities to community agencies to participate in service delivery through a request for proposal (RFP). It is anticipated that the fund will be on-going as long as there is unmet need for housing subsidies and supportive services, and there is data that demonstrates positive and cost-effective outcomes. There have been four RFP s released to date. Most recent RFP released April 30, 2015 One to two RFPs will be released in FY 16 Audits of client files are conducted at least twice annually Communicate regularly with the County Leadership and the public on the status of the project. Successful achievement of established project milestones # individuals/families housed % families remain housed % families lose housing # jail and hospital stays % families that establish a medical home % that maintain/increase income % clients without an arrest after program entry Strategic Agenda: School Health Advisory Team Whole School, Whole Community, Whole Child Pilot Promote school health by supporting school health advisory teams to adopt the Whole School, Whole Community, Whole Child (WSCC) model. Charlotte-Mecklenburg Schools, School Health Advisory Council has expressed interest in adopting the WSCC model to facilitate greater integration and collaboration between education and health to improve students cognitive, physical, social and emotional development. This approach is endorsed by the Centers for Disease Control and Prevention (CDC) and the Association for Supervision and Curriculum Development (ASCD). Completion Date: October 31, 2016
District level School Health Steering Committee will meet at least 3 times each school year. Train all school health staff with the WSCC model. Identify and assess school health team activity in each school. Develop an action plan to support the development of functional school health teams and document progress in implementing the WSCC model Successful completion of milestones. End of year reporting ONLY Brief statement regarding if the project addressed the issue it was intended to address. If so, how? Statement regarding if the project was completed at or below budget (update at end of fiscal year). If not, why? Statement regarding whether or not performance metric goals were met. Individual Development Plan Development Goal: Get connected with the Mecklenburg County and State of North Carolina Health and Human Services (NC HHS) community to establish working relationships with key stakeholders and partners. Planned Actions/Resources: Establish relationships with State Health and Human Services leadership before the end of FY16 Continue active membership and participation in National Association of Counties (NACO) Establish a membership with International City/County Management Association (ICMA) Attend the NACO and ICMA annual and legislative conferences and meet with federal lobbyists and delegation members (as scheduling permits) Establish relationships with members of the Charlotte-Mecklenburg Opportunity Task Force Visit and establish relationships with partner agencies (i.e. Teen Health Connection) Join the Read Charlotte Summer Learning Working Group Join the Community Building Initiative (CBI) Board of Directors Attend UNC School of Government relevant offered Health and Human Services classes
Leadership Competencies Competencies Examples Building Trust Builds Collaborative Partnerships Leads Change Demonstrates Logical Decision Making Aligns Performance for Success Exhibits High-Impact Communication
Annual Evaluation Weight Rating (Exemplary, Successful, Needs Improvement) Performance Objectives Rating Competencies Rating Overall Rating 50% 50% 100% Rating Scale: <3 Needs Improvement 3 4 Successful 4 5 Exemplary