Effective and Efficient Government

Outcome Statement

Fairfax County is a place where all people trust that their government responsibly manages resources, provides exceptional services and equitably represents them.



About the Sections

Each priority area includes the following:

  • Outcome Statement: The aspirational future state for Fairfax County.
  • Introduction/Summary: Context about the priority area.
  • Challenge Questions: Describe the problem/opportunity people are experiencing informed by evidence, data, subject expertise, outside perspectives and realities.
  • Indicators: Ways to measure progress, both for the community at large and for county government. They are clear, quantifiable and they help manage progress.
  • Metrics: Specific data points to track whether Fairfax County is making progress.
  • Strategies: Actions that need to be taken to address identified challenges that “move the needle” on indicators and metrics.


A community where all can thrive includes a government that effectively and efficiently manages resources to deliver results. To anticipate the current and future needs of our evolving community, the county needs well-functioning facilities, technology and infrastructure, a workforce ready to meet demands and deliver services that exceed customer and stakeholder expectations. The COVID-19 pandemic has emphasized the need for the county to show resilience, empathy and immediate responsiveness to exceptional and unprecedented challenges. It has also highlighted the increased importance of technology in the areas of service delivery, community engagement, an agile workforce, and ongoing communication, and the challenges faced by people who cannot easily access or navigate services online. The county government needs a culture that encourages innovation and collaboration with public and private partners, as well as an ability to remain flexible to meet future challenges and demands. Leadership and staff must effectively communicate, continuously engage and build trust with everyone in the community.

Challenge Questions

1. How do we keep the county on a sustainable fiscal path necessary to meet the needs of a population with increasingly diverse demographic and socio-economic characteristics?

2. How do we transform government culture, policies, and business practices to align with community goals and priorities and pivot to respond to constantly shifting circumstances and changing demands?

3. How do we attract, retain and develop a highly skilled, talented and diverse county government workforce that advances a culture of engagement and excellence?

4. How might we improve engagement with residents so that we include voices of marginalized communities and capitalize upon the assets of our diverse residents and businesses?

5. How do we maximize the use of evolving technologies and the increasing amount of countywide data to exceed our residents’ and other stakeholders’ expectations, while appropriately managing the related risks?

6. How do we manage county infrastructure — including our buildings, land, technology and tools — to better meet current and future needs of county residents and workers in an environmentally and fiscally sustainable manner?

7. How do we equitably and comprehensively gather and analyze internal and external feedback in a timely and transparent manner to drive process and service improvements?


1. Customer Satisfaction

2. Community Engagement

3. County and School Workforce

4. Technology and Facilities

5. Financial Sustainability and Trustworthiness


Indicator: Customer Satisfaction


• % of residents who rate the overall quality and accessibility of Fairfax County Government services as excellent or good

• % of customers of individual Fairfax County Government services (internal and external) who report they were satisfied with the service they received

• % of transactions that meet a specified service or performance standard (for those that have a standard)

Indicator: Community Engagement


• % of residents who feel they have authentic opportunities to participate in Fairfax County Government decision-making

• Difference between the demographics of appointed officials and the demographics of the population

• % of registered voters in Fairfax County who voted in the most recent local election


Indicator: County and School Workforce


• Difference between the demographics of the county government workforce and the demographics of the community

• % of Fairfax County Government positions filled within a defined period of time

• % of hiring managers who are satisfied with the applicant pool they were provided when filling a position

• # of positions that are reposted within x weeks of the original posting due to not being filled initially

• % of new hires who feel they were onboarded effectively and prepared for their positions

• % of employees who report high levels of engagement at work

• Rate of voluntary and involuntary turnover (excludes retirements)

• % of county government and school district employees who live in Fairfax County


Indicator: Technology and Facilities


• % of county facilities, technology, infrastructure and assets with a rating of “good” or better

• % of county space available for community use that was used during the times it was available/open

• % of users of county facilities who rate them as accessible, safe and well maintained

• Energy consumption at county facilities per square footage

• % of IT projects that are rated by project sponsors and end users as successfully meeting the project requirements

NOTE: In this section of metrics, ‘county’ refers to all taxpayer-funded facilities— government buildings, board offices, community centers, parks, libraries, schools, etc.


