FY2017 MECKLENBURG COUNTY

Transcription

1 FY2017 MECKLENBURG COUNTY AGENCY/DEPARTMENT DEMAND DATA Provided to: Executive Team Abstract Each year departments provide a case for additional funding in preparation for the upcoming budget fiscal year. During the FY17 department directors budget retreat, several directors mentioned increases in workload and customer demand as a driver for their FY18 budget requests. The intent of this document is to provide context on need and provide additional information that supports some of the departments strategic business plans goals and objectives.

2 Contents Charlotte-Mecklenburg Library... 3 Households in Mecklenburg County with an Active Library Card... 3 Individuals Who Said They Had Visited a Library for Any Reason in The Past 12 Months... 4 Year-Over-Year Active Cardholder Growth... 4 Year-Over-Year Growth in Digital Circulation... 5 Year-Over-Year Wi-Fi Usage Growth... 6 Child Support Enforcement... 7 Court Order Backlog... 7 Service of Paper Process Rate... 8 Caseload Size... 8 Community Support Services... 9 Chronic Homelessness Inflow & Outflow... 9 Impact of Community Support Services Funding to Ending Chronic Homelessness County Assessors Office Number of Building Permits Issued Total Cost for Permits Average Cost for Permits Issued Number of Parcels Per Appraiser Elections Mecklenburg County Total Votes by Year Early Votes Election Day Votes Absentee Votes by Mail Human Resources Voluntary Resignation Rate Talent Acquisition Customer Satisfaction Days to Fill HR Staffing Trends Internal Audit Land Use and Environmental Services Agency Code Enforcement Inspections Water & Land Resources: Land Development Site Plan Review Activity

3 MEDIC All Encounters Transports Only Total Eligible Patients Medical Examiner Autopsies and Death Investigations Office of the Tax Collector Tax Collection Rate Park and Recreation Households using Park and Recreation facilities Tracked Park and Recreation Visits Public Health School Health Nurses Voluntary Turnover Environmental Health Inspections Environmental Health Inspections by Type Public Information Number of Community Events Register of Deeds Deeds Filed and Mortgages Files Social Services Youth and Family Services Investigations Family in Home Permanency Planning Backlog Cases Social Services Economic Services Caseload Data Sheriff s Office Average Daily Population

4 Charlotte-Mecklenburg Library Households in Mecklenburg County with an Active Library Card The FY 2013 FY 2017 Strategic Plan identifies several key outcomes to measure the Charlotte-Mecklenburg Library s ability to deliver on its mission in Outcome: Today: 40% of households have an active library card (used in the last two years) 48% (Source: Household Market Penetration Study) 70% 60% 50% 40% 30% 20% 10% 47.0% 48.0% 44.2% 36.9% 46.0% 46.0% 0% Q1 Q2 Q3 Q4 FY 2016 FY 2017 Linear (FY 2017) 3

5 Individuals Who Said They Had Visited a Library for Any Reason in The Past 12 Months Outcome: Today: 66% of community residents visited a library in the last 12 months for any reason 63% (Source: 2016 Mecklenburg County Community Survey) 70% 60% 50% 40% 30% 20% 10% 0% 69% 58% 63% 49% 49% FY 2012 FY 2013 FY 2014 FY 2015 FY2016 Year-Over-Year Active Cardholder Growth Outcome: Today: 1 in 3 residents (33%) are active cardholders (have used the library in the last 2 years) 39% of residents are active cardholders 409,082 (Source: Library Statistics) 430, , , , , , , , , , , , , , , , , , , , , , , , , , ,000 July August September October November December January February FY 2016 FY 2017 Linear (FY 2016) 4

6 Year-Over-Year Growth in Digital Circulation Outcome: 20% of circulation is digital by 2017 Today: 25% of circulation is digital for the most recent month (Source: Library Statistics. Aggregate of multiple digital resources including Overdrive, Hoopla, Freading, etc.). Due to vendor and systems constraints, digital circulation is limited to 100% of digital downloads, plus activity from 16 of 92 available online resources (and thus understated). 160, , , , , , , , , , ,000 80,000 60,000 50,291 67,512 50,619 69,128 61,789 56,229 60,202 75,669 77,614 40,000 July August September October November December January February FY 2016 FY 2017 Linear (FY 2016) 5

