MECKLENBURG COUNTY FY19 PERFORMANCE REPORT Presented to the Board - - PowerPoint PPT Presentation

MECKLENBURG COUNTY

FY19 PERFORMANCE REPORT

Presented to the Board of County Commissioners December 10, 2019

Monica R. Allen, PhD Director, Strategic Planning & Evaluation

2

FY2017-FY2019

CORPORATE STRATEGIC BUSINESS PLAN

2

3

OVERVIEW

• Review the Community Vision
• Highlight Results for Goal Areas:
• Accountable Government
• Connected Community
• Economic Opportunities
• Healthy Community
• Safe Community
• Next Steps

4

MECKLENBURG BOARD OF COUNTY COMMISSIONERS

COMMUNITY VISION

MECKLENBURG COUNTY WILL BE A COMMUNITY OF PRIDE AND CHOICE FOR PEOPLE TO

LIVE, LEARN, WORK AND RECREATE

5

Safe Community

MECKLENBURG COUNTY CORPORATE STRATEGIC BUSINESS PLAN GOAL AREAS AND OUTCOMES

To be an open, transparent and high performing

• rganization that effectively uses resources to provide

high quality services to our visitors and residents

Accountable Government

To foster access to physical, social and information resources for all residents and visitors in our community

Connected Community

To enhance the economic stability and success of our current and future residents

Economic Opportunities

To create a culture of health and wellness for our residents

Healthy Community

To have an efficient and effective criminal justice system

ACCOUNTABLE GOVERNMENT

Outcome: To be an open, transparent and high performing organization that effectively uses resources to provide high quality services to

• ur visitors and residents

7

KEY PERFORMANCE INDICATOR:

EMPLOYEE MOTIVATION AND SATISFACTION

Strategy: Value employees as our most important resource Methodology: % of employees motivated and satisfied to work for Mecklenburg 3-Year Target: To have 88% or more of County employees motivated and satisfied to work for Mecklenburg County 84% 85% 87% 89% 88% 89% 89% 88% 89% 89%

FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 Target

ACCOUNTABLE GOVERNMENT

Employee motivation and satisfaction remained high and above target as the County continues to implement strategies aimed at engaging employees

Target 88%

8

KEY PERFORMANCE INDICATOR:

2-YEAR RETENTION RATE

Strategy: Enhance talent management (i.e., talent acquisition, development and retention) practices to have a highly-skilled workforce Methodology: % of County new hires retained for at least two years

Calculation does not include individuals who were not retained and have a termination category of: Death, Involuntary, Retired, Voluntary in lieu of termination,

• r Voluntary with Needs Improvement.

3-Year Target: N/A

ACCOUNTABLE GOVERNMENT

79.29% 80.39% 75.97% 73.72% 68.88% FY15 FY16 FY17 FY18 FY19 The retention rate was adversely impacted by an increasingly competitive labor market (especially in technical and medical jobs) as the economy steadily improved during the three-year plan cycle

9

KEY PERFORMANCE INDICATOR:

HIRING MANAGER SATISFACTION WITH APPLICANT POOL

Strategy: Enhance talent management (i.e., talent acquisition, development and retention) practices to have a highly-skilled workforce Methodology: % of hiring managers satisfied with the applicant pool 3-Year Target: To have 84% of hiring managers satisfied with the applicant pool

ACCOUNTABLE GOVERNMENT

Talent Acquisition continued to build on a new proactive approach to filling positions by meeting with hiring managers before posting a job opening to deepen the recruiter’s understanding of the position needs 96.8% 93.7% 98.1% 94.6%

FY16 FY17 FY18 FY19 Target

Target 84%

10

KEY PERFORMANCE INDICATOR:

BOND RATING

Strategy: Manage the use of debt and expenses to maintain the County’s credit- worthiness and an affordable and competitive tax rate Methodology: Rating for the issuance of general obligation debt by three major bond rating agencies 3-Year Target: To maintain AAA bond rating, the highest possible score

