HomeMy WebLinkAbout20223549.tiffRESOLUTION
RE: APPROVE 2023-2028 WELD COUNTY STRATEGIC PLAN
WHEREAS, the Board of County Commissioners of Weld County, Colorado, pursuant to
Colorado statute and the Weld County Home Rule Charter, is vested with the authority of
administering the affairs of Weld County, Colorado, and
WHEREAS, the Board of County Commissioners directed Weld County leadership in the
process of creating the Weld County Strategic Plan for the years 2023-2028, which involved
working with a consultant that provided formal guidance and was inclusive of all County
departments and offices, and
WHEREAS, the creation of the Strategic Plan was under the direction of the Board of
County Commissioners and was facilitated by the Director of Finance and Administration, the
Chief Financial Officer, and the Chief Information Officer, and has been reviewed by the Board of
County Commissioners through several work sessions and meetings with the facilitator.
NOW, THEREFORE, BE IT RESOLVED by the Board of County Commissioners of Weld
County, Colorado, that the Weld County Strategic Plan for years 2023-2028, attached hereto as
Exhibit "A" and incorporated herein by reference, be, and hereby is, approved.
The above and foregoing Resolution was, on motion duly made and seconded, adopted
by the following vote on the 21st day of December, A.D., 2022.
BOARD OF COUNTY COMMISSIONERS
WELD COUNTY, COLORADO
ATTEST: W.dziptod .. lo
Weld County Clerk to the Board
Count ttorney
Stt K. James, Chair
Mike Freeman, Pro-Tem
eBoard err ,� .•7rt4O
Perry L. Buck
Date of signature: of /03/23
Cc: Fl. (RR /cP)
of/(S/23
2022-3549
FI0076
Mission & Vision Statement
Guiding Principles
Strategic Priorities
Ensure Healthy, Safe,
and Livable Communities
4
5
6
Balance Growth and Development 8
Plan for Resilient Infrastructure,
Facilities, and Resources
10
Be an Employer -of Choice
Provide Excellent,Cost-Effective
Service Delivery 14
Enhance Accessible Communication,
Outreach, and Awareness 16
Appendix 18
12.
The Weld County
Board of County Commissioners
has developed this
five-year strategic plan
in collaboration with staff
to guide the county
into the future.
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Mission Statement
To provide responsive, innovative,
and cost-effective services.
Vision Statement
Be a model county government that
delivers excellent services and enables citizens
and communities to pursue prosperity and
quality of life in ways that are accessible,
inclusive, and forward thinking, while honoring
our western heritage and respecting
individual liberties.
Guiding Principles
Fiscal Stability
Consistent with the fiscally conservative philosophy of Weld County Government,
we constantly strive to ensure the best and most efficient use of public funds
and resources and be fiscally prepared for unforeseen changes and challenges
so the County can serve both current and future generations.
Community -_Focused
We endeavor to provide superior services in everything we do, treating citizens
and communities with respect and dignity, creating innovative customer -driven
solutions, and providing equal treatment under our codes and charter.
Collaboration
We actively engage with citizens and communities and form collaborative
partnerships to achieve shared goals to address needs to enrich the lives of those
who do business and/or reside in Weld County.
Accountability
We are committed to actions that foster accountability and the public's trust
and confidence, seeking input from citizens and communities, including businesses,
before making decisions, clearly communicating our intentions, and taking
responsibility for all that we do.
Empowerment
We promote the autonomy and self-sufficiency of all in the Weld County community,
encouraging all to advocate their interests in a responsible and self -determined way.
Excellence
We train and equip our employees for excellence and invest in their professional
growth and development, so they can provide the most value to citizens and
communities and meet the ever-changing needs of Weld County.
5
Ensure Healthy, Safe,
and Livable Communities
Invest in innovative and collaborative community
partnerships that promote self-sufficiency and enable
people to improve their quality of life, while providing
a continuum of services that preserve, promote, and
protect the health, safety, and environment of
Weld County.
Objectives
O
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Formalize a county -wide coalition focused on public health
and safety programming to increase outreach and awareness
Enhance partnerships with community organizations to help
connect recently released individuals with resources and services.
Expand practices related to community policing to identify and divert crime.
