Open & Responsible Government


2024 Strategic Initiatives


2023 Strategic Initiatives

  • 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

2022 Strategic Initiatives

  • 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

2021 Strategic Initiatives

  • 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

2019 Strategic Initiatives 

  • 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.

2018 Strategic Initiatives 

  • 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.