ACCOUNTABLE GOVERNMENT

North Carolina County Fitch Moody's S & P Mecklenburg County AAA Aaa AAA Cabarrus County AA+ Aa1 AA+ Durham County n/a Aaa AAA Forsyth County AAA Aaa AAA Gaston County n/a Aa2 AA Guilford County AAA Aaa AAA Iredell County AAA Aa1 AA+ Union County AAA Aaa AA+ Wake County AAA Aaa AAA Mecklenburg County’s strong fiscal stewardship, healthy reserves and strong debt capacity all support the County’s general obligation bonds carrying the highest credit rating for each bond rating agency

FY2018 BOND RATINGS BY COUNTY

MECKLENBURG COUNTY BOND RATINGS

Fiscal Year Fitch Moody's S & P 2016 AAA Aaa AAA 2017 AAA Aaa AAA 2018 AAA Aaa AAA

Note: Due to timing in availability of data, the most recent results reflect data from FY2018

11

KEY PERFORMANCE INDICATOR:

GENERAL BONDED DEBT PER CAPITA

Strategy: Manage the use of debt and expenses to maintain the County’s credit-worthiness and an affordable and competitive tax rate Methodology: Tax supported, general bonded long-term debt as a percentage of the population (reverse measure) 3-Year Target: To have County general bonded debt per capita be at or below the per capita average for North Carolina benchmark jurisdictions

ACCOUNTABLE GOVERNMENT

$278 $659 $846 $840 $1,248 $1,282 $1,352 $1,502 $1,854 Big 4 Average (excluding Meck): $1,387

The County has been able to expand and support $1.6 billion in capital investments for schools, libraries, parks & recreation and more with strategic use of direct funding for capital investments, in addition to bond financing

MECKLENBURG COUNTY

$1,088 $1,167 $1,248 FY2016 FY2017 FY2018

FY2018 RESULTS BY COUNTY

Note: Due to timing in availability of data, the most recent results reflect data from FY2018

12

KEY PERFORMANCE INDICATOR:

GENERAL FUND EXPENDITURES PER CAPITA

Strategy: Manage the use of debt and expenses to maintain the County’s credit-worthiness and an affordable and competitive tax rate Methodology: Total general fund expenditures, excluding debt service, as a percentage of the population (reverse measure) 3-Year Target: To have County general fund expenditures per capita be at or below the per capita average for North Carolina benchmark jurisdictions

ACCOUNTABLE GOVERNMENT

$787 $846 $882 $896 $917 $923 $947 $1,055 $1,218 Big 4 Average (excluding Meck): $982

The County’s strong management and good financial policies and practices have helped keep spending reasonable and build healthy reserves – supporting the County’s ability to weather an economic downturn

MECKLENBURG COUNTY

$1,030 $1,064 $1,055 FY2016 FY2017 FY2018

Note: Due to timing in availability of data, the most recent results reflect data from FY2018

FY2018 RESULTS BY COUNTY

13

KEY PERFORMANCE INDICATOR:

CUSTOMER SATISFACTION

Strategy: Utilize the customer service standards with a focus on customer satisfaction and priority in the design and efficient delivery of County services Methodology: % of County customers satisfied with services provided 3-Year Target: To have 88% or more of County customers satisfied with services received 84% 96% 97% 96% 97% 97% 97% 98% 98% 97%

FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 Target

ACCOUNTABLE GOVERNMENT

The County’s customer satisfaction score has remained at 97 percent or greater for six years running, receiving the highest marks for courtesy and respect (nearly 99 percent positive responses)

Customer Service Standard Result Courtesy and Respect 98.7% Ethics 98.1% Service Quality 96.8% Communication 96.4% Timeliness 95.5%

Target 88%

14

KEY PERFORMANCE INDICATOR:

SATISFACTION WITH COUNTY COMMUNICATION

Strategy: Improve communication of information about County news, programs and services to residents and customers Methodology: Resident Perception of County Communication

