HomeMy WebLinkAboutAgenda - 05-11-1999 - 5Orange County
Board of Commissioners
Action Agenda
Item No. s.5''
Action Agenda Item Abstract
Meeting Date: May 11, 1999
Subject: Staff Follow Up Items to April 26, 1999 Board Work Session on Positions
Department: Personnel
Public Hearing: (Y/1~
No
Attachment(s):
See attachments listed below.
Information Contact:
Elaine Holmes, Personnel Director
Telephone Numbers: - - ezt. 2550
Hillsborough 732-8181
Chapel Hill 968-4501
Durham 688-7331
Mebane 227-2031
Purpose: To receive requested information in follow up to the Apri126, 1999 Board of
Commissioners' work session discussion on recommended new positions and requested changes in
existing positions for 1999-00.
Background: Attached to this abstract is the follow up information the Board requested from the
discussion in the April 26 Board Work Session on recommended new positions and requested
changes in existing positions. Listed below are the specific items included along with additional
comment as necessary.
Attachment Item
1 Revised "Recommended New Positions" list to categorize grant funded and
partially grant funded positions separately from those requiring-full County
funding.
2 Revised "Existing Positions -Requested Changes" list to categorize those
requests requiring additional County budget separately from those that do not
require additional budget.
3 Estimated Lapsed Salaries for past three years
Please note the .estimate for 1998-99 is not available at this time and will be
available during the June budget work sessions.
4 EMS -Proposed new EMT Paramedics
^ Breakout of costs for each position individually, including amortization
Attachment Item
cost for replacement vehicle
^ Projected outcomes for each position individually
^ Emergency call volume -past and projected
^ Revenue generated by EMS since charging for emergency transport began
5 EMS -Existing Time Limited Telecommunicator positions
^ EMS Communications transactions, including emergency and non-
emergency calls -past and projected
^ Telecommunicator overtime costs for 1997-98 and 1998-99 to date
6 Health -Proposed New Environmental Health Specialist
^ Four County Environmental Health service comparison
^ Environmental Health Fee Revenue Received
^ Environmental Health Fee Schedule
7 Health -Proposed new Healthy Carolinians Coordinator and Health
Education Project Manager
^ Overview of health education programs in the Health Department
^ Break out of the two positions to show outcomes and costs individually
8 Health - Hepatitis B Vaccine Cost
9 Human Rights and Relations -Proposed new Civil Rights Specialist position
^ Description of functions of each current Human Rights and Relations
positions and how the proposed Civil Rights Specialist will impact
^ Specific education and outreach outcomes resulting from the proposed
Civil Rights Specialist addition
^ How the Civil Rights Specialist position relates to the Boazd goal of
Orange County Civil Rights Ordinance implementation.
10 Planning -Proposed GIS Technician position
^ Relation between the proposed position and the Boazd's new initiatives in
planning
^ Existing GIS Coordinator position functions as compazed to proposed GIS
Technician
11 Public Works -Proposed New Custodian for Skills Development Center
Attachment Item
^ Retiree/Work First or other options in addressing the need
^ Durham Tech funding possibilities
12 Work First and Orange County Employment
13 Overtime Costs by Department
14 Time Limited Position Status Changes
In addition to the information provided here, staff plans to include additional
information and further thoughts on this in the 1999-00 recommended budget.
15 Comparison of Orange County Employment and Population with other
Counties
In one additional follow up item, the Board had asked that staff track the cost offsets and outcomes
projected in the position proposals to be sure these are followed through on and to report this
information to the Board. In the June budget work sessions, staff will point out how the budget
reflects the projected reductions in expenditures. Follow up on projected outcomes will occur
during the following year's budget process.
Financial Impact: See the 1999-2000 Position Report dated April 26, 1999.
Recommendation(s): The Manager recommends the Board receive the report as information.
H:\e\99pfusabs
May 7, 199
Recommended New Positions -County Funding
F
Annual Position
Annual
One-time Off-setting °
° 1999-00
Position Cost
De artment
p
Position Title New
FTE Position
Type Annual
Salary
Benefits
Cost (Salary &
Operating
Start-Up Revenue or
Budget t
u Position and
Start-Up Cost
After FY
Benefits) Cost Costs
Savings
(Net) 1999-00
~
e
EMS EMT Paramedic 3 PFT $81,726 $36,909 $118,635 $4,116 $30,750 $58,000 1 $95,501 $64,751
Health Environmental Health 1 PFT $35,637 $8,913 $44,550 $5,600 $4,792 $0 --- $54,942 $50,150
Specialist
Planning GIS Technician 1 PFT $25,018 $7,532 $32,550 $2,170 $6,292 $500 2 $40,512 $34,220
Public Works Custodian for Skill 1 PFT $17,561 $6,567 $24,128 $2,000 $2,500 $5,000 3 $23,628 $21,128