Increase awareness of victims' services and resources within the community to support
victims of and witnesses to crimes.
Enhance awareness, use, and exchange of survey data, and other strategies across departments
to support effective service provision
Enhance access to health and safety services to best reach all in our community
Outcome Measures
• Coalition created and formalized by June 30, 2023
• "Key Health Indicators" dashboard is expanded by June 30, 2024
• Increase X% participation in Thriving Weld coalition by December 31, 2024.
• Dashboard/database of events, programs, and community partners developed by December 31, 2023
• Prioritized listing of events or programs targeted for increased outreach/participation presented to
the BOCC with recommendations by February 28, 2024.
• Decrease in % recidivism rate by December 31, 2025.
• Increase % diversion rate by December 31, 2026.
• Increase % of individuals connected to victims' services programming by December 31, 2026.
• Updated survey completed (every three years) and results shared across departments and elected
offices within 120 days of receiving results
• Cross -departmental workgroup established by December 31, 2022, at least six months prior to the
survey distribution in future years, to oversee survey development/dissemination of data and
completion of action items from survey.
• Gap Analysis of service provision by departments and elected offices completed by June 30, 2023,
and bi-annually thereafter.
• Prioritized recommendations to address identified gaps including program specific measurements
of success presented to BOCC by March 31, 2024 and bi-annually thereafter.
• WCDPHE Mobile outreach unit established with collaborating partners (Sunrise Clinic, NCHA, etc.)
by December 31, 2024
• Increase X% in shared clinic space county -wide by December 31, 2024.
Balance Growth
and Development
Foster a healthy and resilient regional economy
through collaboration and partnerships that
encourages growth, attracts, and retains
businesses and talent, and creates opportunities
for prosperity that enhance and support the
quality of life in Weld County.
Objectives
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Continue to review County Code and policies to improve
customer experience
Sustain and expand programs and services to attract
and retain businesses and the workforce
Collaborate with municipalities to develop business and workforce incentive programs
Encourage and consider all potential forms of energy development
Continue to monitor, mitigate, and protect water resources to the best of Weld County's ability
Outcome Measures
• Customer experience reporting metrics identified by July 31, 2023 (i.e., time to issue permit,
time to issue license, etc.) Establish benchmark and determine if improvement equates to
increase/decrease, etc.
• Annually report on outcomes from policy to BOCC and public. Report to be posted online at
the end of each fiscal year.
• # of small business incentives approved annually
• Status report bi-annually to County leadership on businesses who have received incentives:
successes/challenges/barrier/type of services
• Establish baseline number of primary jobs existing in County by sector by June 30, 2023.
• Increase in number of primary jobs created by sector yr/yr and reported annually to BOCC.
• Relevant departments and elected offices provide report on collaboration efforts to BOCC in
4th quarter of each year, with recommendations for new collaborative initiatives.
• Types of energy sources and/or technologies are identified annually by June 30, 2024
• Recommendations for action presented to BOCC annually starting September 30, 2024
• Existing water resources identified by March 31, 2024
• Bi-Annual risk assessment and recommendations for mitigation of risks presented to BOCC
starting in FY24.
Plan for Resilient Infrastructure,
Facilities, and Resources
Design, maintain, continuously improve, and protect
the county's roads, bridges, buildings, facilities,
and resources to ensure safe, efficient access, use,
transport, and availability by current and future
generations in Weld County.
Objectives
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Maximize resources to leverage infrastructure funding
and lifecycle infrastructure costs
Plan for growth to balance capacity of infrastructure
Maintain operational plans to ensure resilient infrastructure
Maximize partnerships and involvement with non-profit and private
sectors to solve infrastructure challenges
Use data and technology to develop project budgets, forecasts,
and other department work plans
Outcome Measures
• Complete planned capital projects within budget and on time annually starting in FY23.
• Formal review/report process for capital projects developed and implemented by December 31, 2023
• Increase # of employees trained in grant writing, application process, reporting process, reimbursement
process, and annual reporting process by December 1, 2024.
• Grant Training Program developed for all county staff involved in grants process by December 31, 2025.
• 100% infrastructure meets and/or exceeds department specific industry standards, service level
agreements, and follows all requirements by December 31, 2025.
