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Swann said the following items were important for Iredell
officials no matter what course of action was taken.
1. Image building: Iredell has a poor mental health reputation.
2. Competent managers: It's important to have professional
managers running the program.
3. Access: Surry-Yadkin, for example, has a toll-free
telephone number.
4. Blended payor mix: It's important to have different sources
of revenue.
5. An Up -to -Date Management Information System
6. Stewardship: Mental health agencies need the financial
backing of government, the business community, and
citizens.
7. capacity: This is necessary to decrease costs.
8. Competitive Employee Salaries: Surry-Yadkin has its own pay
plan that is capped by the authority. Salaries can't be
more than equivalent positions in the county sector, however,
some leeway has been given in some situations. Swann noted
that Tri -County's employees were typically paid more than
Surry-Yadkin.
Currently, Surry-Yadkin does not have a waiting list for
service; however, this might change. DSS and the school systems
have become "heavy users."
Gregory advised that his board was composed of 19 members. He
mentioned they were a professional, caring group of people. Should
a merger occur, Gregory said he would expect Iredell mental health
board members to act accordingly. If not, he would appear before
the board of commissioners and advise of any impropriety.
Commissioner Fortner asked what would happen to the current
employees of Tri -County. Swann said he had a listing of the
positions assigned to Iredell. He would have a meeting with the
employees, distribute a listing of the job openings, and accept
job applications from interested applicants. It was mentioned that
just because a current employee completes an application, it
doesn't necessarily imply they have a job. Employees will have to
be certified in their fields of expertise.
Commissioner Johnson asked if Surry-Yadkin had any history of
having to return federal/state money. Swann said they had a Willie
M. incident in the past. (Surry-Yadkin provided more services than
the State would reimburse.)
Commissioner Boone asked about the current Iredell facilities.
Specifically, did Swann feel they were adequate? Swann said some
employees had advised there was not enough space. He said he felt
at some point in the future a clinic needed to be re-established in
Mooresville.
Commissioner Fortner asked the length of time that Burry -
Yadkin might be interested in a contractual agreement. Swann said
this type of endeavor would be a first for North Carolina. A
minimum amount of time would be the balance of FY 1997-98. After
this, an evaluation of the program needed to be done. Surry-Yadkin
is interested in an eventual merger. A merger would need the
approval of both the Surry and Yadkin Boards of Commissioners.
Both boards have already given permission for a contractual
agreement.
commissioner Johnson asked how Surry-Yadkin officials felt
about working with Iredell County. Gregory said they were aware of
some problems; however, they were not fully apprised of some of the
internal difficulties. Swann said some employees had voiced some
misgivings.
Harding said he had been involved in State mental health
programs since 1971. Yadkin originally had its own program/board.