Open & Responsible Government

UNDER CONSTRUCTION

Due to Key Classification and Employee Compensation Program FC has:
- Reduced turnover rate from 24% down to 7% (within five months of implementation)
- Reduced vacancy rate from 31% down to 16% (within five months of implementation)
Consolidation of seven separate facility locations into a new 600,000 sq. ft warehouse for: Registration and Elections, Emergency Management, Real Estate and Asset Management, Information and Technology, Clerk to the Courts, Marshall, Police, and Sheriff
The Strategy and Performance Office developed and built out transparency sites for American Rescue Plan Act (ARPA) and ERAP resources and additional justice dashboards to improve public trust
Successful 2022 Elections cycle and a positive report from the State Elections Review Board
Maintained our Bond Rating during the Pandemic

Continue to enhance IT infrastructure to provide employees with the most efficient and effective remote work technology
Improve Fulton County's elections process through full utilization of technology and updated training models
Continue to attract, hire and retain top talent using the Key Classification and Employee Compensation Program
Start construction on the Reimaging of the County's Workplace to provide employees with increased flexibility and collaboration spaces
Completion of a Central Warehouse for the consolidation of specific services for Registration and Elections, Emergency Management, Real Estate and Asset Management, Information and Technology, Clerk to the Courts, Marshall, Police, and Sheriff
Continue to increase and improve the Open Data and Transparency information on services and performance levels that Fulton County provides to our citizens
Initiate the upgrade and enhancement of ERP system for improved internal services and processing times

Continue to enhance IT infrastructure to provide employees with the most efficient and effective remote work technology
Improve Fulton County's elections process through full utilization of technology and updated training models
Continue to attract, hire and retain top talent using the Key Classification and Employee Compensation Program
Re-imagine the County's workplace to provide employees with increased flexibility and collaboration spaces
The completion of a Central Warehouse for the consolidation of specific services for Registration and Elections, Emergency Management, Real Estate and Asset Management, Information and Technology, Clerk to the Courts, Marshall, Police, and Sheriff
Continue to increase and improve the Open Data and Transparency information on services and performance levels that Fulton County provides to our citizens

Implement Phase I of the Incremental Compensation Strategy (ICS)
Address the recommendations made by the Procurement Disparity Study to improve suppliers and diversity
Support of election efforts to continue to improve customer experience
Invest and improve tax systems to meet new legal requirements and enhance cash management practices
Invest in information technology and continue to improve the virtual work environment
Invest and extend on programs that best utilize the $206M American Rescue Plan funds

Update the Strategic Pan for the next five (5) year period.
Continue investment in the pay for performance plan with a primary focus on customer satisfaction and key departmental metrics.
Centralize PC refresh program with new standard resulting in improved performance and technology readiness
Deliver new website experience and target customer self-serve capabilities.
Continue emphasis on operational excellence through development and implementation of management dashboards
Complete Phase 2 of COOP Planning and Emergency Preparedness
Continue investment in technology and people enhancements to make the property tax appraisal process timely, credible and responsive
Continue $100M investment in capital program for facilities and improvements.
Continue $25M investment in the Information Technology roadmap implementation.

Successfully transition all key service to the City of South Fulton.
Implement pay for performance plan with primary focus on customer satisfaction and key department metrics.
Continue to use new HR policies to support development and retention of key talent.
Deliver new website experience and target customer self-serve capabilities.
Utilize performance reporting at the strategic and department levels to drive performance oriented culture and transparency.
Develop and intense focus on three core processes related to criminal justice, elections, and property tax and manage effectively through metrics and process management.
Invest $3.4M in technology and people enhancements to make the property tax appraisal process timely, credible and responsive.
Invest $7M in elections process to ensure performance in statewide election cycle.
Continue to invest $100M in capital programs for facilities and improvements.
Continue to invest $25M in the Information Technology roadmap implementation.