7 Year-Over-Year Wi-Fi Usage Growth More cardholders, more devices, more digital usage and more operating hours have combined to increase usage of the Library s Wi-Fi. 80,000 75,000 70,000 65,000 60,000 55,000 50,000 45,000 40,000 35,000 30,000 68,448 68,659 71,814 75,971 63,250 62,677 56,496 35,909 38,364 39,348 40,539 42,084 39,718 42,224 73,734 73,914 July August September October November December January February FY 2016 FY 2017 Linear (FY 2016) 6

8 Child Support Enforcement Court Order Backlog There were 2,064 orders missing during the study period from November 2015 to date; missing orders are defined as those taking more than 10 days to be written by an attorney, for subsequent signature by the applicable judge, file stamped by the Clerk of Court's office, and returned to CSE for entry into the State database, at which time it is recognized as a completed order. As of 3/31/2017 there are 272 missing orders remaining. The graphics below provide a visual on the court order backlog and provide more context on the performance and service demand of the court order process. Number of Orders Missing Orders (Total 2,064) November 2015 to March Still Missing; 1,792 Completed To Date Number of Days Number of Orders Still Missing Missing Orders (Still Missing) November 2015 to March Still Missing - Breakout Number of Days November 2015 to March 2017 Average Days Missing (2,064 orders) 56 *Missing Order - Order that was not completed within 10 days of the court hearing. 7

9 Service of Paper Process Rate Caseload Size The CSE caseload size for the last five fiscal years has averaged 37,240. For MCCSE to meet the State recommended standard of 325 to 350 cases per case manager, an additional 38 case managers would be required. This assumes the current model of seven case managers per team, and would result in 5 additional teams. To meet the current model each team would also require a supervisor, team lead and administrative support assistant. With regards to the request to provide data on benchmark timeframes of the court order process from beginning to end, CSE has reached out to some other NC Counties, and have been advised that the average length of time for the court order process from beginning to end ranges from same day to three days. Concerning the question where does Mecklenburg County compare in caseload ratios to the other Metro Counties in NC, CSE has not received responses from NC metro counties yet; however, once CSE does receive responses. the Executive Team will be updated promptly. 8

10 Community Support Services CHRONIC HOMELESSNESS OVERALL PROGRESS As of February 28, 2017, there are 470 persons who have moved to permanent housing. 55% (258) were housed via Permanent Supportive Housing. There remain 349 persons left to be housed. Chronic Homelessness Inflow & Outflow Table 1 below summarizes the number of persons were added (inflow) to the chronic homelessness registry and removed from (outflow) the chronic homelessness registry each month from September 2016 to February Persons are added to the registry when they meet the criteria of chronic homelessness; most are identified when they apply for assistance at Coordinated Entry. Persons are removed for four reasons: they move into permanent housing, they become inactive and are not able to be contacted, they are found later not to meet the chronic homelessness criteria or they are found to be deceased. Those persons who are currently on the chronic homelessness registry are prioritized for open Permanent Supportive Housing units based upon their score on an assessment called the VI-SPDAT used at Coordinated Entry. Table 1 Table 1 reflects the overall trend that inflow outpaces outflow, which has resulted in slow progress to reduce numbers of persons who are actively chronically homeless. 9

11 CHRONIC HOMELESSNESS & SUPPORTIVE SERVICES Charlotte-Mecklenburg has prioritized its permanent supportive housing units funded with public dollars for persons experiencing chronic homelessness in accordance with guidelines provided by the U.S. Department of Housing & Urban Development. Permanent Supportive Housing is the combination of housing and supportive services that are provided while the person needs them usually for an extended period. There are three main components necessary for Permanent Supportive Housing: the physical unit, the funding for the unit, and supportive services. Federal dollars have shifted in the past decade to fund more permanent housing options like permanent supportive housing. In fact, since 2010 in Charlotte-Mecklenburg, the funding for permanent supportive housing subsidies has increased resulting in an 270% increase in the number of units from 347 to 1,285 units. However, federal dollars do not always cover the cost of supportive services that must be linked with permanent supportive housing subsidies. Mecklenburg County Community Support Services has filled this gap by providing supportive services funding for agencies who have permanent supportive housing subsidies to serve persons who are chronically homeless. Impact of Community Support Services Funding to Ending Chronic Homelessness Mecklenburg County Community Support Services currently serves 192 households in permanent supportive housing. If Mecklenburg County Community Support Services meets the proposed funding level, CSS will serve 192 households in addition to 120 new households in FY17 through a new partnership with Urban Ministry Center. Therefore, the total number of households served if Mecklenburg County Community Support Services meets its proposed funding level is 312 households. The impact if Mecklenburg County Community Support Services does not fund a portion of the supportive services that is matched with permanent supportive housing units to house the 312 households is significant to the overall work to end chronic homelessness. Table 2 below highlights the projection for the number of persons experiencing chronic homelessness with current funding levels and the potential impact if funding is not maintained at its current level. Table 2 10

