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The Strategic Plan is a tool used by the county to ensure that we are doing the right things to meet the needs of the community. The Strategic Plan helps move the county forward towards the strategic plan goals.  


The Strategic Plan consists of five Strategic Plan Goals: (1) Government Accountability; (2) Public Safety; (3) Economic Vitality; (4) Community Health; (5) Public Infrastructure.  Departments align their Objectives and Performance Measures to these goals.

 


Services performed by county departments that are measurable and strive to achieve targets that align to the business strategies of the county.  


A short-term initiative, or project, with a beginning and end date, action steps and a measurable target and outcome. Something that achieves the business strategies of the county.


Business strategies are the "how" and "why".  They are used to achieve Strategic Plan Goals and measure performance.  Increased Efficiency; Increased Effectiveness; Cost Avoidance/Risk Mitigation; Transparency; & Innovation.  


Over the spring and summer of 2012, the executive leadership team of Bernalillo County met in a series of facilitated meetings to formulate a strategic plan for the organization. This effort resulted in an updated mission statement and five strategic goals. The plan was drafted as a starting point and refined with public input through the county’s website in November and December of 2012. 

On April 23, 2013, the Strategic Plan was adopted by the Bernalillo County Commission. County management committed to continue to develop the plan to ensure it remains a sustainable and adaptable document to meet the needs of the community. The plan was re-presented to the commission in 2014 and 2015. 

County Manager, Julie Morgas Baca, reviewed the Strategic Plan in early 2016 along with the executive leadership team and reaffirmed the Strategic Plan and adopted a vision for the future to ensure alignment of the objectives, performance measures, and initiatives to the Strategic Plan.  In order to enhance transparency and accountability, an interactive Strategic Plan is available on Bernco View.  


Maria Zuniga

Business Improvement Administrator

415 Tijeras NW

Albuquerque, NM 87102

Phone: (505)468-1684 Office, (505)259-6864 Cell

mzuniga@bernco.gov


To learn more about the Objectives and Performance Measures that support each Strategic Plan Goal, click the tiles below:

Government Accountability

Transparent & accountable use of taxpayer dollars
Government Building
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Public Safety

Community where residents are safe from crime & injury
Badge
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Economic Vitality

Thriving, livable community with diverse economic opportunities
Business workers
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Community Health

Healthy and active community with access to cultural amenities
Health
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Public Infrastructure

Meet community needs by supporting infrastructure owned by county or for public use (e.g. roadways, facilities, systems)
Roadway
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Department Performance

Bernalillo County is committed to being a high performance organization.  The County is committed to strategically planning through long term goals, measuring results, and comparing these results to appropriate benchmarks, while striving to improve its operations by analyzing data to make informed decisions.  In an effort to be more transparent and promote public trust, it is the County's intent to provide performance information to the public that demonstrates progress towards achievement of long term goals and improvement of operations.

Scroll down and click below to learn more about county departments, such as what they do, and their performance data.

Measuring What Matters

To focus on “Measuring What Matters,” departments had to start with the foundation. Defining departments mission and services helps towards understanding how each department supports the community. As part of the framework for developing performance measures and objectives departments were asked to consider the following questions:

  • What does the community want to know about the department?
  • What would your department like the community to know?
  • What does the department want to learn about itself?

Build foundation, create plan to support foundation, launch plan for performance management, monitor progress.


What Makes Up A Performance Measure?

Performance Measures are used to show the measurement of operational outcomes and results in each department. Performance measures are intended to compare planned target data to actual results in order to provide a mechanism for tracking performance in key areas of operation.  Performance measures are made up of several components to help departments clearly track performance, analyze key data, and develop a trend for further analysis. Throughout the budget cycle, targets and trends are analyzed and departments make adjustments as appropriate.

As part of the collaborative process utilized to build performance measures for this budget, departments were asked to track performance that best answered these questions:

  • What does the community want to know about the department?
  • What would your department like the community to know?
  • What does the department want to learn about itself?

