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Commissioners ask staff to build county dashboard and publish org chart to support workforce and transparency
Summary
Board asked staff to identify dashboard software, review examples used by other counties, and prepare an organizational chart for publication on the county website; commissioners said better management information and accessible org charts would aid operations, succession planning and public service.
Johnston County commissioners asked staff to start a program to build a county management dashboard and to publish an organizational chart on the county website as part of a broader workforce and retention strategy.
Lede: Commissioners said improved management information — a single dashboard that pulls current metrics (inspections, permits, capital project status, vacancies, response times) — and a clear public organizational chart would support decision-making, succession planning and public access to county services.
Why it matters: Commissioners said they want near-real-time, trustworthy information the board can use without repeatedly asking staff for ad hoc updates. Several commissioners described dashboard projects in peer counties as multi-year initiatives that require careful selection of software and institutional commitment to data hygiene.
Short-term steps: staff was asked to identify candidate software platforms, document what other counties have done (for example, Clayton and Greenville were mentioned as reference points), and come back with recommended scope and timelines. The board asked staff to consider how the dashboard will pull data from existing systems and to identify the key metrics the board wants to see initially.
Organizational chart and workforce: commissioners asked staff to prepare and publish a county organizational chart showing department heads and next-level positions; staff was asked to coordinate that work with a planned website redesign and to include a phased rollout so departmental-level details can be added over time. Commissioners also discussed succession planning for key departments and reiterated the importance of retaining staff and the difficulty of competing in today's labor market.
Timing: staff said a procurement/RFQ process for the website is imminent and that dashboard work could be linked to software choices made for land-use and permitting systems. Commissioners suggested a target of producing a usable dashboard within 12 months and publishing an initial org chart by mid-year to coincide with website work.
Ending: Commissioners viewed the dashboard and org chart as tools to increase transparency for residents and to help leadership make faster, evidence-based decisions.
