Fairfax County received five Virginia Association of Counties (VACo) 2026 Achievement Awards, underscoring its leadership in using innovation, collaboration and data-driven practices to improve quality of life for residents.
The five winning programs were among 40 initiatives from counties across the state honored by VACo this year.
“These awards reflect the excellent work happening across Fairfax County through the partnership of our Board of Supervisors, staff and community partners,” County Executive Bryan Hill said. “The programs recognized support the goals of our Countywide Strategic Plan and, most importantly, reflect the work we’re doing to improve quality of life for residents across Fairfax County. I appreciate the Board’s continued partnership as we work together to strengthen our county and serve our residents.”
Fairfax County was recognized in categories spanning public safety, infrastructure, housing stability and economic development.
"Fairfax County’s recognition in this year’s VACo Achievement Awards is a testament to our long-term investments in public safety, infrastructure and housing, and the real difference those investments are making for our community,” said Board of Supervisors Chairman Jeffrey C. McKay, who is also a member of the VaCo Board of Directors. “The programs honored this year reflect innovative, data-driven approaches that are delivering measurable results for Fairfax County residents.”
The VACo Achievement Awards recognize local government programs that demonstrate collaboration, efficiency and positive community outcomes. In 2026, VACo received 103 submissions from member counties across Virginia, with 40 programs selected for recognition.
“Fairfax County continues to develop thoughtful, innovative programs that make this a great place to live for all our residents,” said Sully District Supervisor Kathy Smith, who serves as second vice president of the VACo Board of Directors. “These award-winning initiatives show how strategic planning, strong partnerships and a focus on equity can translate into practical solutions that communities throughout the commonwealth can learn from and adapt.”
9-1-1 Artificial Intelligence
To modernize one of the nation’s largest 9-1-1 centers and better serve a community where more than 170 languages are spoken, the county launched an AI Assistive Technology initiative in 2025 that transforms how emergency calls are handled.
The system uses real-time artificial intelligence language translation to automatically detect and translate more than 170 languages, eliminating delays of up to 10 minutes that previously occurred while waiting for interpreter services. The center also deployed state-of-the-art, AI-powered non-emergency call handling, integrated with the county’s Computer-Aided Dispatch system, to triage and manage routine calls so trained 9-1-1 call-takers can focus on life-threatening emergencies.
The platform is projected to handle more than 600,000 non-emergency calls annually, reducing congestion on 9-1-1 lines and improving response times. By removing language barriers and diverting non-emergency calls away from 9-1-1 call-takers, the county has created a more efficient and equitable emergency communications system that can be replicated by jurisdictions nationwide.
Program category: Criminal Justice and Public Safety
Community Engagement Framework for Capital Projects
Fairfax County’s Department of Public Works and Environmental Services delivers more than 50 capital projects each year to libraries, fire stations, community centers, stream restorations, transportation improvements and more. In 2025, DPWES adopted a department-wide community engagement policy and framework to ensure these projects are planned and delivered with consistent, inclusive and effective public involvement.
Developed in collaboration with community engagement experts in Neighborhood and Community Services, the framework establishes core principles that emphasize residents as customers and long-term partners and defines a seven-step process for designing engagement plans tailored to each project and phase. It aligns engagement levels with the county’s inclusive community engagement spectrum and One Fairfax equity policy, and provides templates, tools and after-action evaluation requirements so project managers can design and document robust engagement efforts.
Program category: Communications and Community Outreach
Completed Projects Book
DPWES produces an annual Completed Projects Book that consolidates information about major facilities and infrastructure completed each fiscal year. The 2025 edition highlights 52 projects totaling $223 million in taxpayer-funded investments, including libraries, courthouses, police and fire stations, community facilities, roadway and sidewalk improvements, sanitary sewer and stormwater projects, and stream and pond restorations.
The online publication combines project summaries, photographs, schedules and detailed financial information, including land acquisition, design, permitting, construction and utilities costs. It is assembled through a coordinated, cross-agency effort that draws on project management systems, financial records and direct input from project teams across the county and partner jurisdictions.
For residents, the Completed Projects Book provides a clear view of how capital funds translate into tangible improvements in safety, mobility and community amenities. For county leadership and staff, it serves as a single reference for tracking delivery, supporting financial oversight and aligning completed work with the Capital Improvement Program.
Program category: Communications and Community Outreach
Permanent Supportive Housing
To address the acute need for supportive housing for individuals with serious mental illness, the Fairfax County Redevelopment and Housing Authority and the Virginia Department of Behavioral Health and Developmental Services signed a memorandum of agreement in 2025 to create 300 new permanent supportive housing units in the county.
Under the agreement, DBHDS will provide up to $20 million over three years to FCRHA to support rental assistance and leasing-related costs such as moving expenses, security deposits and other housing-related needs.
Supportive services, including psychiatry, case management, skill-building and psychosocial rehabilitation, are provided under separate agreements with Pathway Homes and the Fairfax-Falls Church Community Services Board. FCRHA administers the program using a model similar to the federal Housing Choice Voucher program. A shared housing management platform enables real-time data sharing across partners on referrals, leasing levels and expenditures.
The program prioritizes people with serious mental illness who are experiencing or at high risk of homelessness, frequently touch crisis or criminal justice systems, or are transitioning from state psychiatric hospitals or congregate care settings. By pairing permanent supportive housing with Assertive Community Treatment, the initiative advances state and local goals to reduce state hospital census, prevent homelessness and stabilize residents with complex needs. The county was the first locality in Virginia to finalize this type of agreement with DBHDS, creating a scalable model for other communities across the state.
Program category: Health and Human Services
Project Labor Agreement
Following 2020 state legislation authorizing Project Labor Agreements on public works projects, DPEWS is pioneering the use of project labor agreements in Virginia with the Accotink Pump Station Rehabilitation Project, which is a $71 million rehabilitation of the county’s largest wastewater pump station, located on Fort Belvoir.
Finalized in 2024, the 48-month agreement is jointly signed by the county, the Baltimore/DC-Metro Building Trades Union, the general contractor and 17 local trade unions.
The agreement establishes standardized wages, benefits, working conditions and safety requirements, and includes a clear, multi-step dispute resolution process to prevent work stoppages and lockouts.
The Accotink project increases pumping capacity from 37 to 45 million gallons per day, replaces aging infrastructure, reduces flood risk and improves reliability for a sanitary sewer system serving approximately 63 square miles. To date, more than 300 workers and apprentices have worked on the project, with no labor disputes, work stoppages or safety incidents reported, and bids comparable to pre-bid cost estimates. As the first local government project labor agreement implemented in the state, the project is drawing interest from other jurisdictions seeking to improve labor stability, workforce development and on-time delivery of complex infrastructure.
Program category: Community Development, Economic Development and Land Use