Development Center
Total New 6 $159,942 $59,921 $219,863 $13,886 $44,334 $63,500 $214,583 $170,249
Positions
PPT Permanent Part-time
PFT Permanent Full-time
1 Reduction in overtime and temporary personnel.
2 Revenue from map sales
3 Reduction in overtime and temporary personnel.
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5/7/99Newrev
Recommended New Positions -Partial or No County Funding
F
Department
Position Title
New
Position
Annual
Benefits
Annual Position
Cost Sala &
~ i'Y
Annual
O eratin
P g
One-time
Start-U
P Off-setting
Revenue or °
°
~ 1999-00
Position and
Position Cost
A
FTE
Type
Salary
Benefits)
Cost
Costs
Budget
u
Start-Up Cost fter FY
1999-00
Savings (Net)
t
e
Aging/OPT OPT Receptionist 1 PFT $19,605 $6,765 $26,370 $520 $2,662 $26,597 1 $2,955 $2,689
Health Healthy Cazolinians
Coordinator
1
PFT
$31,536
$8,381
$39,917
$2,434
$0
$21,122
2
$21,229
$21,229
Health Healthy Carolinians
Project Manager 1 PFT $31,536 $8,381 $39,917 $6,104 $3,639 $49,660 3 $0 $0
Human Rts and
Relations Civil Rights Specialist 1 PFT $31,928 $8,639 $40,567 $281 $3,596 $12,500 4 $31,944 $28,348
Total New
Positions 4 $114,605 $32,166 $146,771 $9,339 $9,897 $109,879 $56,128 $52,266
PPT Permanent Pazt-time
PFT Permanent Full-time
Footnotes
1 90% of salary, benefits, operating and start-up costs funded by Home and Community Care Block Grant
2 50% of salary and benefits covered by grant funds
3 100% of salary,. benefits, operating and start-up costs funded by grant
4 Additional EEOC revenue for 25 cases reimbursed at $500 per case
5/7/99Newrev to
Existing Positions -Proposed Changes for 1999-00 Requiring Additional County Budget
Additional Budget Required
Currently Budgeted
for Change
Net
Annual Net Position Additioasl Additional Additional
Department Position Title Proposed Change Present
FTE Proposed
FTE Net FTE
Change Salary Benefits Position Cost
(Salary & Off-setting
Revenue Cost to
Orange Position
Budget Offsetting Annusl
Revenue Budget
Benefits) County Required Required
Arts Arts Coordinator Increase from 20 to 30 hours 0.50 0.75 0.25 $13,124 $5,767 $18,891 $0 $18,891 7,487 0 7,48
Commission per week
EMS Telecommunicator I Convert time limited to 1.0 1.00 0.00 $0 $0 $0 $0 $ $34,347 $0 $34,34
permanent
EMS Telecommunicator I Convert time limited to 1.00 1.00 0.00 $0 $ $0 $0 $ $34,347 $0 $34,34
permanent
ERCD Shaping Orange County's Convert time limited to 1.00 1.00 0.00 $31,535 $6,399 $37,934 $16,312 $21,62 $16,312 $5,437 $10,87
Future Project Planner permanent and reassign to
Health
Office Assistant I Plannin b 12-31-99
Increase from 30 to 40 hours
0.75
1.00
0.25
$19,944
$6,683
$26,627
$0
$26,62
$7,579
$0
$7,57
per week
Health Public Health Increase from 32 to 40 hours 0.80 1.00 0.20 $25,204 $5,515 $30,719 $0 $30,71 $6,448 $ $6,44
Nurse/School Nurse per week
Human Rights Administrative Assistant Increase from 30 to 40 hours 0.75 1.00 0.25 $26,087 $5,746 $31,833 $0 $24,53 $9,791 $0 $9,791
II per week
Sheriff Social Worker II Convert from Grant to 1.00 1.00 0.00 $28,961 $5,919 $34,880 $26,160 $8,72 $26,160 $0 $26,16
County Funding
Sheriff Social Worker II Convert from Grant to 1.00 1.0 0.00 $28,951 $5,910 $34,861 $26,146 $8,71 $26,146 $0 $26,14
County Funding
Sheriff Social Worker II Convert from Grant to 0.50 0.50 0.00 $11,775 . $4,891 $16,666 $12,499 $4,16 $12,499 $0 $12,4
County Funding
Sheriff Deputy Sheriff I Convert from Grant to 1.00 1.00 0.00 $27,582 $7,181 $34,763 $26,072 $8,691 $26,072 $0 $26,07
County Funding
Sheriff Deputy Sheriff I Convert from Grant to 1.00 1.00 0.00 $20,182 $7,703 $27,885 $20,914 $6,971 $20,914 $0 $20,91
County Funding
Sheriff Deputy SheriffI Convert from Grant to 1.00 1.00 0.00 $11,351 $3,64 $15,000 $15,000 $ $32,690 $0 $32,69
County Funding
TOtal 1130 12.25 0.95 $244,695 $65,363 $310,058 5143,102 $159,66 $260,791 $5,437 $255,35
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Existing Positions -Proposed Changes for 1999-00 Requiring No Additional County Budget
Additional Budget Required
Currently Budgeted
for Change
Annual Net Position Additional Net
Department
Position Title
Proposed Change Present
FI'E Proposed
' Net FTE
Salary
Benefits Position Cost Off-setting Cost to Position Additional
Offsetting Additional
Annual
FI
E Chan a
g (Salary & Revenue Orange Budget
Benefits)
County
Required Revenue Budget
Required
Child Support Child Support Convert time limited to 1.00 1.00 0.00 $28,962 $6,067 $35,029 $23,119 $11,91 0 0
Officer/Location permanent
ERCD Water Resources Extend Time Limited from 6- 0.50 0.50 0.00 $11,766 $5,832 $17,598 $0 $17,59 $0 $0 $
Technician 30-99 to 6-30-00
Health Office Assistant II Extend Time Limited from 6- 0.50 0.50 0.00 $10,291 $5,401 $15,692 $15,692 $ $0 $0 $
30-99 to 6-30-00
Health Public Health Nurse I Extend Time Limited from 6- 1.00 1.00 0.00 $31,928 $8,192 $40,120 $40,120 $ $0 $
30-99 to 6-30-00
Health Social Worker II Extend Time Limited from 6- 1.00 1.00 0.00 $28,961 $7,809 $36,770 $36,770 $ $0 $0 $
30-99 to 6-30-00
Health Social Worker I Extend Time Limited from 6- 1.0 1.00 0.00 $26,270 $7,462 $33,732 $33,732 $ $0 $0 $
30-99 to 6-30-00
Human Rights Civil Rights Specialist Convert time limited to 1.00 1.00 0.00 $37,395 $7,276 $44,671 $12,500 $32,171 $0 $0 $
permanent
Social Services Child Protective Services Convert Time Limited to 1.00 1.00 0.00 $0 $ $0 $0 $ $42,288 $42,288 $
Social Worker Permanent
Social Services Child Protective Services Convert Time Limited to 1.00 1.00 0.00 $0 $ $0 $0 $ $42,288 $42,288 $
Social Worker Permanent
Social Services Social Worker I Increase from 20 to 40 hours 0.50 1.00 0.50 $13,135 $4,998 $18,133 $0 $18,13 $14,974 $14,974 $
per week
Total 8.50 9.00 0.50 $188,708 $53,037 $241,745 $161,933 S79,81 $99,550 $99,550 $
V
8
Lapse Salary Comparison
1995-96 1996-97 1997-98
Budget 18,647,622 19,564,621 20,838,638
Actual Expenditures 18,166,759 19.066,163 20,307,219
Lapsed Salary 480,863 498,458 531,419
Asa % of budget 2.58% 2.55% 2.55%
Lapsed salaries are used to off-set costs for temporary
employees and employee overtime to cover workloads when
vacancies occur. The above chart shows the net amounts
from these uses for the past three years. Information for
1998-99 will be available during the June Budget Work
Sessions.
