Economic

Vitality

Public

SafEty

GoVErnmEnt

accountability

community

HEaltH

Public

infraStructurE

St rat eg i c Pla nfiScal yEarS 2019-2020

table of contents

How Did We Get Here? ...............................................................................................................................................1What is the Strategic Plan? ........................................................................................................................................1What is the County’s Mission? ..................................................................................................................................1What is a Performance Measure? ............................................................................................................................1What is an Objective? ...................................................................................................................................................1Strategic Plan Goals ......................................................................................................................................................2Business Strategies . ......................................................................................................................................................3Government Accountability .......................................................................................................................................4Public Safety .....................................................................................................................................................................6Public Infrastructure ......................................................................................................................................................8Economic Vitality ............................................................................................................................................................10Community Health ........................................................................................................................................................12Measuring What Matters ............................................................................................................................................14Build Foundation ............................................................................................................................................................15Develop Framework ......................................................................................................................................................16What are the Similarities Between Objectives and Performance Measures? .........................................17What are the Differences Between Objectives and Performance Measures? ........................................17Analyze and Review Performance ...........................................................................................................................18What are Performance Priorities? ............................................................................................................................18Business Strategy ...........................................................................................................................................................19Going Forward ................................................................................................................................................................20Acknowledgements .......................................................................................................................................................21

1

The Bernalillo County Commission reaffirmed its commitment to the strategic plan in May 2017 as presented by County Manager, Julie Morgas Baca. At that time, the Business Improvement and Performance Office (BIPO) presented the transparent strategic plan and department performance website to the commission and launched it to the public. This plan and vision for the future is in place to ensure alignment of county initiatives, known as objectives, and performance measures with the five strategic plan goals.

Looking back, this plan was developed by the executive leadership team of Bernalillo County and refined with public input in 2012. The strategic plan was adopted by the Bernalillo County Commission in 2013 and affirmed in 2014, 2015 and most recently in 2017. County management is committed to continue to develop the plan to ensure that it remains sustainable and adaptable to meet the needs of the community. (For reference http://www.bernco.gov/finance/strategic-plan-and-department-performance.aspx)

How Did We Get Here?

What is the Strategic Plan?The strategic plan is a tool used by the county to ensure that it is doing the right things to meet the needs of the community. The strategic plan helps move the county forward towards the strategic plan goals by tracking performance measures and objectives that align the goals to the business strategy.

What is the County’s Mission?The mission of Bernalillo County is to be an effective steward of county resources and a partner in building a high quality of life for county residents, communities and businesses.

What is a Performance Measure?A service performed by county departments that is measurable and strives to achieve targets that align to the business strategies of the county.

What is an Objective?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.

2

Departments create and track objectives and performance measures that directly link to the county’s five strategic plan goals. Each goal encompasses a wide array of services in five key areas with sub categories that reinforce the underlying purpose of the strategic plan to enhance the community’s understanding of departmental outcomes .

Strategic Plan Goals

What are the Strategic Plan Goals?

Government Accountability: Transparent & accountable use of taxpayer dollars

Public Safety: Community where residents are safe from crime & injury

Public Infrastructure: Meet community needs by supporting infrastructure owned by county or for public use

Community Health: Healthy & active community with access to cultural amenities

Economic Vitality: Thriving, livable community with diverse economic opportunities

Bernalillo County has 313 performance measures and objectives planned for FY19/20. Of the 313 measures, there are 98 objectives and 215 performance measures across all departments. The graphs below show the performance measures and objectives that align to each strategic plan goal.

3

Departments track measures that allow the community visibility into the way the county conducts services to produce faster, better quality results while using less physical and financial resources to meet community needs through innovative solutions. Business strategies are used to categorize the measures and explain the “how” and “why” departments set targets to achieve results. The business strategies are built around simple, easy-to-understand terminology that minimize jargon and keeps the focus on “measuring what matters” rather than evaluating input versus output measures. Business strategies help to focus the county’s efforts on measures to enhance services to better meet the needs of the community.

Business Strategies

What are the Business Strategies?

Increased E�ciency: Doing things in the right manner. Is e�ciency increased by doing work faster, with fewer resources or less overtime?