• Respond to operational issues within department specified service level agreements or levels of
services and provide annual report to leadership regarding levels of service and any barriers
experienced over the past year.
• Develop a dashboard to identify and track performance on service level agreements or levels of
service by December 31, 2024.
• Comprehensive list of financing options for infrastructure developed by July 1, 2023.
• 10 -Year to 20 -Year formal Infrastructure Plan is developed and presented to the BOCC by
December 31, 2023.
• Inventory of all contracts, agreements, memorandums of understanding, etc. complete by all
departments by December 31, 2023
• 90% of all contracts, agreements, memorandums of understanding, etc., are entered and tracked
utilizing appropriate system by December 31, 2025
• 100% of leadership and departments have access to available data and technologies needed to make
informed decisions by December 31, 2024
• Project Accounting system implemented by December 31, 2024.
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RA Pn Froninvor Of Choice
Implement flexible, creative and diverse methods
of attracting, training, and retaining a workforce
that is skilled, dedicated and supporting employees
in achieving their goals.
Objectives
Provide increased opportunities for interaction and
communication between employees and leadership
to understand employee needs and perspectives.
Create a Weld County Leadership Program to maintain
consistent leadership across all departments to increase
employee support, skill development, and retention.
Establish consistent application of supervisory roles to
provide accountability
Provide training and opportunities that support career
advancement and foster new ideas and innovation
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Outcome Measures
• Employee satisfaction/engagement metrics identified and benchmarked by December 31, 2023
• Annual employee survey developed by December 31, 2023 and distributed to employees during
annual performance evaluation process starting in 2024.
• DHS internal annual employee survey established by December 31, 2023
• DHS actions plans developed for divisions and department wide following survey results by
December 31, 2024.
• 90% employee satisfaction rating following benchmarking activities by December 31, 2026
• Consistent leadership standards developed and adopted by December 31, 2024
• Leadership Program developed and implemented by December 31, 2025
• 90% of all managers/supervisors adhere to adopted standards by December 31, 2026
• Metrics for supervisor/departmental performance established by December 31, 2023
• Dashboard of relevant county -wide by supervisor/departmental performance metrics developed
by March 31, 2024
• Increase % in employee satisfaction rating following benchmarking activities by December 31, 2025
• Department specific training plans developed by June 30, 2024
• All DHS employees will have a minimum of 20 hours of training annually starting with the annual
performance evaluation cycle for 2025
• 90% adherence to departmental training plans achieved by December 31, 2026
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Provide Excellent, Cost -Effective
Service Delivery
Apply best practices, technologies, and systems in
innovative, collaborative, and cost-avoidance/effective
ways to provide excellent services and programs to
our community today so that we are prepared for and
remain resilient in the future.
Objectives
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Review process and procedures to ensure that citizens and
communities receive best and most cost-effective services
Expand Business Process Analyst (BPA) capacity to evaluate
department systems and process
Create mechanisms for feedback and dialogue with the community
regarding projects, initiatives, and service needs to increase awareness and understanding
Continue to expand ways for communities to engage with and receive services from the County
Enhance methods of communication to provide communities with increased information
and resources
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Outcome Measures
• Departments will identify and prioritize between one and three processes or procedures for
revision/streamlining annually beginning in 2023.
• 3 BPA projects submitted annually by DHS
• Increase X% in administrative tasks being automated by use of software by December 31, 2024.
• Conduct a purchasing process assessment by December 31, 2023, including review of the
purchasing code.
• Recommendations regarding centralized functions such as accounts payable, purchasing/buying
provided to XXX by December 31, 2025.
• Budget Monitoring and Analysis process updated and implemented by December 31, 2024.
• Complete 100% of BPAs initiated during the fiscal year starting in 2025.
• Establish baseline measure of satisfaction with the role of BPA and communications by July 31, 2023.
• Departments will meet annually to discuss and prioritize methods to understand ways to improve
delivery of digital services
• Prioritized recommendations for potential digitization to Weld County Leadership by June 30th
of each year.
• Library or catalogue of online or digital services developed by December 31, 2023
• Cost -Benefit analyses and/or documentation of savings based on efficiencies provided in departmental
budget requests starting in FY24
• Total cost saving/efficiencies gained from efforts consolidated and reported on website/newsletter/etc.
annually starting in FY25
• DHS annual communication developed and distributed quarterly starting in 2023.