12 County Assessors Office The County Assessor s Office mentioned during the FY2017 director s budget retreat that due to an increase in construction, the total number and complexity of parcels is growing, which impacts the assessment work of the department. Although the following data reflects much of the activity within the Land Use and Environmental Services Agency (LUESA) such as: increases in building permits issued, total cost for permits and average cost for permits, there is a correlation between the increasing body of work in LUESA and the need for # of appraisers and parcels per appraisers for Mecklenburg County. Number of Building Permits Issued 60,000 50,000 40,000 30,000 20,000 13,003 19,500 32,503 13,683 20,662 34,345 15,316 23,053 38,369 16,218 24,858 41,076 17,510 27,789 45,299 19,381 29,193 48,574 18,918 30,213 49,131 10, Building Permits Mechanical Permits All Permits Total Cost for Permits $12,000,000,000 $10,000,000,000 $8,000,000,000 $6,000,000,000 $4,000,000,000 $2,000,000,000 $ Building Permits $1,271,139, $1,814,832, $2,259,138, $2,752,361, $2,959,476, $3,794,495 $3,452,825 Mechanical Permits $1,610,747, $2,043,503, $2,751,519, $3,400,775, $3,511,752, $5,855,663 $4,489,833 All Permits $2,881,887, $3,858,335, $5,010,657, $6,153,136, $6,471,229, $9,650,159 $7,942,659 11

13 Average Cost for Permits Issued $250,000 $200,000 $150,000 $100,000 $50,000 $ Building Permits $97,765 $132,644 $147,531 $169,731 $169,016 $195,784 $182,515 Mechanical Permits $82,607 $98,906 $119,356 $136,814 $126,372 $200,585 $148,606 All Permits $88,671 $112,347 $130,602 $149,810 $142,856 $198,669 $161,663 While the NC DOR staffing recommendation is: 1 appraiser per 7,500 10,000 parcels, in all most all instances in the chart below and for Mecklenburg County, the ratio of appraisers to parcels exceeds the recommended benchmark. Number of Parcels Per Appraiser Mecklenburg County COUNTY PARCELS APPRAISERS ** APPRAISER: REVAL IN-HOUSE OR CONTRACTED REAPPRAISAL PARCEL RATIO* CYCLE Mecklenburg 365, : 11,406 8 years Not Including Reval Mecklenburg 365, : 9,358 8 years Including Reval NC Counties COUNTY PARCELS APPRAISERS ** APPRAISER: REVAL IN-HOUSE OR CONTRACTED REAPPRAISAL PARCEL RATIO* CYCLE Brunswick 146, : 16,222 4 years In-house except for 2015 comm. Reappraisal Buncombe 123, : 10,292 4 years In-house Cumberland 140, : 10,769 8 years In-house Durham 110, : 8,523 3 years In-house with some contracted services Forsyth 157, : 9,276 4 years In-house Gaston 104, : 10,420 4 years In-house with some contracted services Guilford 210, : 13,125 5 years In-house New Hanover 106, : 10,600 4 years Current Reappraisal contracted; all others inhouse *Average # of Parcels Per Appraiser = 11,153 ** # of appraisers include supervisory appraisers Note: Wake County is not included on the list above because they have a different service model. Wake County has a contract with Pearson, and they bring in appraisers through the reval to help complete the work. In 2016, they brought in 16 appraisers to work multiple years. We looked at only counties doing the work internally. 12

14 Elections Mecklenburg County Total Votes by Year 500, , , , , , , , , , , , , ,000 50, Early Votes 300, , , , , , , ,000 50,000 58,797 91,

15 Election Day Votes 250, , , , , , , , ,000 50, Absentee Votes by Mail 35,000 30,000 25,000 26,203 29,126 25,254 20,000 15,000 15,505 10,000 5,000 6,

16 Human Resources Voluntary Resignation Rate The voluntary resignation rate excludes retirements/deaths, involuntary terminations, voluntary in lieu of termination, voluntary with needs improvement, voluntary with disciplinary action within the last two year and internal transfers. The % of employees who voluntarily leave the organization is captured in the chart. Voluntary Resignation Rate 20% 18% 16% 14% 12% 10% 8% 6% 4% 2% 0% 18% 10% 7% 1% 1% 0% 8% 2% 2% 4% 3% 0% 14% 11% 10% 10% 8% 7% 6% 5% 7% 5% 4% 5% 5% 2% 0% 6% 5% 4% 4% 2% 2% 16% 12% 12% 9% 8% 5% 4% 3% 0% 13% 11% 9% 8% 8% 8% 6% 6% 5% 4% 4% 3% 3% 3% 0% FY14 Voluntary Resignation Rate FY15 Voluntary Resignation Rate FY16 Voluntary Resignation Rate 15

