LARIMER
COUNTY
STRATEGIC
PLAN
A UGUST 30, 2004
Prepared by
The Employees of Larimer County
INTRODUCTION
T HE L ARIMER C OUNTY S T R ATEGIC P LAN IS A CATALYST FO R
POSITIVE CHANGE , ENHANCED ORGANIZATIONAL AND PERSONAL
POTENTIAL , AND THE REBUILDING O F T R U S T.
The people of Larimer County Government have a shared vision upon
which their individual roles and responsibilities are based. It involves a
clear commitment to the citizens of Larimer County for whom they work.
They also share a customer-driven mission. There is clear commitment to
performance of their jobs to protect and enhance the services and directions
that are in the best interests of all the citizens of Larimer County.
The Larimer County Strategic Plan is to be owned and used by all County
employees and elected officials as a frame of reference for action. It
provides the philosophical direction for policy and procedure decisions,
budget, and individual division operating plans. It helps all members of the
organization to address the difficult challenges the County faces on a daily
basis and will face in the future.
Larimer County employees are members of a team that accepts its public
stewardship responsibilities with a positive, open, and can -do attitude. The
members of the Larimer County team know that sincerity, honesty, and
respect serve as a strong foundation upon which effective partnerships are
built at all levels inside and outside the organization. With an
understanding of our common history, the major issues to be addre ssed, and
a spirit of collaboration, our destiny is truly manageable.
HOW TO USE THIS STRATEGIC PLAN
This plan is to provide direction for the County’s leadership role in our organization
and community and as a guide for allocation of limited resources for service delivery.
By planning for the future, Larimer County is better prepared to address problems and
opportunities as they arise.
The Plan supports the organization by:
o Stimulating forward thinking and clarifying future direction.
o Building teamwork and expertise.
o Solving organizational issues
o Improving performance
Elected Officials of Larimer County
OUR Chief Deputies
PLANNING Senior Management Team
TEAM Employees of Larimer County
Employees of Larimer County
THE STAKE Citizens of Larimer County
HOLDERS
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THE PROCESS
September 9, 2003 – Facilitated meeting with the Leadership Team that included
Elected Officials, Chief Deputies, and Senior Management Team
• Provided overview of the last strategic plan
• Discussed and defined the current Slogan and Vision Statement
• Identified topics for strategic initiatives
• Wrote Provocative Propositions for each identified topic
November/December - Focus Groups - All county employees invited to attend a
two hour focus group meeting.
Agenda for the meetings included:
• Overview and rationale of the process
• Overview of Appreciative Inquiry
• Questions for discussion in small groups
• Invitation to attend February Integration meeting
December/January - Data Collection
February 4, 2004 - Full day facilitated integration session with the Leadership Team
as well as a representative group of county employees from throughout the
organization.
March – April 2004 – Compile data and integrate into the provocative propositions.
April 15 and 16 2004 – Leadership Team Retreat
May 2004 – Implementation Team prepares critical issue identification,
prioritization and action statements.
June 2004 - First draft of plan
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VISION AND SLOGAN
Larimer County will add value to the lives of its
citizens by:
o Building Partnerships
o Being Customer Driven
o Empowering People to Take Responsibility
o Being a Fulfilling and Enjoyable Place to Work .
o Being A Good Steward Of Public Resources
LARIMER COUNTY - COMMITTED TO
EXCELLENCE
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MISSION STATEMENT
The people of Larimer County Government, consistent with our shared
vision, are dedicated to delivering the services mandated by law and
determined by the Elected Officials to be necessary to protect the health,
safety and welfare of the citizens of Larimer County. In doing so, we hold to
the following principles:
• To work for the benefit of all the citizens of Larimer County and
consistently take the customers' interest and their changing needs into
consideration when making decisions;
• To hold the citizens' funds in trust, and seek to make the most efficient
use of those dollars by employing them prudently, honestly, and
without favor;
• To maintain and enhance our skills, knowledge and professionalism in
order to serve the residents of Larimer County in a competent and
effective manner;
• To respect and uphold the rights of all individuals, regardless of
ethnicity, race, gender, political beliefs or socioeconomic status;
• To seek constant improvement in the provision of services through
innovation, integrity and competence;
• To incorporate positive character values in our daily activities.