• Quarterly financial reports available online starting by December 31, 2025
ter?ctiv1, online budget and financial reports (PAFR) available starting with the FY26 Budget
i
Enhance Accessible Communication,
Outreach, and Awareness
Proactively communicate and engage with
communities, employees, and governmental
partners in a variety of ways that create dialogue,
understanding and opportunities to educate, train,
and create excitement about Weld County.
Objectives
0
0
O
0
Provide mobile/digital access to applicable County services
and investigate opportunities to integrate with existing systems
Strive to ensure that systems, services, and facilities are
accessible to communities
Centralize and formalize communications and marketing
processes for all departments
Enhance use of communication platforms
Increase awareness of county services
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Outcome Measures
• Services and integration opportunities identified and prioritized by June 30, 2023 and updated annually.
• Establish Customer Effort Score(s) (CES) for digital services by December 31, 2024
• Increase CES by 5% by December 31, 2026
• 100% of County payments can be made online and/or digitally by December 31, 2024.
• Increase X% of customers and/or vendors using online payment methods by December 31, 2026
• Internal working group on accessibility established by September 30, 2023
• DHS client perspective gap analyses completed by March 2024.
• Consolidated listing/repository/etc. of all accessibility standards developed by June 30, 2024 and
updated annually.
• Documented processes for ensuring adherence to department specific standards implemented
by March 31, 2025.
• Review of annual audits and recommendations for any needed improvements or action items needed
performed annually and presented to County leadership within 120 days of audit completion.
• Design standards established by March 1, 2023
• Standardized templates county -wide developed and in -use by June 30, 2023
• Internal communication plans to increase employee engagement and awareness created by
June 30, 2023.
• Departmental communication needs and goals developed by October 31, 2023.
• Implementation strategies and reporting mechanisms for departments implemented by
December 31, 2023.
• Website content standards and templates developed by December 31, 2023.
• Communication and marketing approval workflows established and implemented by March 31, 2024
• Employee reporting guidance and definitions developed by March 31, 2024.
• County code updated as needed to ensure alignment with formalized communications processes
by March 31, 2024.
• Standard measures of engagement defined, and baseline measures established by July 31, 2023.
• 15% increase in employee use of County intranet by December 31, 2023.
• Targets for increased % established by July 31, 2024.
• Public engagement platforms to establish baseline engagement metrics launched by
December 31, 2024.
• Decrease "bounce rate" on County website by 10% by December 31, 2025
• Increase total social engagement by 8% annually
• Increase total civic engagement by 10% annually
• Top 5 specific campaigns needed identified and prioritized by October 31, 2023
• Top 2 prioritized campaigns developed and launched by December 31, 2023
• Remaining campaigns developed and launched by December 31, 2024
• Following campaign launches - specific programs engagements/services provided/etc. should serve
as a measure of success (i.e., % increase in number of qualified applicants, increased number of
attendees at public safety awareness events, etc.)
• Three or more information sessions facilitated by DHS annually
• Internal working group focused on public engagement in large capital projects and/or County
initiatives established by June 30, 2023.
17
Companion Report: Process for Performance
Management, Plan Updating, and Evaluation
Background
Over the course of the past several months, Weld County has worked with its consultant, BerryDunn, to
develop its Five -Year Strategic Plan. This Strategic Plan will serve as a guiding document for the County
over the next five years. The mission, vision, principles, priorities, goals, and objectives reflected in the
Strategic Plan were developed with the input, participation, and feedback from the Board of County
Commissioners (BOCC), directors and assistant directors for all County departments, and county staff.
To help measure progress made towards Weld County's vision, the plan also includes outcome measures.
These measures provide insight into how the County is progressing towards its goals and objectives.
Achieving those goals and objectives will carry the County towards reaching its vision in the future.
The BOCC has ultimate oversight on the success of this plan and progress made towards Weld County's
vision. As such, the progress reporting described below incorporates BOCC involvement and oversight
throughout.
Below is the timeline and actions taken to develop the Strategic Plan:
March - April: The Project Management Team met with BerryDunn to develop the overall
project workplan and timeline, identify participants and develop interview questions.
