MECKLENBURG COUNTY FY19 PERFORMANCE REPORT Presented to the Board of County Commissioners December 10, 2019 Monica R. Allen, PhD Director, Strategic Planning & Evaluation
FY2017-FY2019 CORPORATE STRATEGIC BUSINESS PLAN 2 2
OVERVIEW • Review the Community Vision • Highlight Results for Goal Areas: • Accountable Government • Connected Community • Economic Opportunities • Healthy Community • Safe Community • Next Steps 3
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 4
MECKLENBURG COUNTY CORPORATE STRATEGIC BUSINESS PLAN GOAL AREAS AND OUTCOMES To be an open, transparent and high performing Accountable Government organization that effectively uses resources to provide high quality services to our visitors and residents To foster access to physical, social and information Connected Community resources for all residents and visitors in our community To enhance the economic stability and success of our Economic Opportunities current and future residents To create a culture of health and wellness for our Healthy Community residents Safe Community To have an efficient and effective criminal justice system 5
ACCOUNTABLE GOVERNMENT Outcome: To be an open, transparent and high performing organization that effectively uses resources to provide high quality services to our visitors and residents
ACCOUNTABLE GOVERNMENT KEY PERFORMANCE INDICATOR: EMPLOYEE MOTIVATION AND SATISFACTION Employee motivation and satisfaction remained high and 89% 89% 89% 89% 89% 88% 88% above target as the County continues to implement 87% strategies aimed at engaging employees Target 85% 88% 84% 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 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 to work for Mecklenburg County Target 7
ACCOUNTABLE GOVERNMENT KEY PERFORMANCE INDICATOR: 2-YEAR RETENTION RATE The retention rate was adversely impacted by an increasingly competitive labor market (especially in 80.39% 79.29% 75.97% technical and medical jobs) as the economy steadily 73.72% 68.88% improved during the three-year plan cycle 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 FY15 FY16 FY17 FY18 FY19 Calculation does not include individuals who were not retained and have a termination category of: Death, Involuntary, Retired, Voluntary in lieu of termination, or Voluntary with Needs Improvement. 3-Year Target : N/A 8
ACCOUNTABLE GOVERNMENT KEY PERFORMANCE INDICATOR: HIRING MANAGER SATISFACTION WITH APPLICANT POOL Talent Acquisition continued to build on a new proactive 96.8% 98.1% 94.6% 93.7% approach to filling positions by meeting with hiring managers before posting a job opening to deepen the recruiter’s understanding of the position needs Target 84% 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 FY16 FY17 FY18 FY19 3-Year Target : To have 84% of hiring managers satisfied with the applicant pool Target 9
ACCOUNTABLE GOVERNMENT MECKLENBURG COUNTY BOND RATINGS Fiscal Year Fitch Moody's S & P KEY PERFORMANCE INDICATOR: 2016 AAA Aaa AAA 2017 AAA Aaa AAA BOND RATING 2018 AAA Aaa AAA Note: Due to timing in availability of data, the most recent Mecklenburg County’s strong fiscal stewardship, healthy results reflect data from FY2018 reserves and strong debt capacity all support the County’s general obligation bonds carrying the highest credit rating FY2018 BOND RATINGS BY COUNTY for each bond rating agency North Carolina County Fitch Moody's S & P Strategy: Manage the use of debt and Mecklenburg County AAA Aaa AAA expenses to maintain the County’s credit- Cabarrus County AA+ Aa1 AA+ worthiness and an affordable and competitive Durham County n/a Aaa AAA tax rate Forsyth County AAA Aaa AAA Methodology: Rating for the issuance of Gaston County n/a Aa2 AA general obligation debt by three major bond Guilford County AAA Aaa AAA rating agencies Iredell County AAA Aa1 AA+ 3-Year Target : To maintain AAA bond Union County AAA Aaa AA+ rating, the highest possible score Wake County AAA Aaa AAA 10
ACCOUNTABLE GOVERNMENT MECKLENBURG COUNTY $1,248 $1,167 $1,088 KEY PERFORMANCE INDICATOR: GENERAL BONDED DEBT PER CAPITA FY2016 FY2017 FY2018 The County has been able to expand and support $1.6 Note: Due to timing in availability of data, the most recent billion in capital investments for schools, libraries, parks & results reflect data from FY2018 recreation and more with strategic use of direct funding for capital investments, in addition to bond financing FY2018 RESULTS BY COUNTY $1,854 Big 4 Average Strategy: Manage the use of debt and expenses $1,282 $1,352 $1,502 (excluding Meck): $1,387 to maintain the County’s credit-worthiness and an $1,248 affordable and competitive tax rate $846 $840 Methodology: Tax supported, general bonded $659 long-term debt as a percentage of the population (reverse measure) $278 3-Year Target : To have County general bonded debt per capita be at or below the per capita average for North Carolina benchmark jurisdictions 11
ACCOUNTABLE GOVERNMENT MECKLENBURG COUNTY $1,064 $1,055 $1,030 KEY PERFORMANCE INDICATOR: GENERAL FUND EXPENDITURES PER CAPITA FY2016 FY2017 FY2018 The County’s strong management and good financial Note: Due to timing in availability of data, the most recent policies and practices have helped keep spending results reflect data from FY2018 reasonable and build healthy reserves – supporting the County’s ability to weather an economic downturn FY2018 RESULTS BY COUNTY $1,218 Big 4 Average (excluding Strategy: Manage the use of debt and expenses $1,055 Meck): $982 to maintain the County’s credit-worthiness and an $917 $923 $947 $896 $846 $882 affordable and competitive tax rate $787 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 12
ACCOUNTABLE GOVERNMENT Customer Service Standard Result Courtesy and Respect 98.7% KEY PERFORMANCE INDICATOR: Ethics 98.1% Service Quality 96.8% CUSTOMER SATISFACTION Communication 96.4% Timeliness 95.5% The County’s customer satisfaction score has remained at 97 percent or greater for six years running, receiving the 98% 98% 97% 97% 97% 97% 97% 96% 96% highest marks for courtesy and respect (nearly 99 percent 84% positive responses) Target 88% 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 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 received Target 13
ACCOUNTABLE GOVERNMENT KEY PERFORMANCE INDICATOR: SATISFACTION WITH COUNTY COMMUNICATION The FY2019 result is the highest it has been in four years, as the County continues to seek innovative ways to reach 52% 49% 44% 46% 47% the public, whether through social media, community 45% 46% 43% engagement events or traditional media avenues 40% 37% 35% 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 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 3-Year Target : N/A 14
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