Increased E�ectiveness: Doing the right things. Is e�ectiveness increased by eliminating errors or better meeting the public need?

Cost Avoidance / Risk Mitigation: Are risks being mitigated?Are costs being avoided?

Transparency: Is visibility enhanced? Is there transparency?

Innovation: Are processes and technologies being used to do things di�erently, implement new ideas, or enhance services?

The graphs below show the performance measures and objectives that align to each business strategy. The break down for each business strategy is: 42 Cost Avoidance / Risk Mitigation, 134 Increased Effectiveness, 90 Increased Efficiency, 28 Innovation, 19 Transparency.

4

Government accountability is the strategic plan goal most widely used by all departments due to its versatility. Government accountability often overlaps with the other strategic plan goals. Departmental services and initiatives directly relate to using taxpayer dollars responsibly, while providing services under the other goals. Departments focus on being transparent and enhancing every interaction with the public.

Government Accountability

Ribbon-cutting ceremony for new public safety

memorial at Arroyo Del Oso Park located in District 4

Couple getting marriage license at the Clerk’s Office, which serves county

residents from all districts

Performance Measures and Objectives that align to Government Accountability by Department

GOVERNMENTACCOUNTABILITY

145

5

Below are the subcategories that align to government accountability. These subcategories are the general themes across the objectives and performance measures established by departments for FY19/20. The main themes across government accountability are developing and improving processes; improving responsiveness; enhancing and automating customer services; enhancing public outreach and education; and maintaining fair and equitable revenue collections. Below each of the subcategories is a brief list of performance measures or objectives that represent what county departments are doing to increase government accountability. For a complete list, visit the government accountability webpage: http://www.bernco.gov/finance/government-accountability.aspx

What Are We Doing to Enhance Government Accountability?

Government Accountability

Enhance & automate customer services (e.g. electronic notices,

online services)

Timely invoice payments

Customer service surveys (facilities/

contact center)

Response time to customer service calls

Certified euthanasia facility

Transparent & accountable use of taxpayers dollarsImprove responsiveness

(e.g. public inquiries, voter registration, document

recording)

Fair & equitable revenue collections (e.g. investments, forecasting, tax collections,

property assessments)

Enhance public outreach, education & accountability

Develop & improve proccesses

Inventory processing

Code enforcement complaints

Social media

Voter outreach

Poll training

Accurate property assesments

Property tax collections and

payment options

Delinquency collections (Solid

Waste)

Labor relations

Merit based compensation

FMLA process improvement

Clerks online document purchases

Taxpayer e-notices

E-billing for property tax payments

E-notice of values

Implement electronic bids for online

solicitations

Move to AlvaradoRevenue projections

System upgrades: IAS, Kronos, Parks system,

Disaster recovery

OPS training

Ethics training

Safety work observations at MDC

Recruiting

Purchase order processing

Inspections

Work orders

Voter registration

Investment portfolio performance

6

Public Safety

Public Safety is the strategic plan goal most widely used by the departments within the Health and Public Safety Division. Departmental services and initiatives directly relate to keeping the community safe by providing training opportunities for employees and the community, maintaining accreditation, and ensuring the county provides programming opportunities to the community. Departments focus on maintaining a safe and livable community.

Indigent memorial burial ceremony, which serves county residents

from all districts

Fire and Rescue ambulance and fire truck at Station 32 located in District 2

PUBLIC SAFETY

70

Performance Measures and Objectives that align to Public Safety by Department

7

Below are the subcategories that align to public safety. These subcategories are the general themes across the objectives and performance measures established by departments for FY19/20. The main themes across public safety are improving responsiveness to emergencies; recruiting and retaining workforce; ensuring accreditation and compliance; promoting protection and emergency planning; and promoting well-being through behavioral health initiatives. Below each of the subcategories is a brief list of performance measures or objectives that represent what county departments are doing to increase public safety. For a complete list, visit the public safety webpage: http://www.bernco.gov/finance/public-safety-goal.aspx

What Are We Doing to Enhance Public Safety?

