Strategy

Performance Management

Learn more about what Cabarrus County is doing to drive performance

Strategic Plan Development

Cabarrus County is in the process of developing its next strategic plan

Data Reporting

Data on the County's performance, service and support

Cabarrus County’s Strategy Team was formed in FY23 to align internal processes across a common vision, mission, goals and values.

The team also:

Connects residents to the work of County government
Provides departments with training and resources to develop clear and purposeful business strategies
Develops data systems to identify and track meaningful data, then report on progress being made
Improves processes with a focus on frontline input, innovation and best-use of limited resources
Helps departments identify and monitor trends, identify focus areas and review progress
Administers the County's Community and Employee surveys and supports initiatives to make progress on hotspots
Supports the County's ARPA-funded organization with data collection and reporting
Supports County departments and community partners with projects and initiatives

FY24 Highlights

Managed the development of a new strategic plan (vision, mission, goals and values) that the Board of Commissioners unanimously approved the plan in September 2023. Included a comprehensive engagement strategy focused on frontline employee understanding, participation and feedback loops. The plan included 100% department participation with input from every level of the organization. Continue to provide regular education and reinforcement of strategy components through emails, discussions, articles, presentations and recommendations on ways each department can incorporate the strategy and values.
The team was invited to present the department's strategy engagement work at an International Association for Strategy Professionals global webinar in September 2023 and on a UNC School of Government Workplaces Initiative Panel at the NC City & County Management Association Winter Seminar in January 2024
Once the plan was approved, used a Collective Impact Model framework to manage five goal area task forces, comprised of frontline employees and department leaders, in developing recommendations to move the strategy forward over the next five years. Also managed a values ambassador group as they developed education and accountability ideas that support the new organizational values. Recommendations were reviewed and most were approved by management and will move forward beginning in FY25. Resulted in more participation, discussion and alignment with the plan than in the past.
The County Manager’s Office reclassified its auditor position as a Strategy business process consultant position. Jacqueline Williams was brought on in November 2023 to develop the new role. In FY24, the role has focused on Human Services operations, including environmental scans, workshop facilitation and development of recommendations in the areas of transportation, child support, quality assurance and administration. Used a project management framework to support projects for Strategy, HR and County Manager’s Office.
Supported a high-performance culture by providing departments with training and resources to develop clear and purposeful business strategies. This includes helping departments identify and monitor trends, identify focus areas and review progress, identify and track meaningful data on a quarterly schedule (previously annually), and track progress made on initiatives presented to the Board of Commissioners.
Launched an overhaul of data collection and visualization for all County departments. Began moving data to the PowerBI system, which allows broader access, better visualization and seamless integration with other platforms. 100% of quarterly data is located within PowerBI. Annual data will be in OpenGov
Began working with departments to incorporate data into day-to-day departmental, management and board processes. This includes coaching departments on how to enrich delivery/presentations with data (e.g., budget presentations). This work supports the new County strategy through engagement (enhancing what we give the community), innovation (accountability and intentionality), stewardship (effectiveness of funding), workplace culture (including staff in the process) and advancement (internal partnerships).
Participated in the UNC Benchmark Project: Completed year one at no cost, giving the County benchmark data in 10 areas. Excellent conversations on the purpose of measures. Did not continue due to participation fee that began in year two.
Developed and updated resources that support engagement and transparency in the County’s business processes, including the Budget Book Program Summaries and Budget Book Performance Measures, Trends Report and Engagement HQ site. Part of the team to receive the Government Finance Officers Association Budget Presentation Award for the FY24 Budget Book.
Supported departments with strategy/project management work including the development of the Budget Engagement Plan, ALP Master Plan, DSS transitions and Mental Health Advisory Board Data Task Force. Resulted in stronger project framework, BOC presentations and alignment with the strategy.
Supported ARPA organization data reporting and developed a quarterly update that helped align organizations to the County’s goals and build a collective impact model and focus on sustainability. Worked with the County’s ARPA manager and legal to develop and track project notifications and develop leadership presentations.
The department's three staff members earned 23 Super Cs (internal peer recognition program) in FY24.

FY25 Focus

Implement, measure and promote the strategic plan to add transparency to the process, show progress and improve understanding of the work being done
Support the task force and ambassador groups to ensure they meet regularly and make progress on goals, alignment to the work being assigned, efficient and effective use of resources and clearly defined processes
Participate in assigned strategy work groups to bring staff expertise and skillsets to the projects, including Customer Service SOP, Data Champion Mindset, External Network, Multilingual Compliance, Navigation/Liaison Team and Small Business Support
Host a Strategy Update in April 2025 to inform leadership about plan progress and make adjustments that align the project with the FY26 budget process
Improve data collection, visualization and analysis on to help determents determine the best use resources, encourage accountability and follow through, improve decision-making, increase transparency and make headway on efficiency and effectiveness
Launch the Performance Academy to provide employees with training and resources to improve data collection, visualization and analyzation
Support the development of grant guidelines and workshops to help increase transparency and impact. Lead departments to new grant opportunities. Support departments with the grant application and reporting process.
Administer the Community Survey to understand Cabarrus County resident sentiments, wants, needs and expectations and use the data to inform planning and decision making
Support administration of the 2024 UNC School of Government Workplace Climate Survey, develop and support post-survey distribution/education, and work with departments to develop action plans that make progress on hotspots (focusing on opportunities that require little-to-no additional funding) to identify and address challenges that stand in the way of becoming a workplace of choice
Design and participate in engagement platforms and activities that help people understand issues and policies that impact their lives. Honor their perspective by giving audiences (residents, businesses, employees, etc.) an opportunity to help address issues, solve problems and participate in decisions.
Support HR and ITS training programs and initiatives that feature Strategy & Innovation topics to align processes, enhance quality and reinforce collaboration
Support the budget process and development of the FY26 Budget departmental presentations, program summaries and data measures to improve understanding, quality and transparency
Support departments with self-identified challenges that can benefit from process improvement to increase efficiency, effectiveness and outcomes
Support ARPA data collection and reporting through communication, education and networking to sustain momentum and community impact and meet legal requirements