Strategic Plan FY21-22 - Bernalillo County
Fiscal Years 2021-2022
Table of ContentsHow Did We Get Here?. 3Strategic Plan Goals . 4Business Strategies . 5Government Accountability . 6What Are We Doing to Enhance Government Accountability?. 7Public Safety . 8What Are We Doing to Enhance Public Safety? . 9Public Infrastructure . 10What Are We Doing to Enhance Public Infrastructure? . 11Community Health . 12What Are We Doing to Enhance Community Health? . 13Economic Vitality. 14What Are We Doing to Enhance Economic Vitality? . 15Performance Process . 16Three-Step Methodology . 17Build Foundation . 18Planning & Brainstorming Matrix . 19Develop Framework . 20Analyze & Review Performance . 22Operations Excellence Office . 23Acknowledgements . 24What is in the Strategic Plan book?The strategic plan is long term plan for county operations that spans multipleyears. The strategic plan book is the two-year plan that encapsulates what countydepartments are doing to support the strategic plan goals. Key focus areas, such asexpanding online services and planning for emergencies, provide a summary look atthe performance measures and objectives that support each of the strategic plangoals. Information about the county’s performance management process can also befound in this book.
What is theStrategicPlan?The tool used to ensure that the county is doing theright things to meet the needs of the communityWhat is theCounty’sMission?The mission of Bernalillo County is to be an effectivesteward of county resources and a partner inbuilding a high quality of life for county residents,communities, and businessesWhat is aPerformanceMeasure?A service performed by the county that strives toachieve targets and aligns to a strategic plan goal andbusiness strategyWhat is anObjective?A short-term initiative, or project, with a beginning andend date, action steps, and a measurable target thataligns to the strategic plan goal and business strategyHow Did We Get Here?20122014-201520172020County leadershipPresent strategicStrategic planLive interactiveteam developedplan to thewas reaffirmedstrategic planthe strategic plancommission toby thewebpages && was refined byreaffirmcommissiondashboardspublic inputlaunched20162021-202220132018Strategic planwas adopted bythe commissionCounty managercreated office to focuson performancemeasures & strategicplanningStrategic plan &performance recappresented tocommissionContinue improvingperformanceprocesses &webpages3
Strategic Plan Goals340TOTALMEASURESGraph illustrates the count of allobjectives and performance measuresby strategic plan goal97OBJECTIVES243PerformanceMeasures4
Business StrategiesBusiness strategies answer the “why” and explain howtargets are set to achieve the results ensuring the county is“measuring what matters”Graph illustrates thecount of all objectivesand performancemeasures bybusiness strategy5
GovernmentAccountability120Transparent & accountable use oftaxpayer dollarsPERFORMANCEMEASURESBuilding trust with the community is very important tothe county. Transparent use of taxpayer dollars is akey element to building and maintaining that trust.Performance measures and objectives help to holdthe county accountable, comparing what we plan todo with what we actually do. Governmentaccountability is a strategic plan goal that is farreaching and impacts all aspects of county operationsas evidenced by key focus areas ranging fromresponsible fiscal operations to expanding onlineservices.50OBJECTIVESTRACKED BY25DEPARTMENTS6Key Focus AreasResponsibleFiscalOperations Investment portfolio Accurate propertyvaluations Delinquent accountcollections Seek grantopportunities Revenues &reservesIncreasePublicAwareness Voter outreach Emergencypreparedness Probate,Treasurer, &AssessorServices Fire & Rescue Animal Care
OperationsExcellence OfficeConducts performancemeetings with departmentsFY21 TARGET60# of meetings conductedHuman ResourcesFY22 TARGET60# of meetings conductedObjectivePerformance MeasureWhat Are We Doing to EnhanceGovernment Accountability?Develops procedures andadministrative instructions forClassification andCompensation UnitFY21 TARGET15% of project completionFY22 TARGET50% of project completionResponsiveProcesses Requests, inquires,& complaints Family MedicalLeave Act (FMLA)& Labor Relations Animal Care Cash handlingDevelopEmployees Training Educationalassistance Reduce turnover Continuity ofworkforceExpandOnlineServices Electronic notices& billings Treasurer onlineservices Clerk’s onlinetransactions Website updates7
PublicSafety47Community where residents are safefrom crime & injuryPERFORMANCEMEASURESParamount in the community is safety of allresidents. Performance measures that track callsfor assistance and response times to emergencieshelp to lay the foundation for a safe community.The recruitment and development of trained publicsafety professionals, along with planning foremergencies, are key focus areas for publicsafety. Addressing the growing behavioral healthneeds of the community and promoting the wellbeing of animals are also important to this strategicplan goal.20Key Focus AreasOBJECTIVESPrepare forEmergencies &FiresTRACKED BY11DEPARTMENTS8 Fire inspections& education Incidentcommand Emergencyoperation plans Emergency alerts& exercisesRecruit &DevelopWorkforce CorrectionsOfficers Sworn deputies Volunteerprograms Careerdevelopment
