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HomeMy WebLinkAboutC.054.93009_1525694 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.