PUBLIC SAFETY

Responsive to Emergencies

Fire Dispatch to Arrival

Animal Care Calls

Sheriff Response Time

911 Calls

Community where residents are safe from crime & injury

Recruit & retain optimal workforce

Provide reliable fire protection & emergency

planning

Promote well-being through behavioral

health initiatives

Ensure accredited & compliant services

Increase # of sworn deputies

Correction Officer hiring & retention

Fire fitness program

Mobile Crisis case reviews

Children’s mental health clinic

Peer Support

Community Engagement Teams

Inebriate intervention services

Awareness & Prevention Programs

DWI Arrests

Fire inspections

Update fire code

Fire classifications

Pre-fire reports

Incident command system

Emergency exercises

Code Red Alerts

Emergency Operation Plans

Emergency Dispatch Accreditation

SNAP vouchers

Sign reflectivity compliance

Law enforcement intelligence

Animal license compliance

Animal code updates & fee structure

Emergency fire dispatch accreditation

McClendon settlement compliance

8

Indigent memorial burial ceremony, which serves county residents from all districts

Public Infrastructure

Public Infrastructure is the strategic plan goal most widely used by departments in the Public Works Division. Departmental services and initiatives directly relate to maintaining safe roadways and facilities, providing building and health permits to businesses and residents, and project planning for enhancements around the county. Departments focus on enhancing the county by building and developing effective infrastructure throughout the community.

Performance Measures and Objectives that align to Public Infrastructure by Department

PUBLIC INFRASTRUCTURE

49

9

Below are the subcategories that align to public infrastructure. These subcategories are the general themes across the objectives and performance measures established by departments for FY19/20. The main themes across public infrastructure are maintaining roads, storm drains, fleet, and facilities; creating a vision and framework for community development; contracting and maintaining public buildings; maintaining sustainable planning to meet public needs; and maintain a viable network infrastructure. Below each of the subcategories is a brief list of performance measures or objectives that represent what county departments are doing to increase public infrastructure. For a complete list, visit the public infrastructure webpage:http://www.bernco.gov/ finance/public-infrastructure.aspx

What Are We Doing to Enhance Public Infrastructure?

Public Infrastructure

Maintain roads, storm drain, fleet & facilities

Manhole cleaning for storm events

Storm water pump stations

Storm drain maintenance

Reduce Facilities emergency work

orders

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

Construct, maintain & enhance public buildings

Sustainable & beneficial planning to meet public needs (e.g. traffic, floodplain, storm

water, etc.)

Create vision & framework for community development

Maintain viable network infrastructure

Projects and construction

estimates within project schedule

ADA improvements

Parks Recreation Open Space

Sector Development Plans (Coors, Edith, 2nd Street)

Albuquerque and Bernalillo County Comprehensive

Plan

Community development planning

Traffic impact studies

Complete streets

Water usage plannig

Floodplain planning

Storm water arroyo planning

GIS mapping and updates

Public website

IT work orders

Fleet repairs and availability

Asset preservation program for roads

Energy efficient lighting

Potholes, sweeping

Parks shade structures

Animal Care shelter

Alvarado Square

Fire Station 36 and 43 improvements

Fire and Sheriffs Office academy

New Fire west side station

10

Economic Vitality

Economic Vitality is the strategic plan goal most widely used by departments in the Community Services and County Manager Divisions. Departmental services and initiatives directly relate to creating job opportunities for residents and providing incentives to bring new businesses to the community. Departments focus on growing the community through positive partnerships.

Performance Measures and Objectives that align to Economic Vitality by Department

ECONOMIC VITALITY

22

11

Below are the subcategories that align to economic vitality. These subcategories are the general themes across the objectives and performance measures established by departments for FY19/20. The main themes across economic vitality are ensuring efficient customer service for land use; ensuring effective and responsive permitting; establishing incentives for strong economy; improving housing outreach and participation; and growing jobs in a thriving work culture. Below each of the subcategories is a brief list of performance measures or objectives that represent what county departments are doing to increase economic vitality. For a complete list, visit the economic vitality webpage:http://www.bernco.gov/finance/economic-vitality.aspx

What Are We Doing to Enhance Economic Vitality?