ATTACHMENT 3
5/7/99
ATTACHMENT 4
Emergency Management -Proposed New EMT Paramedics
Vutcomes By Position:
One additional position will:
^ Increase the number of emergency calls that a paramedic arrives on the scene within 10
minutes or less by 200 calls each year. With no additional staff, it is projected that a
paramedic would arrive on 65 percent of emergency scenes within 10 minutes. With one
new position, a paramedic will be on 70 percent of emergency scenes within 10 minutes.
^ Reduce the annual overtime hours worked by paramedics from a projected average of 350
hours each (with no new positions) to a projected average of 285 hours each, resulting in
a reduction in overtime expenses of $20,000.
Two additional positions will:
^ Increase the number of emergency calls that a paramedic arrives on the scene within 10
minutes or less by 700 calls each year. EMS will be able to have a paramedic at 83
percent of emergency calls within 10 minutes.
o Reduce the annual overtime hours worked by paramedics from the projected average of
350 hours each (with no new positions) to a projected average of 230 hours each and
through this reduce annual overtime expenditures by $32,000.
Three additional positions will:
^ Increase the number of emergency calls that a paramedic arrives on the scene within 10
minutes or less by 1,200 calls each year. EMS will have a paramedic on emergency
scenes within 10 minutes 90 percent of the time.
^ Reduce the annual overtime hours worked by paramedics from the projected average of
350 hours each (with no new positions) to a projected average of 170 hours each,
reducing overtime expenses by $58,000,
The chart below shows the current 10-minute paramedic response and projections based on
no additional staff, one additional, two additional, and three additional paramedics:
Paramedic Emergency Responses within 10 minutes of Dispatch
100%
90°~6
80%
70%
60°k
50%
9
Current None (prof.) One (prof.) Two (prof.) Three (proj.)
Number of new paramedic positions
EMT-Paramedics
Fiscal Impact:
Position Annual Pos Cost
(SalaryBenefits) Operatin
g Cost One Time
Start Up Cost Offsetting
Budget Total Net 99-00
County Cost
First Paramedic $39,545 $1,372 $27,750 $20,000 $48,667
Second Paramedic $39,545 $1,372 $3,000 $12,000 $31,917
Third Paramedic $39,545 $1,372 0 $26,000 $14,917
TOTAL $120,321 $4,116 $30,750 $58,000 $95,501
The start up costs cover one 12-lead ECG defibrillator, Advanced Life Support medical
equipment, portable radios and vehicle equipment to convert two off-line Sheriff's cars into
paramedic response vehicles.. The average per year additional cost after 1999-00 to amortize
the cost of a new replacement vehicle is $5,000 a year per car for four years.
EMS Revenue Collection:
Fiscal Year 1996-97 (start 10-96) 1997-98 1998-99 (projected)
Amount Collected $152,916 $471,842 $530,000
Workload Trends and Impacts:
This chart below shows the changing relationship between various paramedic workload
components. The solid black represents the portion of the paramedic workload consisting of
priority medical responses. The shaded portion represents other paramedic responses that
EMS was able to virtually eliminate in 1997. These included "possible injury" car crashes,
convalescent ambulance transports, doctor's office visits, unknown fire scene standbys, and
contracted calls to northern Chatham county. The solid white indicates the number of
potential EMS calls under the "old" EMS system.
EMS Call Volume
Trend shows approximate 15 percent annual increase in Priority Medical Calls
20000
~sooo
W
U
O 10000
c
0
v
sooo
0
92-83 83-94 94-9s 95-96 96-97 97-98 98-99 99-00
O Workload
Avoided
Other
Responses
^ Priority
Medical
Responses
10
By reducing the number ofnon-priority calls handled by paramedics, EMS has maximized
the efficiency of the current staff that has remained the same since 1992. The workload has
been held relatively constant by developing alternatives for handling non-priority calls.
ATTACHMENT 5 11
EMS - Ezisting Time Limited Telecommunicators
workload Trends:
As noted in the 1999-00 Position Report for the Board of Commissioners, Telecommunicator
transactions (emergency and non-emergency calls, Division of Criminal Information
inquiries/entries as to criminal record, driving record and the like, radio transactions/
monitoring for law enforcement, fire and EMS) have about doubled over the past five years.
TelecommunicstorWork1oad has Iucressed
From 1993 to 1998
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
1993 1994 1995 1996 1997 1998
The Board requested additional information as to the break out of the emergency and non-
emergency calls, the past years' .increase in these and future trend. This information is
outlined below for each of the six types of transactions that make up the workload shown in
the above chart.
Transaction 1993 1998 1999
Estimated 2000
Projected Average Annual
Increase (8 yrs)
Emergency
Calls 95,326 111,412 114,629 117,846 3.0%
Non-Emerg.
Calls 204,768 217,190 219,674 222,158 1.1
DCI* 511,800 1,173,399 1,305,719 1,438,039 22.6%
Radio Traffic 1,845,915 4,065,059 4,508,888 4,952,717 21.0%
Dispatched
9-1-1 Calls 105,163 118,741 121,457 124,173 2.3%
Outgoing
Calls** 66,121 72,000 73,176 74,352 1.6%
Total 2,829,093 5,757,801 6,343,543 6,929,285 18.1%
Department of Criminal Information checks for license, registration, wanted, missing,
stolen and the like.
**Notifications to Fire Departments, utilities, Animal Control, Social Services and others.
12
EMS - Telecommunicators
EMS Telecommunicator Overtime Costs
and Temporary Wages for Coverage
Fiscal Year Overtime Temp. Wages Total
1997-98 $ 21,404 $ 44,882 $ 66,286
1998-99 Estimated $ 20,696 $ 24,000 $ 44,696
ATTACHMENT 6 13
Health -Proposed New Environmental Health Specialist
Average Service Response Time Comparison with Three Demographically Similar Counties
The earlier report to the Board included a comparison of Orange County average service response time
with nine other counties surveyed. The chart below shows that information along with the demographic
information for the three most demographically similar counties.
