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.
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... 10 County Assessors Office... 11 Number of Building Permits Issued... 11 Total Cost for Permits... 11 Average Cost for Permits Issued... 12 Number of Parcels Per Appraiser... 12 Elections... 13 Mecklenburg County Total Votes by Year... 13 Early Votes... 13 Election Day Votes... 14 Absentee Votes by Mail... 14 Human Resources... 15 Voluntary Resignation Rate... 15 Talent Acquisition Customer Satisfaction... 16 Days to Fill... 16 HR Staffing Trends... 17 Internal Audit... 18 Land Use and Environmental Services Agency... 19 Code Enforcement Inspections... 19 Water & Land Resources: Land Development Site Plan Review Activity... 19 1
MEDIC... 20 All Encounters... 20 Transports Only... 20 Total Eligible Patients... 20 Medical Examiner... 21 Autopsies and Death Investigations... 21 Office of the Tax Collector... 22 Tax Collection Rate... 22 Park and Recreation... 23 Households using Park and Recreation facilities... 23 Tracked Park and Recreation Visits... 24 Public Health... 25 School Health Nurses Voluntary Turnover... 25 Environmental Health Inspections... 25 Environmental Health Inspections by Type... 26 Public Information... 27 Number of Community Events... 27 Register of Deeds... 28 Deeds Filed and Mortgages Files... 28 Social Services Youth and Family Services... 29 Investigations... 29 Family in Home... 30 Permanency Planning... 31 Backlog Cases... 31 Social Services Economic Services... 32 Caseload Data... 32 Sheriff s Office... 33 Average Daily Population... 33 2
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 2017. 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
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) 430,000 410,000 390,000 370,000 386,213 386,379 388,581 390,965 397,678 364,459 407,710 366,699 408,096 369,958 409,082 350,000 330,000 310,000 290,000 270,000 265,363 265,547 273,789 278,707 286,820 250,000 230,000 July August September October November December January February FY 2016 FY 2017 Linear (FY 2016) 4
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). 160,000 140,000 120,000 112,704 114,797 122,436 110,140 140,534 122,050 117,593 100,000 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
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
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 1200 1000 800 600 400 200 0 Missing Orders (Total 2,064) November 2015 to March 2017 272 Still Missing; 1,792 Completed To Date 1183 369 258 147 43 40 17 2 1 2 0 2 Number of Days Number of Orders Still Missing 140 120 100 80 60 40 20 0 Missing Orders (Still Missing) November 2015 to March 2017 272 Still Missing - Breakout 120 25 31 33 18 29 14 2 0 0 0 0 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
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
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 2017. 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
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
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 10,000 0 2010 2011 2012 2013 2014 2015 2016 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 $0 2010 2011 2012 2013 2014 2015 2016 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
Average Cost for Permits Issued $250,000 $200,000 $150,000 $100,000 $50,000 $0 2010 2011 2012 2013 2014 2015 2016 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 365,000 32 1 : 11,406 8 years Not Including Reval Mecklenburg 365,000 39 1 : 9,358 8 years Including Reval NC Counties COUNTY PARCELS APPRAISERS ** APPRAISER: REVAL IN-HOUSE OR CONTRACTED REAPPRAISAL PARCEL RATIO* CYCLE Brunswick 146,000 9 1 : 16,222 4 years In-house except for 2015 comm. Reappraisal Buncombe 123,500 12 1 : 10,292 4 years In-house Cumberland 140,000 13 1 : 10,769 8 years In-house Durham 110,800 13 1 : 8,523 3 years In-house with some contracted services Forsyth 157,700 17 1 : 9,276 4 years In-house Gaston 104,200 10 1 : 10,420 4 years In-house with some contracted services Guilford 210,000 16 1 : 13,125 5 years In-house New Hanover 106,000 10 1 : 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
Elections Mecklenburg County Total Votes by Year 500,000 450,000 415,268 452,861 475,650 400,000 350,000 325,708 300,000 250,000 265,925 200,000 150,000 100,000 50,000-2000 2004 2008 2012 2016 Early Votes 300,000 284,054 250,000 200,000 208,067 251,003 150,000 100,000 50,000 58,797 91,354-2000 2004 2008 2012 2016 13