How to Build an Objective?

 

Each department is responsible for establishing and maintaining objectives and performance measures that are tracked and reported during the biennial budget cycle. Objectives and performance measures are tracked to the Strategic Plan Goals to maintain alignment to the Strategic Plan, Mission Statement, and Goal Strategy to ensure departments focus on the plan and drive towards the strategic plan to ensure community needs are met.



Objectives are achieved by building a framework and strategy and tracking to it, this includes planning and executing action steps and then tracking to measures with quantifiable targets. Departments expand on objectives by creating actions steps that outline the process used to complete each objective. By assigning measures, departments have a clearly defined view of how to complete the objective. As departments outline steps and define measures, annual targets are set to drive departments toward completing each objective. These components help departments establish clear goals that are meaningful, feasible, and measurable.


Action steps act as a high level, but specific guide for completing objectives over the budget cycle. Each objective contains several action steps to clearly communicate how the department will accomplish its objective. Action steps are the strategy departments use to develop a plan, make decisions, and stick to throughout the budget cycle to ensure they complete their goals.

Departments set up action steps for different purposes depending on the type of objective. For instance, steps are created as one time, step by step instructions to complete a project or as a set of instructions that can be cycled through multiple times until the objective is complete. Departments utilize action steps to outline internal procedures, summarize detailed processes, and highlight any additional information to support the objective.


Each objective contains a measure to illustrate its outcome. Previously, departments established objectives without setting measures or targets, which made reporting throughout the year difficult since there was not a clear, simple way to determine if the objective was successful. By establishing measures, departments have an outlet to not only describe how the objective will be complete, but also, the fundamental purpose and driver behind the objective. Departments can demonstrate what they have set out to achieve and how they are going to achieve it. Department measures are displayed in multiple ways, see the following examples:

  • Number of plans/items reviewed and replaced
  • Number of X calls responded to within Y time
  • Number/percentage increase or decrease
  • Number/percentage of staff trained
  • Percentage of project/process/implementation complete

Objectives specify the target per fiscal year for the biennial budget cycle. Targets are used to quantify and provide meaning to measures and guidance for objectives. By establishing targets, departments have a distinct path to follow throughout the budget cycle while maintaining transparent data and information.  Departments develop a process for completing objectives and display accountability throughout the process by reporting and reviewing objectives.



What Makes Up A Performance Measure?

Performance Measures are used to show the measurement of operational outcomes and results in each department. Performance measures are intended to compare planned target data to actual results in order to provide a mechanism for tracking performance in key areas of operation.  Performance measures are made up of several components to help departments clearly track performance, analyze key data, and develop a trend for further analysis. Throughout the budget cycle, targets and trends are analyzed and departments make adjustments as appropriate.

As part of the collaborative process utilized to build performance measures for this budget, departments were asked to track performance that best answered these questions:

  • What does the community want to know about the department?
  • What would your department like the community to know?
  • What does the department want to learn about itself?

Aligning to the Business Strategy

The Strategic Plan is broken up into several components which help the county plan short-term and long-term goals at the department level.  The key purpose is to align the county’s strategy to the business strategy by focusing on initiatives, objectives, and performance measures to enhance the business and support the organization. Departments align to the business strategy to ensure their services and goals drive the organization.

Departments seek to drive to the following business strategies:

Increased Efficiency

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Doing things in the right manner. Is efficiency increased by doing work faster, with fewer resources or less overtime?
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Increased Effectiveness

Checklist icon
Doing the right things. Is effectiveness increased by eliminating errors or better meeting the public need?
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Cost Avoidance / Risk Mitigation

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Are risks being mitigated? Are costs being avoided?
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Visibility/Transparency

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Is visibility enhanced? Is there transparency?
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Innovation

Computer icon
Are processes and technologies being used to do things differently, implement new ideas, or enhance services?
#6D213C
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