County 1997 Total
County
Population Outside Cities
& Towns
Population Growth**
1990 -1997 Projected
Growth **
1998 - 2008 Average Days
Response
Time*
Alamance 119,820 47,218 10.70% 9.50% 8
Cabarrus 116,502 40,925 17.80% 17.40% 15
Pitt 124,395 50,733 14.70% 15.40% 10
Orange 107,253 43,913 14.30% 16.70% 22.7
Three County
Average 120,239 46,292 14.40% 14.10% 11.0
*Time between application receipt and issuance or denial of a septic permit
**From the North Carolina Office of State Planning
Orange County Outcome With Addition of Environmental Health Specialist:
Reduce Average Response Time to 15.5 Days
Environmental Health Fee Revenue
Septic 173,256 214,770 188,925 206,140
Swimming Pool Inspections 2,760 3,800 4,100 4,800
Water Sam les 7,335 6,190 7,325 6,780
Tattoo Establishments 300 300 400 200
Waste Water Disposal Inspections - 5,720 3,605 4,000
Total Fee Revenue $250,330 $293,335 $275,090 $306,570
*In addition to fee revenue, Environmental Health receives revenue from the State. For
1998-99 this is estimated at about $10,000.
Note: Environmental Health fee revenue funds about 80 percent of the cost of
environmental health well and septic programs.
Health -Environmental Health Fee Schedule
Fee Description
Current Fee Last
Revision
Soil Analysis/Improvement Permit
Single Family Units <601 Gallons per day or other Domestic WW
<601 Gallons per day. Up to 2 acres evaluated
$190
1993
Single Family >600 Gallons per day or other Domestic WW>600
gallons per day -Size of area evaluated will depend on design size of
proposed WW system.
$190 +$100 per 1000 GPD or fraction of
additional WW flow>600 GPD
1998
Authorization to Construct WW System:
Single Family Units <601 Gallons per day or other Domestic WW
<600 Gallons per day- Up to 2 acres evaluated.
$100
1998
Single Family Unit >600 Gallons per day or other Domestic W W >600
Gallons per day -Size of area evaluated will depend on design size of
proposed WW system.
$100 +$200 per 1000 GPD or fraction of
additional WW flow>600 GPD
1998
Non-Domestic WW Double fee for comparably sized
domestic WW system.
1998
Other Mist Activities
Layout N/A
Permit Site Revisit (for expirations, change in plans, or to update
permits -Replaces layouts.
$60
1998
Existing System Inspections $50 1998
Mobile Home Parks:
Annual Inspections
1 to 25 $60 1998
26 to 50 $90 1998
51 and over $120 1998
MH Space Reinspection $30 1998
WTMP
Initial Inspection $60 1998
Any follow up inspection for compliance $40 1998
Wells and Water Samples
Well Permits $140 1998
Permit Site Revisit (for expirations, change in plans, or to update
permits)
$60
1998
Bacteriological Water Samples $10 1993
Inorganic Chemical Samples $15 1998
Petroleum Samples $30 1998
Pesticide
Tattoo Parlors
Operator Permit Inspection $200 1993
Artist Permit $100 1993
Swimming Pools
Annual Ins ection Fee $60 1998
14
5/7/99Ehfee
ATTACHMENT 7
Health - Healthy Carolinians Coordinator
and Health Education Project Manager
Goal: "1'o improve the health and well being of all Orange County citizens through health
promotion, prevention and education. To this end health promotion, prevention and
education programs work to:
^ Improve the quality of life and well being.
^ Facilitate individuals and communities to practice healthy lifestyles.
^ Reduce premature death and disability..
o Reduce health disparities among community members.
^ Encourage appropriate use of the health care system.
^ Promote optimum use of scarce health resources.
Healthy Carolinians Initiative:
In support of the goal of improving the health of Orange County citizens, the Orange County
Healthy Carolinians Initiative is a county-wide collaborative planning and implementation
process. There are well over 40 organizations or agencies involved in this effort.
As a result of the community-wide assessment and community-wide priority setting process,
the Healthy Carolinians Initiative established high priority areas that need to be addressed to
improve the overall health of Orange County citizens. These areas fall into two broad
categories:
^ Preventive services - This embraces goals for reducing the occurrence of cardiovascular
disease, cancer, substance abuse, and injuries by altering or improving the delivery of
preventive services.
^ Needs of children - This embraces goals for preventing teen pregnancy, child abuse, and
substance abuse (tobacco, alcohol, and illegal substances).
While often the objectives chosen by the community in Healthy Carolinians matches Health
Department priorities, such as the match between preventing child abuse chosen by Healthy
Carolinians and the Health Department's Intensive Home Visiting Program, there are times
when the match is not so clear. An example of this is the needed emphasis on sexually
transmitted disease education by the Health Department that is not a Healthy Carolinians
priority except indirectly.
Overview of Current Health Education at the Health Department:
The Health Department's current health promotion, prevention and education efforts are
focused on carrying out mandated programs. These include specific education plans and
programs in the following areas:
15
^ HIV and Aids education
^ Syphilis education and prevention
16
Health-Healthy Carolinians
^ Prenatal programs for high-risk moms
^ Parenting education for high-risk kids/families
^ Cancer prevention in minority populations
^ Breast and cervical cancer education
^ Hypertension education and screening
^ Diabetes education
^ Cardiovascular health education
^ Pregnancy prevention, self-esteem, values, in school systems
^ Car seat safety
^ Biannual community diagnosis
^ Health Department wide consultation on educational planning
To plan, develop and implement these mandated programs, the Health Department currently
has two health educators: a Public Health Education Supervisor and a Public Health
Educator I. These health educators most often work in the communities of the County, often
with the collaboration of other agencies. For example, pregnancy prevention, self-esteem,
and values classes are conducted, at the request of either specific principals and/or specific
teachers. Schools also will refer certain students for specific classes if they have been
identified ashigh-risk. The health educators also work with various groups at tTNC, family
resource centers and other community agencies to reach target populations with classes
and/or individual counseling. Finally, they work with County agencies such as the Aging
Department, Social Services, Recreation and Parks, and OPC Mental Health in targeting
specific educational needs for groups such as seniors, TANF recipients, substance abusers
and so forth.