Economic Vitality

Ensure efficient customer service for land use

Townhouse zone category

Planning applications

Thriving, livable community with diverse economic opportunities

Ensure effective & responsive permitting process

Establish incentives for a strong economy

Grow jobs in a thriving work culture

Improve housing outreach & participation

Training for zoning inspectors

Film permitting

Building permit inspections

Jobs above median income

Through Industrial Revenue Bonds

Bernalillo County brand awareness

Quality of life fund

Support local artists

Film permits

Industrial Revenue Bonds

Rental subsidies

Rent multifamily units

Rental assistance

Building permits

Business licenses

Zoning permits

Residential building permits

12

Community HealthCommunity Health is the strategic plan goal most widely used by departments in the Community Services Division. Departmental services and initiatives directly relate to offering fitness and recreational activities, providing health and wellness programs, and providing housing opportunities. Departments focus on delivering amenities to benefit county residents.

Groundbreaking ceremony for the South Valley Pool located in District 2

The Dia de los Muertos-themed Sugar Skull Fun Run to benefit The Storehouse food pantry

located in District 2

Performance Measures and Objectives that align to Community Health by Department

COMMUNITY HEALTH

27

13

Below are the subcategories that align to community health. These subcategories are the general themes across the objectives and performance measures established by departments for FY19/20. The main themes across community health are providing health and fitness programs; promoting environmentally friendly activities; ensuring healthy food is available; ensuring safe housing; and promoting community education and safety. Below each of the subcategories is a brief list of performance measures or objectives that represent what county departments are doing to increase community health. For a complete list, visit the community health webpage: http://www.bernco.gov/finance/community-health.aspx

What Are We Doing to Enhance Community Health?

Community Health

Provide health & fitness programs

Parks reduced fee scholarships

Adult aquatics

Healthy and active community with access to cultural amenities

Ensure healthy food is available

Ensure safe housing Promote community education & safety

Promote environmentally friendly activities

Senior and children healthy meals

Homework diner

Food safety inspections

Pool inspections

Park safety inspections

ABC Schools Expanded learning and train

coordinators

Spay and neuter

Housing inspections

Remedy housing violations

Security alarms and cameras at elderly and disabled

housing

Recycling

Wastewater permitting

Waste diversion East Mountain Transfer Station

Groundwater monitoring

14

Measuring What Matters

To focus on “measuring what matters,” departments start with a foundation. Defining their mission and services helps toward understanding how each department supports the community. As part of the framework for developing performance measures and objectives departments consider the following questions:

Departments establish objectives and performance measures as part of the two-year performance cycle. The Business Improvement and Performance Office (BIPO) reviews performance data on an on-going basis with departments and county leadership. The performance reporting process follows a three-step methodology:

(For reference http://www.bernco.gov/finance/strategic-plan-and-department-performance.aspx#/

MeasuringWhatMatters)

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

BUILD FOUNDATION Jan. 2018 - Feb. 2018

* Conduct Research

* Develop Matrix

* Review Mission & Services

*Meet with Departments

DEVELOP FRAMEWORK Mar. 2018 - Jun. 2018

* Review & Refine Performance Measure & Objectives with Departments

* Conduct Additional Meetings

ANALYZE & REVIEW PERFORMANCE Jul. 2018 - Jun. 2020

* Conduct Performance Meeting with Departments

* Analyze Results

15

Build Foundation

Building the foundation starts with the mission statement and services for each department. The Business Improvement and Performance Office (BIPO) puts the mission and services into context by asking departments “why do we exist” and “what do we do.” These questions drive departments to think about their core purpose in relation to how they serve the community and achieve the strategic plan.

Each performance cycle, departments review their mission statements. The mission should be clear and concise, while considering all functions within the department. The mission statement is the guiding principal for each department and should align to the county’s overall mission and strategic plan.

Services provided by each department are critical to building the foundation for the performance plan. Departments must clarify their core functions in order to construct a performance plan and develop measures to support their purpose. To do so, departments provide a high level listing of services, grouped by sections/major functions within the department, which typically aligns to their departmental organizational chart. If services that a department provides change, then the department is responsible for revising services based on changes throughout the performance cycle.