April - May: BerryDunn held one on one interviews with County Commissioners.
May 26th: Preliminary Priority Setting Session held with BOCC.
June: BerryDunn held one on one interviews with elected officials and department directors,
and prepared draft of work done by BOCC in May. The Employee Survey was developed with
the Project Management Team.
June 30th: Preliminary Planning Session held with elected officials and department directors.
July - August: BerryDunn prepared Existing Conditions and Future Needs Report and revised
draft based upon work done by elected officials and department directors. Employee survey was
sent to all staff.
August 18th: Strategic Planning Session held with BOCC, elected officials, and department directors.
BerryDunn presented Existing Conditions and Future Needs report. Elected officials and department
directors began development of objectives and outcome measures.
September 21st: BerryDunn held focused sessions with elected officials and department directors
to continue developing and refining objectives and outcome measures.
September 23rd -October 7th: Elected officials and department directors refined outcome
measures, developed department specific measures, and reviewed with staff.
October 12th: Draft Strategic Plan was completed and provided to BOCC for review.
November 21st: Review Meeting was held with the BOCC to final comments.
December 19, 2022: BOCC adopted the 5 Year Strategic Plan.
To help ensure that the Strategic Plan becomes, and remains, a document that guides Weld
County towards achieving its vision, a process for reporting on progress has also been developed.
The process outlined below will provide the BOCC, elected officials, department directors, staff, and
the communitythe ability to evaluate progress and discuss potential updates to the plan. The process
also provides transparency and formalizes a method of accountability; both of which will help to
fully incorporate the goals and objectives of the plan into the decision making and priorities for the
County. Transparency and accountability are critical elements to the successful implementation of
the Strategic Plan.
As the County implements the Strategic Plan, new methods of progress, evaluation and updates may
become needed. The Board of County Commissioners (BOCC) will work with the County's designated
Strategic Plan coordinators to discuss and adjust the process below as needed over the course of the
n ext three years when and if needed and will communicate any changes as they occur.
Performance Management
Objectives
Establishing Standards and Benchmarks - Many of the objectives and associated outcome
measures are new initiatives for the County. For this reason, the County will need to first develop the
plan, program and/or metric by which to measure progress in future years. Once plans and metrics have
been established during the first cycle of this plan, the County will then update the plan to reflect when
the outcome measures based on these metrics will be reported.
One -Time Reporting - Several objectives within the plan require that a process, initiative and/or
group is started by a certain date to continue progress of priorities and goals. For this reason, the
o utcome measure in the first cycle of the plan, is one-time, and related to the creation, establishment
o r kick-off of the initiative, group, or process that will provide ongoing measurement thereafter.
Monthly - Elected officials and department directors will evaluate and discuss progress made on
o bjectives during monthly leadership team meetings. Department Directors will then share, discuss,
and disseminate information to their teams.
Quarterly - Elected Officials and department directors will provide the BOCC and Strategic Plan
coordinators with progress updates for each objective. Each elected official and department director
will compile all information and prepare an informal report that will be provided to the coordinators
for review. Following the coordinator's review, a formal quarterly report on all objectives identified in
the plan will be presented to the BOCC. All metrics will be updated on the County's Strategic Plan
Dashboard which will be accessible both internally and externally.
Bi-Annually - The Strategic Plan coordinators will prepare a mid -year written report that describes
the progress made for each objective and any significant wins or notable challenges that have been
experienced since the last bi-annual report. This written report will also be uploaded to the County's
website for public access.
Annually - Each elected official and department director will prepare an annual report on progress
made towards goals and objectives within their areas. This report will be prepared at the beginning
of the annual budget cycle to help inform budget development for the following year. The reports will
be provided to the coordinators and Budget staff to include in budget request documents that will be
presented to the BOCC. The report will provide progress updates for each objective, all success measures
that are reported annually and any significant wins or notable challenges that have been experienced.
The report will also provide an overview on anticipated activities, progress to be made in the upcoming
year and describe any potential revisions that may require discussion. This report will be presented to
the BOCC in conjunction with the budget and uploaded to the County's website for public access.