Requested Staffing:
The Healthy Carolinians Coordinator and Project Manager are requested to staff and fully
implement the Healthy Carolinians Initiative and, through this, to improve the overall health
of Orange County citizens. Currently Health Department staff is performing some of the
work on an ad hoc basis as time is available and by working overtime, but this does not yield
sufficient time to accomplish the initiative and the desired outcomes.
The current health education supervisor will supervise both of the recommended new
positions so that maximum efficiency and coordination of efforts will be maintained.
Job Functions:
Healthy Carolinians Coordinator
^ Plans, leads, and manages the Healthy Carolinians initiative that is designed to improve
the overall health of Orange County citizens.
^ Manages and coordinates the activities of existing committees which are composed of
health care advocates and providers. (Committees and providers are primary deliverers of
services.)
^ Formulates and carries out evaluation plans for each activity undertaken, including
activities of non-profit agencies that receive county funding to deliver health services.
Health-Healthy Carolinians 1 ~
^ Seeks out grant opportunities and develops grant applications.
^ Analyzes and compiles data on health indices and goals for "State of Orange County"
Health Report.
^ Develops and communicates reports on Healthy Carolinians goals and status.
Health Education Proiect Manaser
^ Delivers directly priority health education programs such as those on child abuse
prevention, preventing teen pregnancy, injury prevention, fitness, and smoking cessation.
^ Implements programs with partner agencies on pregnancy prevention, substance abuse
prevention, tobacco use prevention, increased use of existing health education programs
and the like. (See outcomes.)
^ Analyzes effectiveness of health education programs.
Outcomes:
For Healthy Carolinians Coordinator
By July 2000:
^ Manage the collaborative effort of Orange County Healthy Carolinians Council and
assess the collaboration by designing and implementing a collaboration assessment tool.
^ Increase the number of Council members directly involved in implementation projects
from eight to sixteen members.
^ Develop fully evaluation plans for all Healthy Carolinians strategies undertaken.
By July 2001:
^ Through the Healthy Carolinians initiative, coordinate services among community
agencies and have at least five documented examples of this result.
^ Assure that all County funded non-profit agencies that deliver health services related to
Healthy Carolinian goals have evaluation plans that reflect progress toward Healthy
Carolinians goals.
By July 2002:
^ Implement three private/non-profit health initiatives resulting from the efforts of Healthy
Carolinians such as a joint asthma initiative by LJNC Hospitals, Blue Cross and Blue
Shield, the two school systems, and the Health Department.
^ Establish two public/private partnerships focusing on long-term health strategies resulting
from the efforts of Healthy Carolinians such as development of low-cost health insurance
for uninsured populations or development of a community-based minority health
Health-Healthy Carolinians
initiative.
For Health Education Project Manager
By July 2000:
^ Conduct the Youth Risk Behavior Survey in both school systems to assess levels of
substance use and sexual activity and develop specific intervention plans targeted at
specific behaviors.
^ Develop and coordinate an "interagency case management group" to assure that the
estimated 2,000 children ages 10-18 at risk for substance use, child abuse, or sexual
activity. are in a currently existing mentoring or support program.
o Determine how many Orange County day care providers currently have training in
recognizing and preventing child abuse and increase that number by 10 percent.
By Jul 2y 001:
o Reduce the number of smokers in Orange County by about 3,000. That is, reduce the
smoking rate in the Orange County population from the current 28 percent to 25 percent.
^ Increase the number of Orange County citizens who engage in regulaz exercise by about
2,000. That is, increase the regular exercise rate in the population from the current 40
percent to 42 percent.
^ Determine the number of citizens currently participating in existing nutrition, fitness and
substance abuse programs and increase the numbers of citizens participating by 25
percent.
^ Increase the number of citizens who have had a routine medical check up in the last year
by approximately 1,000. That is, increase the routine medical check up rate among
Orange County citizens from the current 70 percent to 80 percent.
Fiscal Impact:
Position Annual Position
Cost (Salary/
Benefits) Annual
Operating Cost One Time
Start Up Costs Offsetting
Revenue or
Budget Savings 1999-00
Position and
Start Up Cost
HC Coord $39,917 $2,434 0 $21,122 $21,229
HE Proj Mgr $39,917 $6,104 $3,639 $49,660 $0
Total $79,834 $8,538 $3,639 $70,782 $21,229
It is proposed that 50 percent of the Healthy Cazolinians Coordinator position and associated
operating costs be funded by the County general fund. The remaining 50 percent of this
position will be funded by a combination of community partner, grant, or state sources. The
University of North Carolina at Chapel Hill has indicated that it will fund 25 percent of this
18
Health-Healthy Carolinians
position for three years.
The Health Education Project Manager position, start-up and operating costs will be 100
percent grant funded. i1NC Hospitals already has submitted a grant to the Duke Endowment
for the support of this position including operating costs and start-up. This particular grant
will fund this position for two years and after that time period other grants will be available.
Start-up costs cover one computer, a printer, office furnishings, supplies, communications,
and travel.
Relation to Board Goal(s):
The Board of Commissioners has discussed the Healthy Carolinians Initiative and will decide
in May whether it will or will not go forward as a Board adopted goal.
Manager's Recommendation:
The Manager is recommending that one half of the cost (.5 FTE) of the Health Cazolinians
Coordinator be County funded and the remainder of the two positions' cost (1.5 FTE) be
funded by outside sources.
County support for these two positions in the form of general fund support for 50 percent of
one position is viewed as "seed" money for the Healthy Cazolinians Initiative. With this
start-up money and the outside resources, it is expected that the initiative will be able to show
what can be done with dedicated full-time staff. The partners in this effort have shown their
willingness to support the cost of this initiative through one-time funding of special events
and projects and, for the coming year, with alonger-term commitment to staff and
programming
Depending on the outcomes and goals, it is anticipated that the County will be asked to
support the cost of at least one full-time position at the end of the first yeaz and perhaps the
cost of a second position by the end of year three.
