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Durham Strategic Plan Dashboard

Shared Economic

Create a Safer Community Together

Connected, Engaged, and Inclusive Communities

Innovative and High Performing Organization

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Status Indicator: In Progress | On Hold | Complete/Ongoing

Initiative: 4.12 Create employee development strategies based on current and future needs

Innovative & High Performing Organization


One of the core values for the City of Durham is its employees. By offering development opportunities, the City of Durham demonstrates that it values its employes and is willing to invest in their growth. Moreover, learning and development opportunities have a positive impact on retention and employee satisfaction. When employees feel supported in their professional growth, it fosters a positive work environment whereby employees are more willing to share knowledge and collaborate at higher levels. Employee development also fosters a learning culture and allows the City to address skills gaps and adapt to new trends to stay ahead of other municipalities in a competitive labor market.  

Key Measures & Data Analysis

The fiscal year 2022 data only includes January - June, so is only half of the fiscal year. Through November 2023, usage is trending higher than the previous fiscal year. The top 5 most popular subject areas for trainings for Fiscal Year 2023 were: Workplace Safety; Business Skills; Customer Service; Policies and Compliance; and Leadership. As new content is developed and offered, usage is expected to continue to increase.

Learning Management System Use

Why is it important?

Employee development not only supports retention, but it also serves to advance the City’s recruitment strategy when it comes to women, people of color, and other diverse demographics. Groups who have been historically marginalized may enter the workforce with fewer advantages and higher student loan debt. The opportunity to gain new skills makes the value proposition of working for the City of Durham even greater when consider programs like the Public Service Loan Forgiveness.  

What have we been doing?

  • Planned and held the 2023 Leadership Conference in November 2023, presenting 30 sessions with more than 500 employees attending.
  • Focus groups were conducted in November and December for a new hire survey.
  • A training program was conducted for new supervisors in late summer. Additional trainings are in development.

What's next?

  • Launching the new hire survey.
  • Conducting the employee engagement survey and developing follow up actions.
  • Increasing training opportunities.
  • Recruiting a new cohort for the next new supervisor training.
  • Conducting an assessment of learning needs.
  • Expanding the training calendar and learning content.
  • Hiring an Instructional Designer.

Budget and Management Services Department
Office of Performance and Innovation
Strategy and Performance Division