With the mission statement and services in place, the Business Improvement and Performance Office (BIPO) prepares the performance matrix for each department. The performance matrix is a brainstorming tool used to align the mission statement and services to the upcoming projects/initiatives and on-going performance measures linked to core services. The matrix aligns the services, projects, objectives, and performance measures to each section within a department to promote clarity, as well as to ensure the department is represented as a whole. With the “why do we exist” and “what do we do” questions answered, departments move their focus toward the next phase, developing the framework.

(For reference http://www.bernco.gov/finance/build-foundation.aspx)

Mission

Services Industry

ProjectsObjectivesPerformance

16

Develop Framework

This phase is where the performance plan for the upcoming performance cycle is built. The Business Improvement and Performance Office (BIPO) meets with each department to capture detailed information about each measure and emphasize the departments’ alignment to the strategic plan as well as explain the similarities and differences between performance measures and objectives. These meetings are a collaborative effort to ensure departments are measuring what matters.

During this phase, the Business Improvement and Performance Office (BIPO) meets with each department to review upcoming projects, on-going performance measures, and industry research. Upcoming projects are listed in the matrix for each section; once a thorough list is developed, the department selects which projects will be highlighted as part of the performance process and creates new objectives for the upcoming performance cycle. Performance measures are reviewed in conjunction with industry research to ensure current performance measures are aligned with industry standards as well as provide departments with ideas for new performance measures. Performance measures are also listed within the matrix for departments to confirm on-going performance measures and create new ones. Once departments choose the new objectives and performance measures and confirm on-going ones departments are ready to develop the detail and context that supports each measure.

Departments work with the Business Improvement and Performance Office (BIPO) to provide key contextual information for each objective and performance measure. This data helps to tell the story as it is important for the community to understand why the measure is important and how the data is tracked. Each measure is aligned to a strategic plan goal and business strategy to ensure the county’s strategic plan is met.

Departments set a target for each measure, which is the benchmark of what they plan to achieve, to ensure the business strategies, such as efficiency and effectiveness, are met. To adequately tell the story, departments also provide information about how the measure is calculated and who to contact with questions. At this time, departments also assign subject matter experts (SMEs), who will provide the data, and establish a reporting frequency for each measure to ensure accountability and transparency.

17

• Establish a clear and concise measure

statement

• Align to a strategic plan goal and business

strategy

• Answer “why is this measure important?”

• Explain where the data comes from and

how it is calculated for data integrity

• Track actuals against a target

• Display results in an interactive dashboard

What are the Similarities Between Objectives &

Performance Measures?

What are the Differences Between Objectives & Performance Measures?

Objective Performance Measure

Short-term Long-term

Clear start and end date Ongoing, tracked year after year

Related to projects/initiatives Related to ongoing services

Develop action steps to reach target No action steps

No long-term trends Analyze trends over time

The Business Improvement and Performance Office (BIPO) works with subject matter experts (SMEs) to ensure a clear understanding of the performance measures and objectives. Detailed instructions are provided by BIPO to departmental staff on how to accurately report performance measures and objectives. For both performance measures and objectives, departments answer similar questions to tell the story.

18

Analyze and Review Performance

This phase in the performance cycle involves analyzing and reviewing performance with a focus on continuously improving. The Business Improvement and Performance Office (BIPO) reports all measures on the transparency site using easy-to-understand, interactive dashboards and webpages, which are used to track trends as well as tell the story about each objective and performance measure. It is critical that the county takes time to check in with departments to review performance data, analyze trends, and follow up on action items. During this phase, BIPO conducts meetings with the department and county leadership to ensure the county is measuring what matters, gather updates or changes to existing measures, and talk about what’s working and what’s not working.

By focusing on “what’s working?” and “what’s not working?”, subject matter experts (SMEs) have an opportunity to discuss accomplishments, obstacles, and updates for performance measures and objectives. Departments review the actual results in comparison to the fiscal year target for objectives and performance measures. Meetings are used to ensure meaningful measurement by focusing on “why is the measure important?” and how departments are trending toward achieving the business strategies:

What are Performance Priorities?