Data collected from annual Mecklenburg County Community Survey

3-Year Target: N/A

ACCOUNTABLE GOVERNMENT

49% 44% 46% 47% 52% 45% 46% 35% 40% 37% 43%

FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19

The FY2019 result is the highest it has been in four years, as the County continues to seek innovative ways to reach the public, whether through social media, community engagement events or traditional media avenues

15

KEY INITIATIVE:

LONG-TERM FINANCIAL PLANNING

ACCOUNTABLE GOVERNMENT

In FY2016, the County began the implementation and use of a long-range financial planning (LRFP) tool to help accurately project operating and capital needs over a five-year period. Since being put in place, the County has worked continually to enhance the LRFP model. In FY2019, the model was used extensively to support the adoption of key County initiatives, and has become a critical budgeting tool. The model has been shared with the bond rating agencies and the State Treasurer’s Office, leading the bond rating agencies to now list long-range financial planning as a core strength for Mecklenburg County. The LRFP tool guided the adoption of the FY19-23 Capital Improvement Program and the Greenway Acceleration key initiative

Link to County Capital Projects

FY2019 property tax revenue was within 1 percent of budget, while sales tax and other revenue forecasts for the FY2020 budget were raised based on refined economic trend analysis

Improve Financial Forecasts

The LRFP tool was utilized to support: Affordable Housing, the Sales Tax Referendum, a Land Bond Study and Health Care Reserve Analysis among other initiatives/strategies

Clarify Financial Impact of Strategies

Updates to the model include a CIP Tracker with data/ diagnostic links to InfoAdvantage, CIP Budget Book Automation, a Construction Planning Tool and a Historical CIP Spending Analysis

Integrate Financial Statistics

TARGETED OUTCOMES

16

KEY INITIATIVE:

BUSINESS CONTINUITY

ACCOUNTABLE GOVERNMENT

The County successfully activated Continuity of Operations Plans (COOPs) during the December 2017 Ransomware Attack. Mecklenburg County’s response to, and subsequent communication around, the cyber crisis gained national attention and recognition. No data were lost and ITS was able to recover almost 100 percent of critical systems within 30 days. Departments activated COOP protocols within hours of the attack, resulting in no shutdown

• f business operations.

In FY2019, the County hired an external consultant to assist with the creation of a comprehensive Crisis Management Plan (CMP) including tactical pull-out instructions by crisis category. The County held a Cabinet training and workshop to provide input to the Crisis Management Plan, which is to be finalized in FY2020

Provide Guidance During a Crisis

ITS implemented several “new normal” security policies and tools and is continuing to upgrade system/data recovery capabilities

Ensure IT Recovery Capabilities

Departments held all Continuity of Operations Plans (COOP) tabletop exercises each year (FY17- FY19)

Capable Critical Functioning Remotely

Departments updated Continuity of Operations Plans (COOP) each year (FY17- FY19) and posted them on MeckWeb

Ensure Continuity

TARGETED OUTCOMES

17

KEY INITIATIVE:

ENTERPRISE RISK MANAGEMENT

ACCOUNTABLE GOVERNMENT

The County has been engaged in enterprise risk management (ERM) since 2011 and began revamping the ERM program in 2015 to make it more strategic, visible and operational. In FY2019, the County retooled the Enterprise Risk Management (ERM)

• Program. Mark Beasley, NC State Professor and ERM Consultant,

assisted the County’s Executive Team and Cabinet with focused ERM workshops and trainings. The revised ERM structure will have an enterprise risk committee chaired by the County’s Risk Officer and assigned risk owners, and will link directly to strategic business planning. The revised ERM structure will focus on creating reporting templates, developing key risk indicators and establishing linkages to strategic plans

Link ERM to Strategy

The County’s Executive Team and Cabinet received training in ERM concepts and best practices for identifying and addressing the County’s enterprise risks