19
I:\peg99\follup\hcrep.doc
May 4, 1999
20
ATTACHMENT 8
Health - Hepatitis B Vaccine Cost
Client Served* Total Patient Cost for
the Series of Three
Shots State Cost for
Vaccine
6th Grade School Children through
School Vaccination Program Free $27
High School Seniors Free $27
Adolescents (12-18) Free $27
Adults (High Risk) Free $72
The Health Department provides Hepatitis B vaccination to the above groups only. The
State provided vaccine is free so long as it given to the above groups.
I:\peg99\follup\hepb.doc
May 5, 1999
ATTACHMENT 9 21
Human Rights And Relations -Proposed New Civil Rights Specialist
Job Function Description
Provided below is a brief description of the functions of each position in the Human
Rights and Relations Department and how the proposed new Civil rights Specialist will
affect those functions. Note: Italics functions presently are performed but at low levels
and underlined functions are not presently being performed.
1. Human Rights and Relations Director (Existing Permanent Full Time)
^ Plans, organizes and directs human rights and relations programs;
^ Coordinates activities and staff executive committees of the Orange County
Commission for Woman and the Human Relations Commission
^ Maintains worksharing agreements with Equal Employment Opportunity
Commission and Housing and Urban Development
^ Reviews and approves final investigative reports of each discrimination complaint
and any settlement agreement;
^ Trains staff on HUD and EEOC guidelines and procedures, investigative methods
and trends in civil rights laws;
^ Develops and conducts community presentations, education materials and
workshops;
^ Promotes good working relationships with community groups, business
community and public and non-profit groups;
^ Staff ad hoc committees to the Human Relations Commission.
2. Civil Rights Specialist (Existing Permanent Full Time)
^ Conducts investigations and resolves charges of discrimination;
^ Initiates and conducts conciliation negotiations;
^ Monitors compliance with settlement/conciliation agreements;
^ Assists in preparation for hearings or trials and provides testimony as needed;
^ Serves as resource person in community education presentations, workshops and
conferences about the civil rights ordinances;
^ Provides technical assistance to individuals and businesses related to fair
employment housing and public accommodation practices•
^ Prepares comprehensive statistical reports and correspondence related to
complaints:
^ Develops educational /informational materials to increase understanding of the
Civil Rights Ordinance and compliance.
^ Staff to Ordinance Committee on Human Relations Commission
3. Civil Rights Specialist (Existing Permanent Full Time Time Limited)
^ Conducts investigations and resolves charges of discrimination;
^ Initiates and conducts conciliation negotiations;
22
^ Assist with facilitation of countywide study circles (new activity);
^ Represents the department in on task forces and committees related to human
relations issues: including welfare reform, living wage ordinance; affordable
housing; Shaping Orange Count 2000;
^ Represents department on task forces and committees related to community
relations issues: including race relations, Hispanic and Latino community,
police-community relations access for persons with disabilities, Martin Luther
Kin hg olidav activities La Fiesta de Pueblo, and discrimination based on gender,
aye, religion, and sexual orientation;
^ Develops departmental~ro~rams to further good human relations such as:
fireside dialogue series, fair housing_month activities, human relations award
programs and;
^ Provides technical assistance to business community, includine co-sponsoring
activities with the Chambers of Commerce and the Boards of Realty;
^ Staff liaison to Community Relations Committee of Human Relations Commission
4. New Civil Rights Specialist (Proposed New Permanent Full Time)
^ Conducts investigations and resolves charges of discrimination;
^ Initiates and conducts conciliation negotiations;
^ Assist with facilitation of countywide study circles (new activity);
^ Coordinate activities with Economic Development Department for Women's
Business Owners Roundtable Meetings;
^ Represent the Commission for Women in planning the regional Women's Business
Owners Roundtable Conference;
^ Identify issues and update brochures on issues affecting women in Orange .
Coup
^ Coordinate annual March Against Domestic Violence;
^ Coordinate four (4) -three session series of defense classes for women;
^ Update Report on the Status of Women Report in Orange County
^ Coordinate Women's History Month activities to include: at least 4 activities held
throughout the month hi ilighting• and promoting women in Orange Count
culminating in the annual Women's History Month celebration;
^ Coordinate and conduct two (2) Women's Advocacy Training Workshops;
^ Staff liaison to Commission for Woman.
5. ESL Coordinator (Existing Permanent Part Time 30 Hour)
^ Directs and oversees the English as a Second Language (ESL) programs including
one-on-one tutoring, small group tutoring, and tutoring to area businesses;
^ Develops and implements ESL workshops/training sessions;
^ Recruits and trains volunteers for tutor positions with the ESL program;
^ Work with a variety of community agencies and groups including Orange County
and Chapel Hill/Carrboro Schools, Durham Tech Community College, and the
Literacy Council to make and receive referral, provide volunteers and to publicize
ESL program;
2~
^ Provides students in need of English instruction with appropriate tutors;
^ Coordinates and sponsors bi-annual ESL meetings;
^ Maintains records, keeps statistics and composes correspondence;
^ Assist County departments with Spanish language requests;
6. Administrative Assistant (Existing Permanent Part Time 30 Hour -Requested
Increase in Hours to Full Time)
^ Handles citizen requests for services and complaints;
^ Performs follow up tasks to ensure appropriate action on requests or complaints;
^ Give information to the public about department or makes appropriate referral;
^ Assists with the preparation of the department budget and administration of
expenditures;
^ Collects and tracks data, and prepares detail reports;
^ Arranges meetings and conferences;
^ Types reports and minutes of HRC and CW meetings;
^ Prepares or reviews the preparation of the staff payroll;
^ Supervises and trains co-op student;
New Civil Rights Specialist Impact
In summary, not funding the position would have a "domino effect" impact on the
department's work:
^ The department's caseload and the average time to resolve complaints will continue
to grow,
^ The department will be unable to conduct education and outreach as needed by the
community and as required by HUD and EEOC.