Breakdown of each division by the business strategies

19

How do you know if your measure needs focus? The actuals or results are below or moving away from the target

How do you know if your measure is on target or improving? The actuals or results that are meeting, exceeding, or moving toward the fiscal year target

Things to remember...Measures/targets should not be changed because

department are not meeting the set target, the

variance can be explained in the “additional

information” section

Always provide an explanation for any changes

Things to remember...In the spirit of continuous improvement, measures that are exceeding the target may need to increase the goal

Questions to consider during performance meetings• Why this measure has been such a success? • Have you implemented new processes or made changes to help meet your target? • Are there any adjustments needed to the target? • How did you establish your target?

Questions to consider during performance meetings• What issues are you experiencing with achieving

this measure?

• Are there any obstacles?

• Is there anything that is keeping you from meeting this

target? If so, what assistance is needed and from whom?

• What are your plans to improve this measure?

• Do you need to review the current process?

• Are there areas you can streamline?

• Is your measure dependent on others?

• Do you need to attend or provide training?

• Do you need to make any updates?

• Do you need to change you target for next fiscal year?

What’s Working?

What’s Not Working?

To guide departments through the performance review meeting, the Business Improvement and Performance Office (BIPO) walks departments through a series of questions to understand what’s working and what’s not working. Departments have the opportunity to discuss the successes and obstacles they face with each measure.

(For reference https://admin-bernco.sks.com/finance/analyze-review-performance.aspx )

20

Going Forward

The strategic plan is a long-term plan for county operations that spans multiple years. The condensed performance measures and objectives in this document outline the county’s plan for the next two years. Departments will work toward tracking each goal and report outcomes during fiscal years 19-20.

Coinciding with the performance reporting process, the Bernalillo County Board of County Commissioners passed a resolution on Oct. 24, 2017 to adopt the Malcolm Baldrige Criteria for Performance Excellence. County Manager, Julie Morgas Baca, sent an email to countywide employees informing them about the Malcolm Baldrige Framework for Performance Excellence and the desire to strive for better engagement with both external customers as well as employees. In this message, she asked that county employees embrace the excellence framework and learn as much as possible about the Malcolm Baldrige Framework for Performance Excellence and process improvement.

The county is partnering with Quality New Mexico, who offers the New Mexico Performance Excellence Awards (NMPEA) program, a state level award program. The county is taking strides towards creating its own performance excellence plan called Pathway to Excellence. The benefit of following this proven framework is that the county will have the opportunity to have its processes evaluated and receive feedback from reviewers to identify opportunities for improvement. In order for this to be successful at the county, it will require strong executive support and an organizational culture of excellence.

21

Acknowledgements

The strategic plan and performance management program is administered by the Business Improvement and Performance Office (BIPO) with input from county leadership. Departments play an integral role in the strategic plan by ensuring that the county is “measuring what matters” and continues to strive towards improving services for the community.

For more information and updates about the Business Improvement and Performance Office (BIPO), the county’s performance management processes, details on each and every one of the county’s performance measures/objectives, and other county initiatives, visit our webpage on bernco.gov: http://www.bernco.gov/finance/strategic-plan-and-department-performance.aspx.

Leadership TeamJulie Morgas Baca, County Manager

Shirley Ragin, Deputy County Manager of Finance

Roger A. Paul, Deputy County Manager of Public Works

Greg Perez, Deputy County Manager of Public Safety

Lisa Sedillo-White, Deputy County Manager of General Services

Vincent C. Murphy, Deputy County Manager of Community Services

Business Improvement and Performance OfficeMaria Zuniga, Business Improvement Administrator

Angela Montano, Business Improvement Analyst

Veronica Schornack, Business Improvement Coordinator

Special ThanksAmbyre Callahan Medina, Graphic Design

Larry Gallegos, Photography

CommissionersSteven Michael Quezada, Chair – District 2

Lonnie C. Talbert, Vice Chair – District 4

Debbie O’Malley – District 1

Maggie Hart Stebbins – District 3

James E. Smith – District 5

County ManagerJulie Morgas Baca

Elected Officials Tanya R. Giddings, Assessor

Linda Stover, Clerk

Willow Misty Parks, Probate Judge

Manuel Gonzales III, Sheriff

Nancy Bearce, Treasurer