Increase Visibility of ERM Program

The Executive Team held three workshops to identify/prioritize risks and develop a go-forward ERM structure

Operationalize ERM

TARGETED OUTCOMES

18

KEY INITIATIVE:

GRANTS MANAGEMENT STRATEGY

ACCOUNTABLE GOVERNMENT

Grants represent an important tool for achieving a variety of community

• bjectives and delivering critical services to residents. The County relies on

grants to provide supportive housing, homeless resource services, juvenile crime prevention, solid waste services, children’s developmental services, public health planning and promotion, childcare services, senior nutrition and transportation for disabled individuals. In FY2019, the Financial Services Department continued work towards implementing Uniform Guidance requirements for procurement of goods and services using Federal funds. Under the new guidance, the team worked with staff to navigate requirements for individual programs and seek exceptions, where necessary, to efficiently implement the program. The total grant dollars awarded in FY2019 increased 68% compared to FY2018 to over $18.7M

Enhanced Funding and Performance

Procurement staff providing training, worked with legal and program staff to address questions and tracked issues to identify

• pportunities to enhance training and procedures

More Efficient Processes

Improved reporting by identifying grants to capture in Amplifund as they came up for renewal and developing a report to increase transparency on new grant application requests

Increased Reporting and Transparency

TARGETED OUTCOMES

CONNECTED COMMUNITY

Outcome: To foster access to physical, social and information resources for all residents and visitors in our community

20

KEY PERFORMANCE INDICATOR:

CAPITAL PARK & RECREATION PROJECTS

Strategy: Promote County access to public parks, greenways, nature preserves and recreation centers Methodology: 1) # of projects completed 2) dollars spent on projects 3) list of capital projects 3-Year Target: N/A

CONNECTED COMMUNITY

In FY2019, Park & Recreation completed seven projects, expanding the parks and open space areas by approximately 379 acres and extending the finished greenways by 3.3 miles

# Project Name Completion Date Cost 1 Mecklenburg County Regional Sportsplex Phase 3

• Add'l Seating

July 2018 $330,116.00 2 Abersham Regional Park October 2018 $145,983.00 3 Ray's Splash Planet Renovations (Deferred Maintenance) October 2018 $53,833.00 4 Queen Tennis Center at Marion Diehl Park November 2018 $265,518.00 5 Briar Creek Greenway – Randolph to Meadowbrook February 2019 $145,983.00 6 Little Sugar Creek Greenway - Huntingtowne Farms Park to I-485 June 2019 $1,932,524.00 7 Clarks Creek Community Park June 2019 $2,489,147.00

FY2017 Completed CIP Projects FY2018 Completed CIP Projects FY2019 Completed CIP Projects

21

KEY PERFORMANCE INDICATOR:

CHARLOTTE MECKLENBURG LIBRARY ACTIVE CARDHOLDERS

Strategy: Grow the network of active library cardholders through marketing and outreach in the community Methodology: % of households in Mecklenburg County with an active library account 3-Year Target: To have 40% of households with active library card users

CONNECTED COMMUNITY

40% 49% 38% 47% 38% 46%

12 Months 24 Months

FY17 FY18 FY19

12 months 24 months FY17 168,157 206,504 FY18 164,091 201,464 FY19 162,392 196,862 Number of Active Households Morrison and North County Regional Libraries closed as a result of renovations respectively in FY2018 and FY2019, which impacted the number of active cardholders

22

KEY INITIATIVE:

BRINGING MECKLENBURG COUNTY TO YOU

In FY2019, the County’s Asset and Facility Management Department (AFM) commenced implementation of Phase II of the master plan strategy to build Community Resource Centers (CRCs) at strategic locations throughout the County. AFM also consolidated or relocated several departments across the County (see summary to the right). The relocation resulted in further vacating of the Hal Marshall Center and Walton Plaza, allowing for potential redevelopment of those sites. In the Government District, the County completed additional relocations and hired an architectural firm to design renovations to the County floors of the Charlotte-Mecklenburg Government Center.