Under both the HUD and EEOC grants, Human Rights and Relations is required to
conduct education and outreach to citizens on the Civil Rights Ordinance. Currently,
Human Rights and Relations is unable to conduct outreach and education. If Human
Rights and Relations is not able to fulfill its obligation, HUD and EEOC could de-certify
the agency and. withdraw funding.
For the last three years, HUD has given the County $100,000 per year to build its
capacity to investigate cases and conduct education and outreach. HUD will review
Orange County's certification before October 1999 to ensure that Orange County has
fulfilled it contractual obligations. Funding for 1999-00 will based on $1,700 per closed
case during 1998-99. Human Rights and Relations estimates that it will close 12 fair
housing cases in 1998-99.
EEOC pays the County $500 per closed cases; however, EEOC limits the number of
cases that it will pay in any given year. One determining factor in deciding the numbers
of cases EEOC will pay Orange County is the number of staff available to investigate the
cases. EEOC has indicated that they will increase the number of cases paid if a new
24
Civil Rights Specialist is added. Currently, Human Right and Relations is paid for 50
cases.
Specific Education and Outreach Outcomes - Proposed New Civil Rights Specialist
These are outlined below and include increasing the number:
^ Of presentation and workshops from 12 to 34;
^ In attendance at workshops and presentations from 190 to 500;
^ At Women Business Owners Roundtable meetings from 190 to 450;
^ Attending the education and advocacy programs from 148 to 450;
^ Of supportive services from 363 to 450 days;
^ Attending women's advocacy programs by 25 percent.
Relation of the Proposed New Civil Rights Specialist to the Board goal of the
implementation of the Orange County Civil Rights Ordinance.
Article VIII §8.2(b) of the Orange County Civil Rights Ordinance proscribes that:
...the commission staff shall make its determination on reasonable cause as
promptly as possible and, so faz as practicable, no later than 100 days after the
complaint was filed.
Currently the average time for resolution is 286 days. Without staff resources case
closure time will increase to at least 300 days and perhaps more. The new Civil Rights
Specialist would help to reduce the average length of time for case closures to a projected
180 days in 1999-00 and 150 days in 2000-01.
ATTACHMENT 10
Planning -Proposed New GIS Technician
xeiationsbip of the proposed new GIS Technician Position to the Board of
Commissioners New Initiatives in Planning
Planning formulated the new GIS Technician position to address three general issues and
tasks.
1. Review, reconcile, and complete past data entry information to create a credible base
geo-coded file. (This activity addresses deficiencies and backlog in past work
products.)
2. Maintain, update and categorize new and old data in a format that is usable for
analysis. (This activity extends beyond data entry.)
3. Focus project activities on new initiatives in which GIS applications would greatly
enhance goal implementation.
For example:
^ Adequate Public Facilities -Compilation of data from all jurisdictions regazding
residential construction in a timely manner.
^ Growth Impacts -Residential value can be attributed to all addresses so the
revenue side of the equation can be calculated.
^ Innovation and Efficiencv -This position's activities can augment the function
of other departments. For example, many tax map parcels have outdated zoning
information which, if updated, can assist in a more appropriate property
evaluation.
Duties of the Ezisting GIS Coordinator Positions
The GIS Coordinators in Planning and Environment and Resource Conservation have
distinct `coverage' functions.
1. The Planning GIS Coordinator is responsible for overseeing all base data input (i.e.
parcels, subdivisions, zoning, addressing) and adding additional attributes (i.e.
building data, population data, value, rate of growth) to the database. After this
analysis (`queries') can be performed, based on various scenarios developed by the
Planning Director, Manager or Board of Commissioners.
2. The Environment and Resource Conservation GIS. Coordinator will be primarily
working with update, maintenance, and creation of various resource files. Primary
and secondary conservation areas, stream buffers, agricultural lands, farmland
preservation, historical resources and watershed limitations are linked to ERCD
functions.
25
26
The GIS Technician serves as anentry-level data base collection, organization and
computer entry function as support to the base data needs of various county functions.
Categorization of the Position As GIS Technician
The position has a combination of duties that include a range of work. The
designation of "GIS Technician" recognizes the higher level work of the position.
The position also has Planning Technician duties. The GIS title was used to accent
the strong need for acomputer-based background in planning, statistics, and basic
analysis.
ATTACHMENT 11
Public Works -Proposed New Custodian for Skills Development Center
Use of Retirees, Work First or Alternative Schedules
Public Works traditionally has recruited retirees and Work First clients to meet work
needs. Public Works currently has two retirees and one Work First client (a Custodian)
on staff. The Department will continue to recruit retirees and Work First clients and has
experienced a good working relationship with both.
The Public Works supervisory staff has used creative means in meeting workload
demands including multiple work schedules, work teams, part time and temporary
staffing. This however does not address the permanent need for a full time staff
equivalent for providing custodial services for the Skills Development Center.
Possibility of Durham Technical Community College Funding for Custodian
Position
In follow up to the Board's request, the County explored again with Durham Technical
Community College whether it could contribute funds for custodial services in the Skills
Development Center. In response, Durham Tech has advised that they cannot contribute
funds for custodial services at the Skills Development Center. Annually Durham Tech
receives funding from two sources: the State and Durham County. State funds are
expended for educational support and Durham County provides funding for facility
support. Durham Tech advises State regulation does not permit it to expend education
support funds for facility support.
In fiscal year 1998-99 Durham Tech contributed $10,000 toward the Administrative
Assistant II position at the Skills Development Center. In the upcoming fiscal yeaz
Durham Tech has committed the same funding level for that position. Under State
regulations funding for this position is considered educational support rather than facility
support. Thus, they aze able to provide support for the Administrative Assistant position
and not for the Custodian.
27
I:\peg99\follup\pwcust.doc
May 5, 1999
ATTACHMENT 12 28
Work First and Orange County Employment Information
1. Background
At present Work First clients apply for openings in permanent County positions through the
standard application process. This involves the completion of the Orange County
Application for Employment, and referral for interviews and selection decisions based upon
each applicant's job related education and/or work experience.
As a category under the Orange County Personnel Ordinance, Work First participants are
treated the same as other applicants for employment and do not receive any special
designation or differing consideration in the .selection process. There is open competition
for each opening.