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P R O VO C A T I V E P R O P O S I T I O N S
Provocative Proposition 1
“We have a vision; we plan”
A powerful shared vision drives planning for the way we do business now and the future. This
vision is highly responsive to community needs; springs from a process that includes citizens,
employees and effected interests; anticipates the future; is flexible and adoptable; is inspired and
difficult, but realistic and doable; and challenges employees to engage in creative problem solving
and to excel.
Provocative Proposition 2
“We customize our services”
“We are customer centered; there is no wrong door"
Larimer County programs, services, and service levels are responsive to and prioritized based on:
community expectations and desires; legislative mandates; and the health, safety and welfare of the
citizenry. The majority of Larimer County citizens acknowledge the value of services provided, and
willingly funds them.
All Larimer County services are grounded in respect and concern for customers. Services are
customer centered rather than program centered. By promoting employee excellence, Larimer
County provides the best possible service delivery. Employees take responsibility to personally assist
customers. Customers walk away feeling listened to understood and well assisted.
Provocative Proposition 3
“We work well together”
Cooperation, trust and teamwork are hallmarks of Larimer County government. The County is a
holistic organization, ensuring efficient and effective delivery of services. Data and resources are
shared while duplication of effort is eliminated.
Provocative Proposition 4
“We value and invest in our employees”
Larimer County, in its commitment to excellence, values its employees and their abilities and is
committed to their safety, security and well being through effective staffing levels, job enrichment
and competitive compensation, benefits and retirement programs. We maintain productive and
satisfied employees that serve the community in an effective and efficient manner.
Provocative Proposition 5
“We communicate”
We have a culture that values communication and the importance of relationships. We take every
opportunity to actively solicit and gather information from our staff and community. We effectively
use all forms of communication to listen and respond through education and outreach.
Communication is coordinated throughout the county to make information easy to find.
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ACTION PLAN
Provocative Proposition 1
“We have a vision; we plan”
A powerful shared vision drives planning for the way we do business now and in the future. This
vision is highly responsive to community needs; springs from a process that includes citizens,
employees and effected interests; anticipates the future; is flexible and adaptable; is inspired and
difficult, but realistic and doable; and challenges employees to engage in creative problem solving
and to excel.
Strategic Objectives Specific Actions Staff Lead Time Line Resources
Needed
To fully define and integrate the Re: The County Vision County On-Going
Statement: Manager
County Vision into all aspects of
County services and programs. • Add Stewardship to
the County Vision
Statement
• Evaluate and
prioritize programs and
activities.
• Hire and evaluate
employees
• Evaluate Service
Proposals and budget
decisions.
Incorporate futuring and long- Develop and utilize long County Service Plans:
range plans to guide by 2006
range planning into county Manager
management processes. organizational priorities.
with SMT &
Identify funding sources to Chief Operations and
implement plans. Deputies Facilities: by
2007
Management processes
(policies & procedures) will
support long -term planning
Plans to be developed, such
as:
• Communications &
Technology
• Financing
Operations &
Infrastructure
• Facilities
• Services
• Others
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Provocative Proposition 2
“We customize our services” and “We are customer centered; there is no wrong
door"
Larimer County programs, services, and service levels are responsive to and prioritized based on:
community expectations and desires; legislative mandates; and the health, safety and welfare of the
citizenry. The majority of Larimer County citizens acknowledge the value of services provided, and
willingly funds them.
All Larimer County services are grounded in respect and concern for customers. Services are
customer centered rather than program centered. By promoting employee excellence, Larimer
County provides the best possible service delivery. Employees take responsibility to personally assist
customers. Customers walk away feeling listened to, understood and well assisted.
Strategic Objectives Specific Actions Staff Lead Time Line Resources
Needed
Make County Government 1) Develop a visibl e open decision County Start:
decision making and provision making process (which shows Manager and Immediately
of services open, visible, purpose and intended outcomes) Leadership
transparent and accountable. for providing all services. Team On-Going
2) Enhance communications of
County services and purpose for Community
those services such as: Information
a) Enhanced web sites Manager
b) School outreach
c) Speakers Bureau
d) Etc
3) Insure services delivered are
reaching planned levels and
objectives.