• Hired an architectural firm to begin master planning and

conceptual design of the Northeast CRC site, as well as a Construction Manager at Risk team to provide pre-construction services and build the facility

• Completed the renovation of the remaining ~200,000 square

feet of vacant space at the Valerie C. Woodard Center

• Relocated the Office of the Tax Collector, the County Assessor’s

Office, the Community Support Services Department and various divisions of the Public Health Department to the Woodard Center

• Completed a renovation project at the Judge Clifton E. Johnson

Building and consolidated three divisions of the Finance Department, while also relocating the Enterprise Project Management and Business Process Management Offices

Facility Design and Construction

TARGETED OUTCOMES

CONNECTED COMMUNITY

23

KEY INITIATIVE:

LAND DISPOSITION STRATEGY

Mecklenburg County has engaged in efforts to strategically undertake the acquisition and disposition of real estate to accomplish its goals, including to support County programs such as Bringing Mecklenburg County to You and to address the Board of County Commissioners’ and community’s concerns related to economic opportunity. As part of the County’s approach to increase economic

• pportunity for all, the Board of County Commissioners

approved various strategies to increase access to affordable

• housing. These encompassed repurposing County land

and including conditions for affordable housing in sales agreements for County land.

TARGETED OUTCOMES

Continuation of the effort to locate and acquire sites needed for the Southwest and East Community Resource Centers (CRCs)

Land Acquisition for BMC2U

Re-purposed the land occupied by the Tom Ray Center and Carlton Watkins Center for affordable housing and began developing an RFP/RFQ process for selection of a developer

Surplus Parcels Redeveloped

Sold the property located at 4th and Graham Streets to the City of Charlotte for incorporation into the new Gateway Station development

Maximize Taxpayer Value

CONNECTED COMMUNITY

ECONOMIC OPPORTUNITIES

Outcome: To enhance the economic stability and success of our current and future residents

25

KEY PERFORMANCE INDICATOR:

HOMELESSNESS RATE PER CAPITA

Strategy: Promote availability of homeless prevention resources Methodology: Homelessness rate per 1,000 residents (reverse measure) 3-Year Target: N/A

ECONOMIC OPPORTUNITIES

The increase from the 2018 to the 2019 Point-in-Time Count census was due in part to additional temporary shelter capacity within the system serving the homeless population

919,628 944,943 968,204 991,619 1,011,315 1,034,442 1,057,237 1,076,837 1,099,382 1,121,967 2.17 2.43 2.11 1.75 1.70 1.65 1.58 1.37 1.52 1.55 0.00 0.50 1.00 1.50 2.00 2.50 3.00 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 200,000 400,000 600,000 800,000 1,000,000 1,200,000

Homeless Persons per 1,000 Population Mecklenburg County Population

Mecklenburg County Population Homeless Persons per 1,000 People

26

KEY PERFORMANCE INDICATOR:

WORK FIRST TRAINING TO EMPLOYMENT

Strategy: Support families and communities in reaching their greatest potential for economic success Methodology: % of individuals who complete Work First training that enter employment 3-Year Target: To have 80% or more of individuals who complete Work First training enter employment

ECONOMIC OPPORTUNITIES

74% 80% 87% 76% 68%

Target: 80% FY15 FY16 FY17 FY18 FY19

In March 2019, the State instructed counties to stop providing childcare to individuals applying for childcare benefits, including Work First and Food and Nutrition Services Education & Training program participants

HEALTHY COMMUNITY

Outcome: To create a culture of health and wellness for our residents

28

KEY PERFORMANCE INDICATOR:

HIV INFECTION RATE

Strategy: Provide access to HIV educational services and resources Methodology: # of individuals newly diagnosed with HIV infection per 100,000 population (reverse measure) 3-Year Target: To have 26 per 100,000 population or less newly diagnosed with HIV infection by the end of FY19