Election Day Votes 250,000 200,000 198,953 218,849 180,998 172,732 166,342 150,000 100,000 50,000-2000 2004 2008 2012 2016 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 6,190-2000 2004 2008 2012 2016 14
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
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 80 70 60 68 63 58.5 50 40 30 20 10 0 FY 2015 FY 2016 FY 2017* Note: The target for Days to Fill is 58 days. 16
HR Staffing Trends FT Positions FY13 FY14 FY15 FY16 FY17 County Total 5,268 5,377 5,465 5,561 5,437 HR 44 47 50 50 53 HR Ratio 1.20 1.14 1.09 1.11 1.03 (source: Joel Riddle's Budget Retreat Cabinet Presentation) 17
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 2016. 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
Land Use and Environmental Services Agency Code Enforcement Inspections 30000 25000 20000 15000 10000 5000 0 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 60 50 Plan Review Activity 40 30 20 10 0 2016 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
MEDIC All Encounters - In FY 15-16, we encountered High Frequency Users (HFUs) 20,662 times (transports and refusals). As of YTD, the FY 16-17 count is 15,512 encounters resulting in transport OR refusal. Transports Only - FY 15-16: 19,040 - FY 16-17 to date: 14,363 Total Eligible Patients - FY 15-16: 2,690 - FY 16-17 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
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 2017. Total autopsies are as followed: FY15-596, FY16-641, FY17(as of Feb. 2017) - 436 21
Office of the Tax Collector Tax Collection Rate 100.00% 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
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% 2007 2013 2014* 2015* 2016 23
Tracked Park and Recreation Visits Calendar Year 2016 12,012,243 100% 90% 80% 932,415 979,687 1,003,828 70% 60% 50% 40% 30% 9,096,313 20% 10% 0% 1 Parks Centers Preserves Greenways 24
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) 1800 1600 1400 1200 1000 800 600 400 200 0 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
Environmental Health Inspections by Type (source: Service Level Indicators) 14000 12000 10000 8000 6000 11749 10235 4000 2000 1591 1467 0 Food, lodging, and institutional inspections FY 2016 FY 2015 Public pools inspected 26
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 16 32 ELECTIONS EPMO 2 ECONOMIC DEVELOPMENT (MWSBE) HEALTH LUESA MEDIC 14 27 PARK 126 SHERRIF 53 PUBLIC INFORMATION 15 8 5 BOARD Total 291 40 32 0 27
Register of Deeds Deeds Filed and Mortgages Files (source: Monthly Management Reports) 6000 5000 4000 3000 2000 1000 0 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
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 FY17 140 120 100 80 60 40 20 0 Average Number of FTEs 89 119 119 FY15 FY16 FY17 20 Average Caseload Size 18.9 Average % of staff over standard (10 cases) 15 10 14 13 60% 40% 39% 31% 27% 5 20% 0 FY15 FY16 FY17 0% FY15 FY16 FY17 29
Family in Home 500 400 300 200 100 0 Average Number of Active FIH Cases 298 358 401 FY15 FY16 FY17 34 33 32 31 30 Average Number of FTEs 33 33 31 FY15 FY16 FY17 15 10 5 Average Caseload Size 12 11 9.6 60% 40% 20% Average % of staff over standard (10 cases) 20% 38% 42% 0 FY15 FY16 FY17 0% FY15 FY16 FY17 30
Permanency Planning 800 600 400 200 Average Number of Children in Custody 705 620 571 58.5 58 57.5 57 Average Number of FTEs 58 57 57 0 FY15 FY16 FY17 56.5 FY15 FY16 FY17 13 12 11 10 Average Caseload Size 12 11 10 60% 40% 20% Average % of staff over standard (12 cases) 54% 35% 27% 9 FY15 FY16 FY17 0% FY15 FY16 FY17 Backlog Cases 31
Social Services Economic Services Caseload Data Ecomomic Services Caseload Data 2014 2015 2016 450,000 400,000 350,000 392,212 367,345 334,849 300,000 250,000 200,000 169,150 166,217 150,000 100,000 121,638 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
Sheriff s Office Average Daily Population ADP Average Daily Arrests Average Daily Bookings Average Daily Releases MECKLENBURG COUNTY SHERIFF'S OFFICE 110 100 90 80 70 60 50 101 94 75 76 70 67 91 74 65 87 86 65 67 62 61 84 64 59 103 102 96 84 79 66 76 68 68 1,700 1,650 1,600 1,550 1,500 1,450 1,400 1,350 40 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