17 Talent Acquisition Customer Satisfaction (source: Human Resources Staff) 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 95% FY 2016 Days to Fill FY 2015 FY 2016 FY 2017* Note: The target for Days to Fill is 58 days. 16

18 HR Staffing Trends FT Positions FY13 FY14 FY15 FY16 FY17 County Total 5,268 5,377 5,465 5,561 5,437 HR HR Ratio (source: Joel Riddle's Budget Retreat Cabinet Presentation) 17

19 Internal Audit Internal Audit s FY 2018 request for more staff is strategically driven to expand capacity to conduct more audits of high- and medium-risk exposures in the organization and provide flexibility to respond to changing business needs and key stakeholder priorities. Key challenges that impact planned audit coverage, as well as respond to changing strategic, operational, regulatory and financial risks include but are not limited to: 1. Unplanned audits, reviews, or investigations. Over the past three fiscal years, six unplanned engagements impacted ten planned high- and medium-risk focus areas. 2. Difficulty filling vacancies, which was particularly true in FY Over the past three fiscal years, we lost approximately 3,500 audit productivity hours. 3. Several other factors listed below also impacted the audit plan. FY 2017 CHANGES TO THE AUDIT PLAN Priority Engagements Added Engagements Impacted Register of Deeds close-out audit Finance (Procurement) Register of Deeds follow-up audit Department of Public Health Clinic audit HIPAA investigation Department of Public Health Environmental Health Cash Collection Process Review Criminal Justice Services (Pre-Trial Services) LUESA (Water or Air Quality) Office of the Tax Assessor (Data Analytics) Department of Social Services (Core) OTHER FACTORS Lost one senior auditor, delayed start and then onboarding of new staff and new senior auditor in November 2016 (lost approximately 1000 audit hours for the fiscal year) Continuous monitoring (CM) database issue and resolution FY 2016 CHANGES TO THE AUDIT PLAN Priority Engagements Added Engagements Impacted Asset and Facility Management Department Fuelman None Process Review OTHER FACTORS Departing senior auditor and hard to refill position (lost approximately 1,400 audit hours, could not fill until FY 2017) Departing IT auditor/one-month shadowing to learn CM process FY 2015 CHANGES TO THE AUDIT PLAN Priority Engagements Added Engagements Impacted Department of Public Health Community Alternatives Department of Social Services (Child Protective Program Services) Public Information Services (Social Media) Child Support Enforcement (Core) Information Technology Change Management Information Technology Mobile Devices OTHER FACTORS Departing staff auditor/onboarding new auditor (lost approximately 1,000 audit hours) 18

20 Land Use and Environmental Services Agency Code Enforcement Inspections July Aug Sep Oct Nov Dec Jan Feb Mar April May June July Aug Sep Oct Nov Dec Jan Feb Mar All Inspections # With in 24 hours Water & Land Resources: Land Development Site Plan Review Activity 70 Land Development - Site Plan Review Activity Plan Review Activity Trend Plan Review Activity Jul 2016 Aug 2016 Sep 2016 Oct 2016 Nov 2016 Dec 2016 Jan 2016 Feb 2016 Mar 2016 Apr 2016 May 2016 Jun 2017 Jul Fiscal Year - Month 2017 Aug 2017 Sep 2017 Oct 2017 Nov 2017 Dec 2017 Jan 2017 Feb 2017 Mar 19

21 MEDIC All Encounters - In FY 15-16, we encountered High Frequency Users (HFUs) 20,662 times (transports and refusals). As of YTD, the FY count is 15,512 encounters resulting in transport OR refusal. Transports Only - FY 15-16: 19,040 - FY to date: 14,363 Total Eligible Patients - FY 15-16: 2,690 - FY to date: 2,356 o The numbers include all the patients who were eligible at some point during the year. It is likely that very few of these patients were consistently eligible throughout the course of the year. 20

22 Medical Examiner Autopsies and Death Investigations The chart shows the total number of autopsies attributable to Mecklenburg County, total autopsies for the County s regional catchment area, total amount of death investigations and the amount of external examinations. The timeframe captured is from FY2015-FY2017; FY2017 data is as of February Total autopsies are as followed: FY15-596, FY16-641, FY17(as of Feb. 2017)

