Great Government

The Wake County Board of Commissioners identified five goals in the Great Government key focus area. Select a goal from the list below to learn more about the rationale, objectives, links to comprehensive plans or resources, community indicators and performance measures, and key strategic actions.

GG 1: Engage our community to envision the County's future.

Rationale

When residents have a voice in their government, everyone benefits. Transparency is critical to building trust in the community, and Wake County strives to keep its one million+ residents informed of its work and offer opportunities for their involvement. This ensures that all residents can actively inform and shape policies that affect their lives regardless of where they live or what they do. Wake County will develop new ways to communicate with, collect input, and engage all residents. This will allow the County to continually improve its operations and co-create a future vision that includes many voices and ideas.

Also another way to encourage engagement is through volunteerism for both residents and County employees. While there are current opportunities for residents to volunteer, those could be expanded or easier to find. The County's paid leave for employees allows for civic engagement, benefits local nonprofits, and fosters a sense of belonging within the community; this program will continue to be encouraged.

Objectives:

  • Continue the County's commitment to transparency
  • Expand the methods that Wake County uses to communicate with diverse residents
  • Strengthen the County's web and social media presence
  • Increase opportunities for receiving community feedback
  • Increase opportunities for residents to volunteer
  • Support county employees who volunteer using community leave benefits

Example Indicators and Performance Measures:

  • Communication campaigns
  • Social media engagements
  • Public comments at BOC regular meetings
  • Voter turnout for local elections and County bond referenda
  • Use of community involvement leave benefits by County employees

Key Strategic Actions:

  • GG 1.1: Develop strategies to improve community engagement.
  • GG 1.2: Increase opportunities for public engagement during the budget process.
  • GG 1.3: Explore the opportunity for taxpayers to contribute additional funds through tax bills to specific services, programs, and partnerships.
  • GG 1.4: Expand strategic communications, constituent response, and board support functions.

GG 2: Embrace diversity, equity and inclusion.

Rationale

Wake County values and celebrates the diversity of its population and organization. Different backgrounds and experiences strengthen the organization and produce better results. The county values diversity, equity, and inclusion across race, gender, age, religion, identity, and experience—and strives to reflect the community's diversity in its 4000+ employee workforce. Reflecting and instilling these values in the County employees will lead to a more engaged, inclusive, and high-performing workforce. Wake County works to set the bar high, from its programs and initiatives to its hiring practices, and to be an example of how to celebrate diversity and demonstrate inclusivity that other entities can follow.

Objectives:

  • Model and exemplify best practices to employees and the community
  • Support policies and practices that eliminate barriers to equitable opportunities

Key Resources:

Example Indicators and Performance Measures:

  • Diversity in leadership positions
  • Women in leadership positions
  • New hire diversity

Key Strategic Actions:

  • GG 2.1: Support the "A Better Wake" partnership to address systemic racism and its impacts on communities of color.
  • GG 2.2: Communicate government proceedings and services by advancing language access, including non-English and sign languages.

GG 3: Maintain a culture that values and supports our employees.

Rationale

A positive workplace culture raises morale, increases productivity and efficiency, and reduces employees' stress. This empowers employees to lead their best lives and perform at their peak while at work, providing residents with top-notch service. Through robust onboarding, job satisfaction surveys, opportunities for professional development, health and wellness programs, and showing gratitude for employees' hard work, Wake County can recruit and retain the best professionals around.

Objectives:

  • Express gratitude for public service employees
  • Increase employee engagement and satisfaction
  • Attract, retain and support our high performing employees
  • Support professional development and training opportunities
  • Improve the health and well-being of our employees and their families

Example Indicators and Performance Measures:

  • Employee engagement or satisfaction scores
  • County-wide retention rates
  • Health and wellness assessments
  • Participation rates for health and wellness programs
  • Participation in employee training programs

Key Strategic Actions:

  • GG 3.1: Strengthen employee recruitment and retention.
  • GG 3.2: Demonstrate appreciation for veterans and military families by increasing veteran employment opportunities and recognizing the County's veteran workforce.

GG 4: Improve resident and customer experiences through efficient, high-quality service delivery and continuous innovation.

Rationale

At the core of Wake County Government focuses on the people it serves. A proactive approach to providing user-friendly, efficient services that exceed expectations is critical, as is a need to adapt to meet residents' ever-changing needs. The County will continuously look for ways to improve—seeking innovative, new technologies and methods to ensure the best possible customer service in all operation areas. Employees from all departments and job types will have access to innovation training and support to improve how they serve the County's residents. The Board of Commissioners will also remain focused on continuous improvement and efficient, effective policies and procedures to serve its constituents best.

Objectives:

  • Ensure that every customer is treated with dignity, respect, and appreciation
  • Expand convenient access to County services – especially in communities where distance is a barrier or accessibility issues
  • Support innovation and process improvement projects
  • Provide modern technologies and infrastructure
  • Use data throughout decision-making processes
  • Strengthen board policies and procedures to support collaboration and improve shared understanding of all Board of Commissioners' business items

Example Indicators and Performance Measures:

  • Customer satisfaction survey results
  • Department business plans with relevant and reliable performance measures
  • Number of employees participating in the County's innovation program and the TJCOG Regional Innovation Academy

Key Strategic Actions:

  • GG 4.1: Establish a county-wide performance management program.
  • GG 4.2: Build the resources to assist departments with obtaining and maximizing effective data analytics.
  • GG 4.3: Build capacity to leverage federal, state, private, and nonprofit grants opportunities to support County services and programs.

GG 5: Strengthen governance structures and processes that preserve ethics, accountability, and effective decision-making.

Rationale

Wake County solicits regular input through advisory boards made up of appointed county residents. These boards support effective governance by providing feedback on policy proposals, perspective on policy options, and collaboration in goal setting.  These boards are most effective when members bring diverse experiences and skillsets to the table, guided by clear expectations on their role in the shared decision-making process.

Objectives:

  • Demonstrate the highest standards of ethical conduct and integrity
  • Maintain and improve clear, transparent appointment and governance processes that ensure accountability 
  • Help new public officials understand decision-making roles and authority, expectations, government services, and agenda development processes and rules.

Example Indicators and Performance Measures:

  • Number of County Boards and Commissioners with a current, up-to-date charter
  • Average number of applicants for all County Boards and Commissions 
  • Average number of vacancies on County Boards and Commissions
  • Percent of appointees requiring suspension of rules for continuing to serve on County Boards and Commissions
  • Diversity in County Boards and Commissions

Key Strategic Actions:

  • GG 5.1: Improve the BOC onboarding process for new County Commissioners.
  • GG 5.2: Evaluate and implement improvements to County advisory boards and commissions.