2024-2028 Strategic Plan

Larimer County implements its Strategic Plans in 5-year cycles. These plans are focused on a small number of goals that the County could have a direct effect on or offer assistance to other partners in their efforts. 

On February 27 the Board of County Commissioners adopted the 2024-2028 Strategic Plan, which includes high-level, aspirational goals and objectives that contribute towards those goals. Objective Teams will be tasked with setting the specific deliverables to achieve the Objectives.

Questions or feedback about the Strategic Plan? 

Send an email to strategicplan@larimer.gov

 

 

Design and offer programs that promote an equitable, engaged, and resilient community through a commitment to transparency, accountability, and outreach.

Goal Leader: Mark Pfaffinger, Support Services Director & Chief Information Officer

 
Objective 1 - Communicate with the Public
Objective Team Leader: Michelle Bird, Public Affairs Director

Subobjective 1A -Develop and execute a comprehensive communication plan that informs internal and external audiences about the development and implementation of the 2024-2-28 Strategic Plan
Subobjective 1B - Develop an external and internal communications strategy to showcase the outcomes of the 2019-2023 Strategic Plan

Goal 1 Objective 1 Progress Dashboard

 

Objective 2 - Improve Accessibility to the County
Objective Team Leader: MacKenzie Lowe, Risk Management Coordinator

Subobjective 2A -Improve engagement with the community through a single platform with multiple points of access to services and programs
Subobjective 2B - Evaluate legacy systems to ensure compliance with accessibility laws

Goal 1 Objective 2 Progress Dashboard

 

Objective 3- Maximize Partner Relationships
Objective Team Leader: Laurie Kadrich, Assistant County Manager

Subobjective 3A - Serve as a regional convener, facilitator & collaborator to increase cooperation among all sectors 

Subobjetive 3B - Connect the local non-profit sector and county government to align and support legislative priorities and foster civic engagement.

Subobjective 3C - Increase data sharing and coordination with key cross-sector partners in law enforcement, the justice system, and behavioral health to enhance service delivery and outcomes.

Subobjective 3D - Expand and promote the co-response model, including collaboration with the public school system, to strengthen crisis intervention and community support.

Subobjective 3E - Enhance public awareness of the co-response model by strengthening communications and data sharing while showcasing impactful stories that highlight its role in crisis intervention.

Subobjective 3F - Increase public awareness of impactful partnerships by highlighting the collective contributions of Impact Fund grantees and other community collaborations.

Subobjective 3G - Co-design and implement a multi-year funding initiative with community stakeholders to address priority behavioral health needs and enhance the sustainability and effectiveness of our system of care.

Goal 1 Objective 3 Progress Dashboard

 

Encourage a vibrant community with opportunities that enhance the health, wellbeing, & economic opportunities for all current and future generations of community members

Goal Leader: Emiy Humphrey, Community Justice Alternatives Director

 

Objective 1 - Promote Health and Wellbeing for our Community
Objective Team Leader: Jo Buckley, Senior Health Educator

Subobjective 1A - Increase social support, connection, and sense of belonging in our Larimer County community
Subobjective 1B - Promote health & wellbeing in vulnerable populations
Subobjective 1C - Develop the Sequential Intercept Model to better address behavioral health with the criminal justice system

Goal 2 Objective 1 Progress Dashboard

 

Objective 2 - Support an Equitable Economy
Objective Team Leader: Mark Johnston, Economic & Workforce Development Director

Subobjective 2A - Promote an equitable economy through support of underrepresented businesses, workforce & customers
Subobjective 2B - Support the development of northern Colorado's care workforce, including occupations within childcare, healthcare, and direct care

Goal 2 Objective 2 Progress Dashboard

 

Objective 3 - Improve Housing Stability
Objective Team Leader: Alea Rodriguez, Housing Program Manager

Subobjective 3A - Inventory & define best practices for re-entry for justice-involved residents in our community
Subobjective 3B - Participate in the completion of the Homeward Alliance Strategic Plan to Address Homelessness
Subobjective 3C - Coordinate regionally on land use issues to encourage affordable, attainable housing near transportation & jobs (this subobjective is part of the County's Climate Smart and Future Ready program - click here for more information)

Goal 2 Objective 3 Progress Dashboard

Support the conservation, stewardship, and resiliency of our natural and built environments while ensuring accessibility for people of all abilities.