23 Office of the Tax Collector Tax Collection Rate % 99.50% 99.50% 99.60% 99.00% 99.00% 98.50% 98.00% 97.50% 97.97% 98.00% 97.00% FY12 FY13 FY14 FY15 FY16 22

24 Park and Recreation Households using Park and Recreation facilities The 2016, 2013, and 2007 data come from the random household survey Park and Recreation does every couple years. The 2014 and 2015 data comes from the annual County survey. The results represent the percentage of households that use County Park and Recreation facilities includes parks, rec centers, greenways, nature preserves, etc. Park and Recreation Facility Use 100% 90% 80% 70% 76% 74% 84% 87% 88% 60% 50% 40% 30% 20% 10% 0% * 2015*

25 Tracked Park and Recreation Visits Calendar Year ,012, % 90% 80% 932, ,687 1,003,828 70% 60% 50% 40% 30% 9,096,313 20% 10% 0% 1 Parks Centers Preserves Greenways 24

26 Public Health School Health Nurses Voluntary Turnover (source: Public Health staff) 18% 16% 14% 13% 16% 12% 10% 9% 8% 6% 4% 2% 0% FY 2014 FY 2015 FY 2016 The results include the % of employees who resigned voluntarily and does not include involuntary resignations, transfers or retirements. In FY2014, there were a total of 128 nurses; FY2015 there were 162 nurses and in FY2016 there were 164 nurses. Environmental Health Inspections (source: HLT Monthly Management Reports) Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 Apr-16 May-16 Jun-16 Jul-16* Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Note: The decrease in inspections at the beginning of FY2017 is attributable to staffing. While all positions were filled, 5 employees were completing training with the state and 2 were out on FMLA. 25

27 Environmental Health Inspections by Type (source: Service Level Indicators) Food, lodging, and institutional inspections FY 2016 FY 2015 Public pools inspected 26

28 Public Information Number of Community Events DEPARTMENT July-Sep 16 Oct-Dec 16 Jan-Mar17 April-June 17 Number of community events CSS 65 DSS ELECTIONS EPMO 2 ECONOMIC DEVELOPMENT (MWSBE) HEALTH LUESA MEDIC PARK 126 SHERRIF 53 PUBLIC INFORMATION BOARD Total

29 Register of Deeds Deeds Filed and Mortgages Files (source: Monthly Management Reports) Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 Apr-16 May-16 Jun-16 Jul-16 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Deeds Filed Deeds Trust/Mortgages Filed 28

30 Social Services Youth and Family Services Investigations 1,700 1,650 1,600 1,550 1,500 1,450 Average Number of Active Investigations 1,685 1,663 1,549 FY15 FY16 FY Average Number of FTEs FY15 FY16 FY17 20 Average Caseload Size 18.9 Average % of staff over standard (10 cases) % 40% 39% 31% 27% 5 20% 0 FY15 FY16 FY17 0% FY15 FY16 FY17 29

31 Family in Home Average Number of Active FIH Cases FY15 FY16 FY Average Number of FTEs FY15 FY16 FY Average Caseload Size % 40% 20% Average % of staff over standard (10 cases) 20% 38% 42% 0 FY15 FY16 FY17 0% FY15 FY16 FY17 30

32 Permanency Planning Average Number of Children in Custody Average Number of FTEs FY15 FY16 FY FY15 FY16 FY Average Caseload Size % 40% 20% Average % of staff over standard (12 cases) 54% 35% 27% 9 FY15 FY16 FY17 0% FY15 FY16 FY17 Backlog Cases 31

33 Social Services Economic Services Caseload Data Ecomomic Services Caseload Data , , , , , , , , , , , , , ,638 77,188 76,696 72,566 50,000 0 Number of Calls - Benefit Call Center Average Monthly Medicaid Cases Average Monthly Food Nutrition Services Cases 4,000 3,158 2,626 Average Monthly Work First Cases Note: ESD standards per worker are broken down by job functions making staff expectations more nuanced, so there is not a clear and simple per worker caseload standard. 32

34 Sheriff s Office Average Daily Population ADP Average Daily Arrests Average Daily Bookings Average Daily Releases MECKLENBURG COUNTY SHERIFF'S OFFICE ,700 1,650 1,600 1,550 1,500 1,450 1,400 1, JUL-16 AUG- 16 SEP-16 OCT-16 NOV-16 DEC-16 JAN-17 FEB-17 MAR-17 THROUGH 3/16/2017 1,300 33