What Are We Doing to EnhancePublic Safety?Performance MeasureMetropolitanDetention CenterIncrease number of peoplehired through recruitmenteffortsFY21 TARGET10% of hiresFY22 TARGETAnimal Care% of hiresObjectives10Update code to clarify theprocess for the communityFY21 TARGET50% of project completeFY22 TARGET50% of project completeResponsive toEmergencies Sheriff911 CallsFireAnimal CareAdvanceProgramming& Compliance Behavioral healthprograms Animal code updates McClendon settlementcompliance Emergency dispatchaccreditationPromoteWell-being ofAnimals ReclaimsLive outcomesLength of staySpray & neuter9
PublicInfrastructure27PERFORMANCEMEASURESMeet community needs bysupporting infrastructure owned bycounty or for public use (e.g.roadways, facilities, systems)Maintaining the roadways and storm drains helps toensure safe passage throughout the county asresidents travel to and from work and school.County facilities that ensure ease of access toservices for the public and a strong and safenetwork are key focus areas in this strategicplan goal. Ensuring a community with adequateopen space, parks and trails along with sustainableplanned growth of the community are also essentialto this strategic plan goal.16Key Focus AreasOBJECTIVESEnhanceNetworkInfrastructureTRACKED BY13DEPARTMENTS10 Technologyprojects Cyber security GeographicalInformationSystem (GIS)maps Data centerSustainablePlanning Traffic impactstudies Complete streets Comprehensiveplan Drainage plan Water & energyefficiencies
Operations andMaintenanceRetrofits existinghigh-pressure sodiumstreetlights to moreefficient LED fixturesFY21 TARGET20Fleet and FacilitiesManagement# of streetlights replacedFY22 TARGET20ObjectivePerformance MeasureWhat Are We Doing to EnhancePublic Infrastructure?# of streetlights replacedConsolidates majority ofcounty services and functionsinto one location at AlvaradoSquareFY21 TARGET30% of project completeFY22 ings Training academy Alvarado square Behavioral healthcampus Storm readinessRoad preservationPothole es Open space Parks planning Parksimprovements11
CommunityHealth25PERFORMANCEMEASURES5Healthy & activecommunity with access to culturalamenitiesThe county is committed to offering affordablefitness programs and access to recreational areas toensure that residents have public places to maintaina healthy lifestyle. Sustainability of the environmentthrough programs such as waste and wastewaterdiversion are key focus areas in communityhealth. The community health strategic plan goalalso ensures safe food and housing while promotingcommunity education.Key Focus AreasOBJECTIVESProvideHealth &CommunityProgramsTRACKED BY8DEPARTMENTS12 Aquatic facilities& programs Life centers Fosteringanimals Volunteering Health codeEnsureSustainableEnvironment Waste diversion Water resourceavailability Wastewatercompliance &diversion Planting trees
Technical ServicesMonitor domesticgroundwater waste levelFY21 TARGET1,000# of site visitsFY22 TARGETABC CommunitySchoolPartnership1,000# of site visitsObjectivePerformance MeasureWhat Are We Doing to EnhanceCommunity Health?Improve family andcommunity engagement byincreasing participation inHomework DinerFY21 TARGET10,000# of mealsFY22 TARGET10,000# of mealsSafeCommunity& Housing Housinginspections &remediation Pool inspections Food safetyProvide Mealsto Those inNeed Seniors &disabled Homework diner Children Food pantryExpandLearningOpportunities Educationprograms Traineducationcoordinators13
EconomicVitality24PERFORMANCEMEASURES6Thriving, livable communitywith diverse economic opportunitiesEconomic vitality of the community helps to ensurethat residents can find suitable and sustainableemployment and that businesses can grow andthrive. Timely access to permits and well plannedzoning enhanced the development of thecommunity. Housing opportunities for residents inneed along with initiatives that enhance the qualityof life are key focus areas in this strategic plangoal.Key Focus AreasOBJECTIVESResponsive& EfficientPermittingTRACKED BY5DEPARTMENTS14 Residential &commercialpermits Building & zoningpermits Inspections PlanningapplicationsEstablishIncentives forStrongEconomy Events & brandawareness Industrial RevenueBonds Support local artists Quality of lifeinitiatives International trade
TechnicalServicesComplete building permitinspections within 2working daysFY21 TARGET95% of inspectionsCommunityEngagementFY22 TARGET95% of inspectionsObjectivePerformance MeasureWhat Are We Doing to EnhanceEconomic Vitality?Completes large scalesculpture installationsFY21 TARGET2# of artwork installationsFY22 TARGET2# of artwork installationsEnhanceLivableCommunity Zoning codeupdates ies Rental subsidies Multi-family unitrentals LandlordtrainingThrivingWorkCulture Jobcreation Higherwage jobs15
Performance ProcessBuildFoundationDevelopFrameworkAnalyze &ReviewPerformance16Measuring what matters is the priority when developingperformance measures and objectives. Departmentsstart with building a foundation, which includes awell-defined mission statement and listing of services.The Operations Excellence Office (OEO) works with alldepartments and elected officials to ensure mission andservices are defined and illustrate how the departmentor elected office supports the community.After the foundation is in place, the OEO works with alldepartments and elected officials to developperformance measures and objectives as part of thetwo-year performance cycle. That framework ofperformance measures and objectives aligns to theservices provided by the department.OEO analyzes & reviews performance data on anon-going basis with departments and county leadershipto assure the county is measuring what matters.