HEALTHY COMMUNITY

In FY2019, Mecklenburg County introduced the new HIV Community Prevention Plan: Getting to Zero, which emphasizes testing, treatment and prevention with a focus

• n pre-exposure prophylaxis (PrEP)

32.2 29.1 36.9 33.5 30.4 31.3 23.9

Target: 26

2012 2013 2014 2015 2016 2017 2018

Note: Due to timing in availability of data, the most recent results reflect data from FY2018

29

KEY PERFORMANCE INDICATOR:

YOUTH SMOKING RATE

Strategy: Employ early prevention methods and educational opportunities on risks of using tobacco Methodology: % of youth who smoked a cigarette in the last 30 days (reverse measure) 3-Year Target: To have 10% or less of youth who smoked a cigarette in the last 30 days

HEALTHY COMMUNITY

15.3% 13.0% 14.2% 9.7% 10.3% 8.4%

Target: 10%

2007 2009 2011 2013 2015 2017 In FY2019, the focus for youth tobacco prevention included training adults who influence youth on the harms and trends around emerging tobacco products (i.e. vapes, JUUL, e-cigs) Updated data on youth smoking rates will not be available until FY2020 since data is taken from the Youth Behavior Risk Survey (YRBS), which is conducted every two years.

30

KEY PERFORMANCE INDICATOR:

COLORECTAL CANCER SCREENING

Strategy: Make available health screening

• ptions in the community

Methodology: % of respondents age 50-75 who received one or more of the recommended colorectal cancer screening tests within the recommended time interval 3-Year Target: To have 80% or more of respondents receive one or more of the recommended colorectal cancer screening tests

HEALTHY COMMUNITY

FY17 Result:

80%

In 2018, due to shifts in priorities, the Public Health Department’s focus on colorectal cancer screening was discontinued

31

KEY PERFORMANCE INDICATOR:

HEALTH AND FITNESS PROGRAM UTILIZATION

Strategy: Promote physical activity and healthy behaviors Methodology: Number of unduplicated enrollees in health and fitness classes per 100,000 population 3-Year Target: N/A

HEALTHY COMMUNITY

13,970 15,589 15,235 2017 2018 2019

Resident Users of Programs

Health and Fitness Programs:

• Aquatics
• Competition/Leagues
• Fitness & Wellness
• Natural Science
• Out of School Time
• Outdoor Adventure
• Sports/Athletics/Games
• Summer Camp
• Therapeutic Recreation

To ensure residents are aware of the many opportunities

• ffered by Park and Recreation, the department has

invested in a marketing campaign to increase public awareness Note: This does not include individuals who attend but do not pre-enroll in the class (i.e. drop-ins).

32

KEY PERFORMANCE INDICATOR:

OZONE NAAQS COMPLIANCE AIR QUALITY INDICATOR

Strategy: Provide leadership in methods to enhance the overall air quality Methodology: % above the Federal Health- Based Standard for ozone (reverse measure) 3-Year Target: To be 4% or less above the Federal Health-Based Standard for ozone

HEALTHY COMMUNITY

9.3% 5.3% 10.7% 4.0%

• 2.7%
• 9.3%

0% 0% 0.0% FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19

Ozone Season Ending Fiscal Year Design Value (ppb) Standard (ppb) Ozone NAAQS Compliance AQ Indicator* 2010 FY2011 82 75 9.30% 2011 FY2012 79 75 5.30% 2012 FY2013 83 75 10.70% 2013 FY2014 78 75 4.00% 2014 FY2015 73 75

• 2.70%

2015 FY2016 68 75

• 9.30%

2016 FY2017 70 70* 0.00% 2017 FY2018 70 70 0.00% 2018 FY2019 70 70 0.00%

Projects such as GRADE (Grants to Replace Aging Diesel Engines) that provide incentives for purchasing newer, cleaner engines, along with a highly successful permitting and enforcement program, have helped achieve compliance