As temporary openings become available and Personnel is recruiting for these, Personnel
also contacts the Work First representative to identify any potential candidate.
Currently, there is one permanent full-time County employee hired through the Work First
program who is working in the Public Works department. There have been Work First
program participants who have been hired in temporary positions of varying duration.
Z. Area Employer Initiatives
Personnel surveyed a sample of area employers to identify strategies that have been
implemented for Work First program participants and found the following.
Alamance County - Alamance County has no specific policy regarding the recruitment,
screening or placement of Work First program participants within the County work force.
Alamance County requires Work First applicants to meet minimum education and
experience requirements in order to be referred to hiring departments. There is open
competition for all vacancies.
Durham County -Durham County has no specific policy regarding the recruitment,
screening or placement of Work First program participants within the County work force.
Durham County requires Work First program participants to meet minimum education and
experience requirements in order to be referred to hiring departments. There is open
competition for all vacancies.
Guilford County - Guilford County has no specific policy regarding the recruitment,
screening or placement of Work First program participants within its work force. The
Personnel Department and the Department of Social Services currently are involved in the
development of a system to identify and track applications of Work First program
participants. Guilford County sets aside no positions for Work First participants. Personnel
screens all applications prior to referral to hiring departments. Guilford County requires
Work First applicants to meet minimum education/experience requirements in order to be
referred and there is open competition for all vacancies
OWASA - OWASA has no specific written policy regarding the placement of Work First
program participants. Work First applicants have been placed in temporary positions to
29
alleviate overtime and to address urgent operating needs. Participants receive training and
experience on the job and, as available, aze considered for permanent full-time openings
along with other applicants. Work First participants compete directly within the general
applicant pool.
Wake County -Wake County has no policy regazding the recruitment, selection or hiring
of Work First program participants within the County work force. Work First program
participants are required to meet minimum education and experience requirements in order
to be referred to hiring departments. There is open competition for all vacancies.
3. Possible Employment Strategies
If the Board wishes to purse additional strategies beyond the present County handling,
possible strategies include:
a. Enhancement of Work First Recruitment/Placement Process for Temporarv Positions
Such employment allows Work First participants the opportunity to gain additional work
experience, training, and the good work record that is essential in becoming a viable
candidate for placement in permanent positions. This could include:
^ Enhancements to the current "Orange-A-Temp" and other temporary employment
processes and/or
^ Development of a "Work First Temporary" pool and proactively seeking to place
candidates to help meet County employment needs, whether on a paid or volunteer
basis to gain employment experience. The Personnel Director and Social Services
Director have wished for some time to explore the idea, but have not as yet had the
staff time available to do so.
b. Designation of "Work First" Positions
One option would be to designate certain entry level permanent positions as Work first
positions and only open those to other recruitment if they are not filled by Work First.
As Personnel receives notices from departments to recruit for permanent position
openings and the position is not filled through internal recruitment, Personnel then could
set aside entry-level positions for which the County would pursue employment of Work
First candidates, prior to initiating any external recruitment. Work First program
participants will be the only individuals eligible to apply, be interviewed, or to be hired
for positions with this designation until it has been determined that there is no available
qualified Work First candidate.
4. Nezt Steps
As the Board desires, staff would be glad to provide information as well as pros/cons on any
of the above alternatives as well as others the Board may wish to suggest for consideration.
Personnel will plan on bringing this matter back to the Board for consideration after the
budget process, unless the Boazd wishes to provide any other direction at this time.
ATTACHMENT 13 30
1997-98 Overtime Costs by Department
D artment/Pro atn 1997-98 Actual
Expenditures
10410 Board of Commissioners $3,332
10450 Coun Mana er $553
10455 Bud et Office $15
10490 Information S stems $72
10500 Re inter of Deeds $915
10520 Tax Assessor $512
10530 Tax Collector $93
10601 DSS-Administration $17
10603 DSS-Work First $10
10635 Health-Administration $162
10649 Health-Animal Control $7,796
10660 Recreation and Parks $569
10670 A in Administration $17
10671 A ~ -Communi Based Services $119
10685 Oran a Public Trans ortation $4,436
10689 Human Ri hts and Relations $38
10710 Sheriff $45,539
10753 EMS-Telecommunications $21,404
10755 EMS-Emer enc Medical Services $71,397
10810 Public Works-Buildin sand Grounds $38,360
10840 Public Works-Motor Pool $5,170
10850 Public Works-Sanitation $14,694
Grand Total $215,220
5/7/990vertime
ATTACHMENT 14 31
Time Limited Positions
Time Limited Positions Established
From 7-1-94 to Present*
Number Established 1 g
Number Made Permanent 2
Number Ended 1
Number for which original time limit end date has
not yet occurred. 14
Number Extended from Original End Date 1
*None established in 1994 and 1995.
Permanent Positions Ending (Other than Time Limited)
and Reductions In Force
Positions Ended
From 7-1-94 to Present*
Number Abolished 4
Reductions In Force (Employee Layoff) 0
* The positions were abolished due to the end of contract/grant
funding. Each of the above four positions was vacant at the time the position
ended and no employee layoff occurred.
k:\pens\elgin\misc-prj\timelim2.doc
5/7/99
32 '
ATTACHMENT 15
Comparison With Other Counties*
Counties with Similar Population**
County Population Employees
Alamance 118,549 560
Iredell 103,462 650
Johnston 106,918 676
Randolph 106,546 575
Robeson 112,704 968
Union 104,459 628
Wayne 114,360 841
Orange 108,021 608
Counties With Similar Numbers of Employees**
County Population Employees
Alamance 118,549 560
Craven 87,059 583
Harnett 74,834 577
Henderson 78,837 560
Iredell 103,462 650
Nash 87,101 550
Randolph 106,546 575
Rockingham 89,250 648
Surry 65,076 620
Union 104,459 628
Wilson 66,061 648
Orange 108,021 608
* Information is from 1999 Directory of North Carolina
County OfFcials published by the NCACC. Includes total
employees only. The NCACC information does not
provide a breakout of employees by department or
occupation such as law enforcement.
**Includes alf counties within plus or minus 10 percent of
Orange County population or employees.
5R/99Coother