Three-Step MethodologyBuildFoundationDevelopFrameworkAnalyze& ReviewPerformance Mission statements answer, “Why do we exist?” Services address “What do we do?” These should be simply explained, begin withaction words, and support the county’s missionand strategic plan goals This lays the foundation of developingperformance measures and objectives Use the Planning and Brainstorming Matrix todiscuss priorities and develop measures Conduct industry research of peer performancemeasures Consider the three questions as part ofMeasuring What Matters Tell the story around the measure Establish relationships and provide training tosubject matter experts Track actuals against target Analyze trends Conduct performance meetings with departmentsand county leadership17
Build FoundationBuild Foundation starts with the question: Whydo we exist? This question is answered by alldepartments in their mission statements. Themission statement for each departmentshould describe its core purpose in relation to howthe department serves the community to achievethe county’s mission and the strategic plan.Mission statements should be easy to understand,results oriented, and written from the customerperspective.The next question is: What do we do?Department responses to this question are usedto describe the services they provide.Departments build a comprehensive, yet succinctand understandable, listing of services that canbe easily understood by the community in termsof the impact to them. Department servicestypically correspond to the groupings on theirdepartmental organization chart. Groupingservices into sections this way makes it moremanageable to understand the major functions ofeach department. Services listings should startwith action words to help describe what they do.The mission and services are the foundation forbuilding performance measures and objectives.18
Planning & Brainstorming MatrixMission StatementdoWhy ist?xwe ePer DepartmentWhawe t dodo?ServicessdrivePer SectionsprioritizeProjects easurereviewAnalyze PerformanceParks, Recreation, & Open SpaceResponsible for creating and providing recreation, leisure, communityservices and facilities necessary to promote public wellbeing and qualityof life for youth, adults, senior citizens and special populations inBernalillo Projects Implementrecreation systemExpand ementIndustry Research # of safety improvements# of open space visitorsCitizen satisfaction ofparksObjectivePerformance MeasureImplement recreationalmanagementsystemIncrease participantsat communitycentersAnalyze PerformanceIllustrationshows abreakdown ofthe Planning &BrainstormingMatrix19
Develop FrameworkOnce the foundation is built, departments developthe framework by determining key services tomeasure and plan their projects and initiatives. TheOperations Excellence Office (OEO) developed atool called the Planning and BrainstormingMatrix to facilitate the discussion of priorities andthe development of performance measures andobjectives for the two-year performance cycle. Thistool ensures alignment of departmental services toperformance measures and objectives.OEO conducts industry research on peercity/county performance measures by organizingand compiling information for each department toconsider. The industry research increasesawareness of performance measures tracked by thecounty’s peers that perform like services.Peer city/county industryresearch for HR20
Brainstorming the three measuring what matters questions helps to prioritize keymetrics for each department. To ensure we are measuring what matters, departmentsanswer these three questions:What does thecommunitywant to knowabout thedepartment?What does thedepartment want tolearn about itself?What would thedepartment like thecommunity to know?Once metrics are determined, the Operations Excellence Office (OEO) works with eachdepartment to tell the story about each measure by asking key questions such as,“Why is this important?”, “Where does the data come from?”, “How is the measurecalculated?”, along with preparing dashboards to easily visualize the targets incomparison to actual results.Why is thisimportant?How is the measurecalculated?Where does thedata come from?21