Goal Leader: Lesli Ellis, Community Planning, Infrastructure and Resources Director

 

Objective 1 - Address Current & Future Transportation Needs
Objective Team Leader: Mark Peterson, County Engineer

Subobjective 1A - Identify a long-term sustainable funding for capital projects in unincorporated areas
Subobjective 1B - Strengthen coordination with municipal and regional partners on construction schedules.
Subobjective 1C - Work with partners to enhance regional transportation to improve connectivity and infrastructure in gaps between rural and urban centers (this subobjective is part of the County's Climate Smart and Future Ready program - click here for more information).

Goal 3 Objective 1 Progress Dashboard

 

Objective 2 - Develop a Sustainable Built Environment
Objective Team Leader: Heidi Pruess, Climate Smart & Sustainability Program Manager

Note that all of these subobjectives are part of the County's Climate Smart and Future Ready program - click here for more information

Subobjective 2A - Develop a coordination structure to advocate regionally on air and water quality projects
Subobjective 2B - Advance electrification of buildings & transportation to enhance air quality
Subobjective 2C - Develop or coordinate a regional electric equipment rebate program
Subobjective 2D - Incentivize regional water conservation.
Subobjective 2E - Develop a Circular Economy in solid waste and diversion programs including expanding regional capacity to accept & market compostable & recyclable materials

Inventory of Air and Water Quality Programs

Goal 3 Objective 2 Progress Dashboard

 

Objective 3 - Develop a Sustainable Natural Environment
Objective Team Leader: Meegan Flenniken, Land Conservation, Planning & Resource Division Manager

Subobjective 3A - Conserve and steward lands that contribute to community quality of life, protect natural resources and/or provide ecosystem and community services (including water and air quality, biodiversity, carbon sequestration, agricultural and economic viability, landscape connectivity, etc.) through strategic planning and partnerships. 

Subobjective 3B - Integrate wildfire resilience best practices into County development rules and provide community education

Subobjective 3C - Continue aggressive efforts toward mitigation & restoration efforts to ensure watershed, forest & agricultural land health

Goal 3 Objective 3 Progress Dashboard

 

Position Larimer County to achieve community priorities by developing future County leaders, focusing on efficiencies, innovation and security, and supporting an inclusive environment for County staff

Goal Leader: Laura Walker, Human & Economic Health Director

 

Objective 1 - Optimize County Processes & Systems
Objective Team Leader: Julie Elser, Data Program Manager

Subobjective 1A - Evaluate and optimize the use of Artificial Intelligence to improve services, enhance efficiencies, and recognize bias
Subobjective 1B - Strengthen customer relationships with internal support services and increase transparency through education
Subobjective 1C - Evaluate and improve all aspects of security in Larimer County

Subobjective 1D - Create community indicators and key performance measures

Goal 4 Objective 1 Progress Dashboard

 

Objective 2 - Coordinate and Collaborate with Partners and Stakeholders
Objective Team Leaders: Lori Metz, Aging & Adult Services Division Manager; and Katie Stieber, Aging & Adult Services Deputy Division Manager

Subobjective 2A - Increase revenue by optimizing grants opportunities
Subobjective 2B - Expand equitable access to county services through co-location with community partners and stakeholders
Subobjective 2C - Review & restructure Facilities Master Plan (COMPLETE!)

Goal 4 Objective 2 Progress Dashboard

 

Objective 3 - Support & Develop Leadership
Objective Team Leader: Currently vacant

Subobjective 3A - Develop effective leadership through critical skills training and managerial experience opportunities
Subobjective 3B - Develop leadership skills in equity, diversity, inclusion, and belonging
Subobjective 3C - Increase the diversity of candidate pools for leadership positions

Goal 4 Objective 3 Progress Dashboard


Strategic Plan Updates

What Else is Larimer County Doing?

In addition to the County Strategic Plan, there are many ways that Larimer County is addressing critical community issues. Below are links to other efforts currently under way:

Behavioral Health

Water & Climate

Recreation & Open Space

Land Use

Others

Performance, Budget and Strategy

Josh Fudge, Director
(970) 498-7017
jfudge@larimer.gov
Website