Outcome Measures
The outcome measures established with the plan vary by data type, method of collection and frequency
of measurement. For most, the frequency of progress reporting is annual. However, there are several suc-
cess measures that have reporting frequencies other than annual. All outcome measures and reporting
frequencies are listed below.
Ensure Healthy, Safe, and Livable Communitie
OUTCOME
MEASURES
REPORTING
FREQUENCY
Cross Departmental
Coalition
created
and
formalized
by June 30, 2023.
One Time
"Key
Health
Indicators"
dashboard
is expanded
by June
30, 2024.
One -Time
Increase X% participation in Thriving Weld
coalition
by
December 31,
2024.
Annual
Dashboard/database
by
December
31,
of
2023.
events,
programs, and
community
partners
developed
One -Time
Prioritized
participation
listing
of
presented
events
to
or programs
the BOCC with
targeted
recommendations
for increased
by
outreach/
February
28, 2024.
Annual
Decrease in % recidivism
rate
by December
31, 2025.
Annual
Increase % diversion rate by December 31, 2026.
Annual
Increase % of
individuals
connected
to victims'
services programming
by December
31,
2026.
Annual
Updated
prior
of data
to
and
the
Community
survey
completion
distribution
Health
of
Survey
action
in future
items
completed
years
from
to
survey.
(every
oversee
three
years)
survey development/dissemination
and
at
least
six months
Every Three
Years
Cross
prior
of data
-departmental
to
and
the
survey
completion
distribution
workgroup
of
action
established
in future
items
from
years
by
to
survey.
December
oversee
31,
survey
2022,
development/dissemination
and
at
least
six months
One -Time and
every
three
years
Gap Analysis of service
by June 30, 2023, and
provision
bi-annually
by
thereafter.
departments
and
elected
offices completed
Bi-Annual
Prioritized
measurements
recommendations
of success
presented
to
address
identified
to BOCC
by
March
gaps including
31,
2024,
program
and
specific
bi-annually
thereafter.
Bi-Annual
WCDPHE
(Sunrise
Clinic,
Mobile
NCHA,
outreach
unit
etc.)
by
established
December
31,
with collaborating
2024.
partners
Annually
Increase X% in shared
clinic
space
county
-wide
by December
31,
2024.
Annually
Balance Growth and Development
OUTCOME
MEASURES
REPORTING
FREQUENCY
Customer
time
increase/decrease,
experience
to issue license,
etc.)
etc.
reporting
Establish
metrics
identified
benchmark
and
by July
determine
31,
2023 (i.e.,
if improvement
time to issue
equates
permit,
to
Establishing
Baseline
Metrics
Annually
at
the
end
report
of
each
on
outcomes
fiscal
from policy
year.
to BOCC and
public.
Report
to
be posted
online
Annual
# of small
business incentives
approved
annually.
Annual
Status report
successes/challenges/barrier/type
bi-annually
to County
of
leadership
services.
on businesses who
have received incentives:
Bi-Annual
Establish
baseline
number
of
primary jobs
existing
in County
by sector
by June
30, 2023.
Establishing
Baseline
Metrics
Increase in number
of
primary jobs
created
by sector
yr/yr and
reported
annually
to BOCC.
Annual
Relevant
in
4th
quarter
departments
of
each
and
year,
elected
with
recommendations
offices
provide
report
for
new
on collaboration
collaborative
efforts
initiatives.
to BOCC
Annual
Types
of
energy sources and/or technologies
are identified
annually
starting June
30, 2024.
Annual
Recommendations
for action
presented to BOCC annually
starting
September
30, 2024.
Annual
Existing water resources identified by March 31, 2024 and updated annually thereafter.
Annual
Bi-Annual risk assessment and recommendations for mitigation of risks presented to
BOCC starting in FY24.
Plan for Resilient Infrastructure
Bi-Annual
OUTCOME
MEASURES
REPORTING
FREQUENCY
Complete
planned
capital
projects
within
budget
and
on
time annually
starting in
FY23.
Annual
Formal
by
December
review/report
31,
2023.
process for capital
projects developed
and
implemented
One -Time
Increase
reimbursement
# of employees
process,
trained
and
in
annual
grant writing,
reporting
application
process
by
process,
December
reporting
1, 2024.
process,
One Time
Grant
by
December
Training
31,
Program developed
2025.
for all
county staff
involved
in grants process
One -Time
100% infrastructure
service level
meets and/or
agreements, and follows
exceeds
all
department specific industry
requirements by December
31,
standards,
2025.