Analyze & ReviewPerformanceAnalyzing and reviewing performance begins with the Operations Excellence Office(OEO) establishing relationships and providing training to subject matter experts. Tohelp tell the story, OEO works with subject matter experts from all departments toensure they have a strong understanding of the metric, why it is being tracked, howoften data is collected, and how the data will be displayed.Tracking actual results as comparedto the targets is a key activityconducted during this phase. OEOanalyzes data trends and askssubject matter experts questions tounderstand the results for theperformance measures andobjectives.Performance MeasureInspect storm water pump stations (# of visits)ObjectiveUpdate payroll processes and procedures (%)ObjectiveObtain emergency medical dispatch accreditation (#)Graphs display data fromperformance dashboardsPictures showperformancemeetings withOEO anddepartmentsConducting performance meetings with departments and county leadership is veryimportant to ensure a shared understanding of the measures, ensure current andaccurate information, and discuss action plans. OEO prepares performance meetingagendas, webpages for each measure, and dashboards while analyzing trends to upholdthe pillars of transparency and accountability in the performance management process.22
Operations Excellence OfficeMaria Zuniga, Operations Excellence ManagerVeronica Schornack, Operations Excellence AnalystAngela Montaño, Operations Excellence SpecialistLaurel Johnson, Operations Excellence InternBecsave Pacheco, Operations Excellence InternThe strategic plan and performance management program is administered by theOperations Excellence Office (OEO) with input and support from county leadership.Departments play an integral role in the strategic plan by ensuring that the county is“measuring what matters” and continuing to strive to improve services to better meet theneeds of the community.International City/County Management Association is the world’sleading association of professional city and county managers and other employeeswho serve local governments.Government Finance OfficersAssociation is a professional associationservicing the needs of elected local, state, andprovincial-level government officials.23
AcknowledgementsCommissionersLonnie C. TalbertCharlene E. PyskotyDebbie O’MalleySteven Michael QuezadaJames M. CollieDistrict 4, ChairDistrict 5, Vice-ChairDistrict 1District 2District 3Elected OfficialsTanya R. GiddingsLinda StoverCristy J. Carbón-
a healthy lifestyle. Sustainability of the environment through programs such as waste and wastewater diversion are key focus areas in community health. The community health strategic plan goal also ensures safe food and housing while promoting community education. Ensure Sustainable En
733 Bernalillo Albuquerque Fourth Ward Historic District 8/24/1979 12/1/1980 734 Bernalillo Albuquerque Garcia, J. A., House 8/24/1979 471 Bernalillo Albuquerque Garcia, Juan Antonio, House 8/27/1976 9/28/1982 1967 Bernalillo Albuquerque Gene's Tire Repair 8/12/2011 759 Bernalillo Albuquerque Gladding, James N., House 12/14/1979 11/17/1980
Nov 08, 2020 · 11225 montgomery blvd ne # g albuquerque bernalillo 2 jabil inc 3801 univserity blvd se albuquerque bernalillo 3 larry h miller casa chrysler 9733 coors blvd nw # 100 albuquerque bernalillo 2 longhorn steakhouse 6600 menaul blvd ne # 700 albuquerque bernalillo 2
The Campaign Plan will be executed through selected Campaign Plan Projects that DHA has identified as key enterprise efforts that will drive progress in FY21. Each project is aligned to a LOE and measured by specific KPIs to actively monitor Agency performance. For a complete list of FY21 Campaign Plan
the Comp Plan area, housing tenure varies between the more dense and urban city Small-Lot Single-Family 26% Multi-Family 23% Townhome 5% Standard/Large-Lot Single-Family 40% Mobile Home/Other 6% Figure 9-1: Housing Mix in Bernalillo County Source: U.S. Census Bureau 2009-2014 ACS Current Mix HOUSEHOLDS AVG. SIZE Unincorporated Bernalillo County .
3 For reference, Bolton’s total Tax Levy in FY21 is 23,500,254. Our Levy Limit for FY21 is 22,421,921, but when we account for excluded debt, our Maximum Levy is 23,664,958. Our Levy Ceiling in FY21 is 28,164,255 (i.e., 2.5% of our total assessed value). Proposition 2½ also provides two mechanisms by which taxes can be increased
Q1 FY21 Net Revenue (unaudited) of US 1.6m, up 11% qoq and 18% over pcp Successfully raised A 23.3m through a Placement and subsequent Share Purchase Plan (SPP); VTI plans to use the funds to achieve significant development milestones and to target reaching approximately break-even cash flow. Cash at end of Q1 FY21 was US 16.5m
to comply with the requirements of Bernalillo County and the State of New Mexico as outlined in all applicable laws, . _ Amateur radio antenna/tower (more than 65’, less than 100’) A-1, A-2, R-1, R-1, . only certain family members and sepa
ASME A17.1, Safety Code for Elevators and Escalators, International Building Code, and other non-governmental safety standards identify minimum design requirements for elevators and for building systems that interface with the elevator controls. The performance language