Countywide Customer Service 1. Develop a CS System that Human Dec 2005
System would: Resources
a. Set CS standards & Director / SMT
expectations
b. Reinforce proposition of
customer service
c. Reward & recognize CS
excellence
d. Provide appropriate
training
e. Incorporate a feedback
loop to provide
modifications and
improvements
Develop active feedback Community Dec 2005
mechanisms to listen to the
Information
public’s needs, concerns, Manager
questions, priorities.
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Provocative Proposition 3
“We work well together”
Cooperation, trust and teamwork are hallmarks of Larimer County government. The County is a
holistic orga nization, ensuring efficient and effective delivery of services. Data and resources are
shared while duplication of effort is eliminated.
Strategic Objectives Specific Actions Staff Lead Time Resources
Line Needed
Develop integrated systems Emphasize: County
that focus on the customers • Partnerships (See Manager /
needs. Vision Statement) Elected
• Knowledge sharing Officials
• Resource sharing
• Non-duplicative
roles & functions
(effective
organizational
structures)
• Process to
examine services
for potential
efficiencies.
• Employee
communication on
behalf of customer
Develop a process for • Develop an Budget
objective and reasonable outcome based Manager
resource allocation resource allocation
• Everyone knows
and participates
using same rules
• Everyone
understands how
decisions are made
Breakdown walls between • Encourage cross County
departments and offices functional activities Manager
• Create more
opportunities and
environment for
employee
interaction
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Provocative Proposition 4
“We value and invest in our employees.”
Larimer County, in its commitment to excellence, values its employees and their abilities and is
committed to their safety, security and well being through effective staffing levels, job enrichment
and competitive compensation, benefits and retirement programs. We maintain productive and
satisfied employees that serve the community in an effective and efficient manner.
Strategic Objectives Specific Actions Lead Time Line Resources
Staff Needed
Hire and retain highly Provide a competitive HR
qualified and produ ctive compensation and benefit Director
employees. program
o Reexamine
competitive percentile
in an open and
informative process
Evaluate current benefits plan
o Survey employees to
see what is important
to them
o Tailored flexible
benefits package –
cafeteria style
Provide a work environment Survey employees to see HR
what is important to them. Director
that is enjoyable, challenging
and fulfilling. Provide flexible staffing
alternatives
• such as, flex time,
telecommute, part-time,
sabbaticals
• Offer job rotation at same
salary level
Recognition
• Monthly recognition
within individual departments,
agencies, offices focus on
everyday employee just doing
normal job not necessarily
above and beyond
• Highlight employees to
community
Provide resources/tools to
efficiently complete job
• Periodic review of tasks to
eliminate redundancy,
unnecessary paperwork
We celebrate Annual employee fests
Picnics
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Interdepartmental interactions
Create lounge/snack area in
new buildings
County event at Events
Center
Investing in employees Maintain effective staffing HR
levels (possibly move to Director
“customize services” –
balance between quality of
service with resources
available)
Providing training – include
training in budget
Developing potential
(coaching, [Link])
Career ladders and lateral
movement
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Provocative Proposition 5
“We communicate”
We have a culture that values communication and the importance of relationships. We take every
opportunity to actively solicit and gather information from our staff and community. We effectively
use all forms of communication to listen and respond through education and outreach.
Communication is coordinated throughout the county to make information easy to find.
Strategic Objectives Specific Actions Lead Staff Time Resources
Line Needed
1. Optimize communication • Develop a program Community
opportunities and methods aimed at promoting Information
to effectively reach awareness of Manager
intended County Services so
audiences/customers. that employees are
more informed
ambassadors.
• Develop a marketing
plan and program
aimed at promoting
awareness about
Larimer County
government.
2. Encourage a culture that • Rewarding Community
values communication exemplary Information
communication Manager / IT
efforts
• Using multiple
communication
channels is the norm
• Balance
communication
without information
overload
• Develop a
communication team
• Create an internal
ambassador
program
• Make better use of
county network to
disseminate timely
information
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