Annual
Respond
levels
any
of
barriers
to
services
operational
experienced
and
provide
issues
over
annual
the
within
past
department
report
year.
to
leadership
specified
regarding
service
level
levels
agreements
of
service
or
and
Annual
Develop
levels
a dashboard
of service
by
December
to identify
31,
and
2024.
track
performance on service level
agreements
or
One -Time and
updated
quarterly
Comprehensive
list
of financing options
for infrastructure
developed
by July
1, 2023.
One -Time
10 -Year to
BOCC by
20 -Year formal
December
31,
2023.
Infrastructure
Plan
is developed
and
presented
to the
One Time
Inventory
all
of all contracts,
departments by December
agreements,
31,
2023.
memorandums of understanding,
etc. complete by
One -Time
90%
tracked
of
all
utilizing
contracts,
appropriate
agreements,
system
memorandums
by
December
of
31,
understanding,
2025.
etc.,
are entered
and
Annual
100%
needed
of
leadership
to make
informed
and
departments
decisions
by
have
access
December
to
31,
available
2024.
data
and
technologies
Annual
Project Accounting system implemented
by
March
31,
2025.
One Time
75% of all
increase
applicable
to 90%
by June
departments
30. 2027.
utilize project accounting
system
by June
30, 2025;
Annual
Be an Employer of Choice
OUTCOME
MEASURES
REPORTING
FREQUENCY
Employee
December
satisfaction/engagement
31,
2023.
metrics
identified
and benchmarked
by
Establishing
Baseline
Metrics
Annual
to employees
employee
during
survey developed
annual
performance
by December
evaluation
31,
2023 and
process starting
distributed
in
2024.
Annual
Metrics
for supervisor/departmental
performance established by
December
31,
2023.
Establishing
Baseline
Metrics
DHS internal
annual
employee
survey established
by
December
31,
2023.
Annual
Dashboard
developed
of
by
relevant
March
31,
county -wide by supervisor/departmental performance
2024.
metrics
One -Time
and updated quarterly
Department
specific
training
plans developed
by June
30, 2024.
One Time
Consistent
leadership
standards
developed
and
adopted
by
December
31, 2024.
One Time
DHS
by
actions
December
plans
31,
2024.
developed
for divisions
and
department
wide
following
survey results
One -Time
Leadership
Program developed
and
implemented
by
December
31,
2025.
One Time
Increase
by
%
December
in employee
31,
2025.
satisfaction rating following
benchmarking
activities
Annual
20
21
Annual
Annual
All DHS employees will have a minimum of 20 hours of training annually starting with the
annual performance evaluation cycle for 2025.
90% employee satisfaction rating following benchmarking activities by December 31, 2026.
90% of all managers/supervisors adhere to adopted standards by December 31, 2026.
Annual
Annual
90% adherence to departmental training plans achieved by December 31, 2026.
Provide Excellent, Cost -Effective Service Delivery
Annual
OUTCOME MEASURES
REPORTING FREQUENCY
Departments will identify and prioritize between one and three processes or procedures
for revision/streamlining annually beginning in 2023.
Establish baseline measure of satisfaction with the role of BPA and communications
by July 31, 2023.
Conduct a purchasing process assessment by December 31, 2023, including review of
the purchasing code.
Library or catalogue of online or digital services developed by December 31, 2023
and updated annually thereafter.
Annual
One -Time
One -Time
One -Time
DHS quarterly communication developed and distributed annually starting in 2023.
Quarterly
3 BPA projects submitted annually by DHS
Increase X% in administrative tasks being automated by use of software
by December 31, 2024.
Recommendations regarding centralized functions such as accounts payable,
purchasing/buying provided to County leadership by December 31, 2024.
Budget Monitoring and Analysis process updated and implemented
by December 31, 2024.
Cost -Benefit analyses and/or documentation of savings based on efficiencies
provided in departmental budget requests starting in FY24
Complete 100% of BPAs initiated during the fiscal year starting in 2025.