33

KEY INITIATIVE:

HHS INTEGRATED SERVICE DELIVERY MODEL - COMMUNITY RESOURCE CENTERS

The close of FY2019 ended the first year of operation of the County’s prototype Community Resource Center (CRC) and brought with it innovative and leading-edge accomplishments. In a “first of its kind” national effort, the Center welcomed a full-time community health team to the CRC that connects CRC customers to healthcare providers and other community resources, completes biometric screenings, assists with personal empowerment plans and provides health education and patient advocacy, all at no cost to the customer. Central Piedmont Community College also joined the Center, providing an Education Navigator to assist customers in moving successfully toward job readiness or a college/training program.

TARGETED OUTCOMES

Over 93,500 customers received services in the County’s first Community Resource Center:

• 11 percent (10,129) of customers received Public Health

services

• 36 percent (33,612) of customers received assistance with

accessing nutritious food

• 17 percent (15,611) of customers received Medicaid

assistance

• 8 percent (7,932) of customers received Veterans Services,

Child Support and Emergency Services

• 96 percent of customers stated that they were satisfied with

services received

• 64 percent of customers seeking employment assistance (325
• ut of 508) obtained living-wage employment

CRC Milestones

HEALTHY COMMUNITY

SAFE COMMUNITY

Outcome: To have an efficient and effective criminal justice system

35

KEY PERFORMANCE INDICATOR:

COURT APPEARANCE RATE

SAFE COMMUNITY

In FY2019, the Pretrial Services division implemented a new Release Conditions Matrix that allows defendants who meet Board of County Commissioners criteria to be eligible for supervision 95.50% 94.94% 90.84% FY17 FY18 FY19 Pretrial Services Recovery Courts FY17 97.62% 94.18% FY18 95.48% 94.60% FY19 91.22% 90.40% Strategy: Ensure participant compliance throughout the duration of a court case Methodology: % of Pretrial Services and Recovery Court participants that appear at their scheduled court date(s) 3-Year Target: N/A

36

KEY PERFORMANCE INDICATOR:

PROGRAM-SPECIFIC RECIDIVISM RATES

SAFE COMMUNITY

Re-Entry Services Recovery Courts FY17 21.88% 23.96% FY18 17.05% 18.67% FY19 20.27% 21.59% 22.92% 17.79% 20.99% FY17 FY18 FY19 Strategy: Provide programs that encourage desistance from crime, and enhance the re-entry services that include supportive networks and robust case management services (e.g., housing, training, substance abuse and mental health services) for individuals with criminal histories Methodology: % of Re-Entry Services and Recovery Court participants that were convicted of a new charge within two years of their program discharge date (reverse measure) 3-Year Target: N/A In FY2019, staff provided training to all partner agencies focused on addressing participants’ underlying issues, such as substance use, mental health, domestic violence, trauma, homelessness and unemployment

37

KEY PERFORMANCE INDICATOR:

CIVIL PROCESS SERVICE RATE

Strategy: Provide efficient service of civil papers Methodology: % of serviceable civil papers that are returned served 3-Year Target: To have 77% or more of serviceable civil papers returned served

SAFE COMMUNITY

Civil Processes Served 99% Civil Processes Not Served 1%

Civil Processes Served Civil Processes Not Served 67,704 691 Appropriate service of all issued processes is essential to the fulfillment of the North Carolina statutory requirements of the Sheriff’s Office, as well as upholding its constitutionality.

38

NEXT STEPS

FY2017-2019 Strategic Business Plan (Close-Out)

• Final printed copy of the FY2019 performance report will be available in January
• The Strategic Planning & Evaluation team will work with Public Information to share the performance report online and

make available to the public

MECKLENBURG COUNTY

FY19 PERFORMANCE REPORT

Presented to the Board of County Commissioners December 10, 2019

Monica R. Allen, PhD Director, Strategic Planning & Evaluation