Indicator: Financial Sustainability and Trustworthiness


• % of residents who rate Fairfax County Government as trustworthy

• % of residents who report they understand the budget process and how the county spends money

• Amount of local taxes collected, as a % of household income

• % of audit findings in which auditors have verified the desired corrective action was fully implemented

• # of settlements and # of dollars paid out by Fairfax County Government and Fairfax County Public Schools in settlements, fines and legal judgments


Provide an Excellent Customer Experience

  • EEG 1. Implement a human-centered design approach across county and school programs and services to improve the customer experience.
  • EEG 2. Implement a comprehensive approach to consistently solicit customer feedback on their service experience and share results regarding the quality of the county’s programs and services.


Ensure Inclusive Community Engagement, Representation and Governance

  • EEG 3. Enhance communication and outreach to the community by using all available communication methods and tailoring messaging to individual needs.
  • EEG 4. Improve public participation and engagement opportunities to ensure all facets of the community are represented and have physical and technological access to engage and participate in community discussions and decisions.
  • EEG 5. Increase volunteerism to enhance county, school and community service delivery and coordinate efforts to enable one-stop identification of volunteer opportunities.
  • EEG 6. Review and improve the structure, operations and impact of county boards, authorities and commissions to better reflect current needs and demographics of the community.


Attract and Develop a Great Workforce

  • EEG 7. Improve the county’s competitiveness as an employer to recruit, hire and retain a diverse, highly qualified workforce.
  • EEG 8. Make the onboarding process for all new employees streamlined, consistent and compelling, so that staff have the information, tools and technology they need to begin their county careers effectively.
  • EEG 9. Enhance countywide succession planning and ensure continuity of operations by focusing on key positions and critical functions where effective knowledge transfer and smooth workforce transition needs to take place.
  • EEG 10. Expand employee learning opportunities to increase staff competencies and experience in the areas of leadership, equity, cultural proficiency, use of technology and innovation to meet the needs of a changing environment.


Develop a Strong Workplace Culture

  • EEG 11. Initiate a regular, countywide process for conducting organizational assessments and employee surveys and then implementing identified changes that will lead to improved employee engagement.
  • EEG 12. Implement a workplace culture change effort to actively promote equity and inclusion, collaboration, excellence, innovation, customer service, transparency, accountability and trustworthiness.
  • EEG 13. Provide more flexibility in the areas of workplace environment, benefits, career progression and nontraditional employment arrangements to compete more effectively with surrounding private and public sector employers for the next generation of employees.


Continuously Improve Process Effectiveness

  • EEG 14. Using lessons learned during COVID-19, re-engineer county practices and procedures to improve performance, reduce cost and eliminate redundancies.
  • EEG 15. Pursue professional and industry accreditations for all applicable county and school programs, implement recommendations and promote accreditation, once achieved.
  • EEG 16. Create "communities of practice" around areas of functional expertise (such as human resources, financial management, data analytics, or performance measurement) to foster innovation, increase collaboration and share best practices across the county workforce.
  • EEG 17. Strengthen the use of data-informed decision making through regular data collection, evaluation and distribution.


Be Responsible Stewards of County Resources

  • EEG 18. Evolve the budgeting process to align resource allocation to those programs and activities that will most effectively advance the outcomes outlined in the strategic plan.
  • EEG 19. Provide greater access to information, engage with our community in an inclusive way, and receive wide and diversified community input regarding spending priorities.
  • EEG 20. Pursue policy, fiscal and legislative options to provide county leaders with the flexibility and tools needed to respond to the challenges associated with becoming an increasingly urban county.


Leverage Technology to Accelerate Results

  • EEG 21. Implement a data governance policy that standardizes and strengthens how the county collects, analyzes, warehouses and shares data across departments and with the community.
  • EEG 22. Implement a consolidated county and school technology plan to enable innovative solutions, reduce operational costs and deliver exceptional outcomes.

Modernize and Ensure Full Utilization of County Facilities (Defined to include all taxpayer funded facilities — government buildings, board offices, community centers, parks, libraries, schools, etc.)

  • EEG 23. Increase utilization and shared use of county facilities so that residents are better able to access needed services within their neighborhoods and facilities can support community use and satellite service delivery.
  • EEG 24. When building new county facilities and infrastructure, incorporate design that results in multi-use spaces, promotes efficient use of sites and maximizes return on investment.
  • EEG 25. Increase resiliency and energy efficiency of existing and new county facilities and infrastructure to improve performance, reduce building maintenance costs and increase the ability for facilities to self-sustain during emergencies.
  • EEG 26. Equitably assess and perform ongoing maintenance, upgrades and replacement of county facilities, infrastructure and equipment so that they can meet future demands and provide a safe and healthy environment for residents and staff.

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