Annual
Annual
One -Time
One -Time
Annual
Annual
Departments will meet annually to discuss and prioritize methods to understand
ways to improve delivery of digital services
Prioritized recommendations for potential digitization to Weld County Leadership
by June 30th of each year.
Quarterly financial reports available online starting by December 31, 2025.
Interactive, online budget and financial reports (PARR) available starting
with the FY26 Budget.
Annual
Annual
Quarterly
One -Time
Enhance Accessible Communication, Outreach, and Awareness
OUTCOME
MEASURES
Design standards
established
by
March
1,
2023.
Consolidated
by June
listing/repository/etc.
30, 2024
and
updated
of
annually.
all accessibility standards developed
Services
by June
and
30,
integration
2023
and
opportunities
updated
annually.
identified
and
prioritized
Standardized
templates
county
-wide
developed
and
in -use
by June
30, 2023.
Internal
created
communication
by
June 30,
2023.
plans
to increase employee
engagement
and
awareness
Internal
and/or
working
County
group
initiatives
focused
established
on
public
by
engagement
June 30, 2023.
in large
capital
projects
Top 5 specific
campaigns needed identified
and prioritized by October 31,
2023.
Standard
by
July
31.
measures of
2023.
engagement
defined,
and
baseline
measures established
REPORTING FREQUENCY
One -Time
Annual
Annual
One -Time
One -Time
One -Time
One -Time
Establishing Baseline Metrics
Internal working group on accessibility established by September 30, 2023 with meetings
twice per year thereafter.
Departmental communication needs and goals developed by October 31, 2023.
Implementation strategies and reporting mechanisms for departments implemented
by December 31, 2023.
15% increase in employee use of County intranet by December 31, 2023.
Top 2 prioritized campaigns developed and launched by December 31, 2023.
Website content standards and templates developed by December 31, 2023.
DHS client perspective gap analyses completed by March 2024 and bi-annually thereafter.
Communication and marketing approval workflows established and implemented
by March 31, 2024.
Employee reporting guidance and definitions developed by March 31, 2024.
County code updated as needed to ensure alignment with formalized communications
processes by March 31, 2024 and reviewed biannually thereafter.
Targets for increased % established by July 31, 2024.
Establish Customer Effort Score(s) (CES) for digital services by December 31, 2024.
Public engagement platforms to establish baseline engagement metrics launched
by December 31, 2024.
100% of County payments can be made online and/or digitally by December 31, 2024.
Remaining campaigns developed and launched by December 31, 2024.
One -Time
One -Time
Annual
One -Time
One Time
Bi-Annual
One -Time
One -Time
Bi-Annual
Establishing Baseline Metrics
Establishing Baseline Metrics
One Time
Documented processes for ensuring adherence to department specific standards
implemented by March 31, 2025.
Decrease "bounce rate" on County website by 10% by December 31, 2025.
8% annual increase in total social engagement by December 31, 2025.
10% annual increase in civic engagement by December 31, 2025.
Review of annual audits and recommendations for any needed improvements or action
items needed performed annually and presented to County leadership within 120 days
of audit completion.
Increase CES by 5% by December 31, 2026.
Increase X% of customers and/or vendors using online payment methods
by December 31, 2026.
Following campaign launches - specific programs engagements/services provided/etc.
should serve as a measure of success (i.e., % increase in number of qualified applicants,
increased number of attendees at public safety awareness events, etc.).
Three or more information sessions facilitated by DHS annually.
Plan Updating and Evaluation
Annual
One Time
One -Time
Annual
Annual
Annual
Annual
Annual
Annual
Establishing Baseline Metrics
Annual
The Strategic Plan was developed with long-term goals associated with each priority. The objectives
associated are more short-term and generally achievable within a one -to -two-year period. Updates to
objectives can be considered annually and proposed within the annual report provided to the BOCC
during budget development. Updates to the priorities and goals established in the Strategic Plan will
be evaluated by the Strategic Plan coordinators and brought to the BOCC for consideration during the
annual budget process if needed. A formal review and revision to the plan will occur every five years.
A Five -Year Strategic Plan Outcomes report will be compiled to report on all progress made over the
course of the plan. This document will help provide the BOCC insight on successes and challenges
experienced over the course of the plan and inform the development of the next Five -Year Strategic Plan.
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