Strategic Plan - Service Delivery

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PWC Works projects reflect our commitment of striving for exceptional customer service, maximizing operational efficiencies, increasing modernization, providing excellent service delivery, and collaborating with the community for a coordinated response that achieves the best possible outcomes for our residents and the overall wellbeing of the county.


What is the Strategic Plan Service Delivery Goal?

The Strategic Plan Service Delivery Goal is to provide transparent, exceptional and accessible county services to residents, businesses and partners.


Key Objectives of the Strategic Plan Service Delivery Goal

Strategies to Meet Objective 1

  • Engage residents, businesses and partners to understand and mitigate barriers to services and expand usage.
  • Establish a prioritization plan for improving and filling current gaps in service needs.
  • Instill multi-directional communication paths to ensure all employees understand how other agencies operate and contribute to service delivery.

Current Projects, Initiatives and/or Activities that Support Objective 1

  • PWC 311 – centralized hub for constituents to request services, report issues and get answers
  • PWC Works – centralized hub for anyone to learn more about current PWC projects and initiatives
  • Technology Inclusion – provide high-speed broadband countywide
  • Calibrate at Chinn Park Library – provide assistance, mentorship and networking opportunities to local entrepreneurs and business owners
  • Coordinated Community Care (CCC) Initiative – diverts those relying on emergency services for primary care and basic needs and connects them with the appropriate county agency or community partner
  • No Wrong Door Initiative

Strategies to Meet Objective 2

  • Utilize the U.S Census Bureau, localized trends, the development pipeline and other data to update forecasts of the future county population and demographics.
  • Establish enterprise-wide processes for quarterly/annual forecasting on capacity and capabilities so agencies can centralize, synchronize and reduce duplicative activities.
  • Invest in continuous development of the county's talent pool and pipeline to meet capacity needs with capable resources.

Current Projects, Initiatives and/or Activities that Support Objective 2

  • Modernizing Demographic Projections
  • Community Opportunity Index (Office of Community Safety)
  • Prince William County Strategic Leadership Development Pilot Program
  • Capital Improvement Program (CIP) Steering Committee

Strategies to Meet Objective 3

  • Modernize and innovate how the county delivers services to offer more virtual, mobile and self-service options.
  • Adapt and expand service times and locations to accommodate residents, businesses and partners.
  • Develop communication avenues and processes for non-English speaking residents to help them participate and thrive in the community.

Current Projects, Initiatives and/or Activities that Support Objective 3

  • Expanded Service Delivery Initiatives
  • Multilingual Services

Strategies to meet Objective 4

  • Provide consistent engagement and communication to deliver timely, clear, and accessible information.
  • Implement real-time communication pathways and processes to gain consistent feedback from the community.
  • Formalize response time and metrics (service level agreements) to ensure prompt responses to community feedback, requests, and needs.

Current Projects, Initiatives, and/or Activities that support Objective 4

  • Biennial Community Survey
  • Real-time Notifications (PWAlerts, community newsletter, BOCS notifications)
  • Social Media engagement
  • In-person and virtual events (BOCS meetings, town halls, listening sessions, community forums)
  • County Website Modernization (accessibility compliance)
  • PWC Works website
  • PWC 3-1-1
  • Language Access Coordinator (Office of Equity & Inclusion)


Success Criteria (Key Performance Indicators) for the Strategic Plan Service Delivery Goal

  • Top five 311 service requests (informational metric)
  • Monthly 311 cases created (informational metric)
  • Service languages offered (informational metric)
  • Capital Improvement Projects design and construction contracts, reduced change from base contracted amount
  • Increased percentage of residents who rate ‘excellent’ or ‘good’ to “overall quality of services provided by the County” (Biennial Community Survey)

PWC Works projects reflect our commitment of striving for exceptional customer service, maximizing operational efficiencies, increasing modernization, providing excellent service delivery, and collaborating with the community for a coordinated response that achieves the best possible outcomes for our residents and the overall wellbeing of the county.


What is the Strategic Plan Service Delivery Goal?

The Strategic Plan Service Delivery Goal is to provide transparent, exceptional and accessible county services to residents, businesses and partners.


Key Objectives of the Strategic Plan Service Delivery Goal

Strategies to Meet Objective 1

  • Engage residents, businesses and partners to understand and mitigate barriers to services and expand usage.
  • Establish a prioritization plan for improving and filling current gaps in service needs.
  • Instill multi-directional communication paths to ensure all employees understand how other agencies operate and contribute to service delivery.

Current Projects, Initiatives and/or Activities that Support Objective 1

  • PWC 311 – centralized hub for constituents to request services, report issues and get answers
  • PWC Works – centralized hub for anyone to learn more about current PWC projects and initiatives
  • Technology Inclusion – provide high-speed broadband countywide
  • Calibrate at Chinn Park Library – provide assistance, mentorship and networking opportunities to local entrepreneurs and business owners
  • Coordinated Community Care (CCC) Initiative – diverts those relying on emergency services for primary care and basic needs and connects them with the appropriate county agency or community partner
  • No Wrong Door Initiative

Strategies to Meet Objective 2

  • Utilize the U.S Census Bureau, localized trends, the development pipeline and other data to update forecasts of the future county population and demographics.
  • Establish enterprise-wide processes for quarterly/annual forecasting on capacity and capabilities so agencies can centralize, synchronize and reduce duplicative activities.
  • Invest in continuous development of the county's talent pool and pipeline to meet capacity needs with capable resources.

Current Projects, Initiatives and/or Activities that Support Objective 2

  • Modernizing Demographic Projections
  • Community Opportunity Index (Office of Community Safety)
  • Prince William County Strategic Leadership Development Pilot Program
  • Capital Improvement Program (CIP) Steering Committee

Strategies to Meet Objective 3

  • Modernize and innovate how the county delivers services to offer more virtual, mobile and self-service options.
  • Adapt and expand service times and locations to accommodate residents, businesses and partners.
  • Develop communication avenues and processes for non-English speaking residents to help them participate and thrive in the community.

Current Projects, Initiatives and/or Activities that Support Objective 3

  • Expanded Service Delivery Initiatives
  • Multilingual Services

Strategies to meet Objective 4

  • Provide consistent engagement and communication to deliver timely, clear, and accessible information.
  • Implement real-time communication pathways and processes to gain consistent feedback from the community.
  • Formalize response time and metrics (service level agreements) to ensure prompt responses to community feedback, requests, and needs.

Current Projects, Initiatives, and/or Activities that support Objective 4

  • Biennial Community Survey
  • Real-time Notifications (PWAlerts, community newsletter, BOCS notifications)
  • Social Media engagement
  • In-person and virtual events (BOCS meetings, town halls, listening sessions, community forums)
  • County Website Modernization (accessibility compliance)
  • PWC Works website
  • PWC 3-1-1
  • Language Access Coordinator (Office of Equity & Inclusion)


Success Criteria (Key Performance Indicators) for the Strategic Plan Service Delivery Goal

  • Top five 311 service requests (informational metric)
  • Monthly 311 cases created (informational metric)
  • Service languages offered (informational metric)
  • Capital Improvement Projects design and construction contracts, reduced change from base contracted amount
  • Increased percentage of residents who rate ‘excellent’ or ‘good’ to “overall quality of services provided by the County” (Biennial Community Survey)