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    Location:
    One Civic Plaza, NW
    Albuquerque NM 87102

    Phone:
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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 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.


    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.

     


    A service performed by county departments that is measurable and strives 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 driving force to achieve Strategic Plan Goals and measure performance through (1) Increased Efficiency; (2) Increased Effectiveness; (3) Cost Avoidance/Risk Mitigation; (4) Transparency; (5) Innovation.


    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 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.

     


    Maria Zuniga

    Business Improvement Administrator

    415 Tijeras NW

    Albuquerque, NM 87102

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

    mzuniga@bernco.gov



    Strategic Plan Goals

    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 communities understanding of departmental outcomes.

    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
    rgb(34, 132, 197)

    Public Safety

    Community where residents are safe from crime & injury
    Badge
    #095259

    Economic Vitality

    Thriving, livable community with diverse economic opportunities
    Business workers
    #33192D

    Community Health

    Healthy and active community with access to cultural amenities
    Health
    #104f78

    Public Infrastructure

    Meet community needs by supporting infrastructure owned by county or for public use (e.g. roadways, facilities, systems)
    Roadway
    #61a39f

    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 start with a foundation. Defining their mission and services helps towards understanding how each department supports the community. As part of the framework for developing performance measures and objectives departments consider the following questions:

    • 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?

    Departments establish objectives and performance measures as part of the 2-year performance cycle. Performance data is reviewed by the Business Improvement & Performance Office (BIPO) on an on-going basis with departments and county leadership. The performance reporting process follows a 3-step methodology:

    1. Build Foundation
    2. Develop Framework
    3. Analyze & Review Performance

    Measuring What Matters-BIPO Chevron

    Build Foundation

    Determine "Why do we exist?" and "What do we do?" to build the foundation for objective and performance measures

    Build Foundation Chevron

    Develop Framework

    Create a plan to support the foundation by setting objectives and performance measures to guide the County over the short and long tem

    Develop Framework Chevron

    Analyze & Review Performance

    Review objectives and performance measures with county leadership to address accomplishments, updates, and obstacles

    Analyze & Review Performance Chevron

    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 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. For more information about the county's business strategies click on the image below:

     


    Bernalillo County Recognized for Performance Management Leadership

    In July 2017, Bernalillo County was recognized for its data-driven management and reporting efforts with a Certificate of Distinction in Performance Management from The International City/County Management Association (ICMA). Certificates are based on established criteria and are awarded at three levels: Achievement, Distinction, and Excellence. Recipients at all levels collect and verify data to ensure reliability, train staff in performance measurement, and  report data to the public through budgets, newsletters, and/or information provided to elected officials.

    Certificates of Distinction are awarded to those who also provide comparative and benchmarking information to the public, use performance data in strategic planning and operational decision-making, and share their knowledge with other local governments through presentations, site visits, and other networking activities.


    Going Forward

    Coinciding with the performance reporting process, the Bernalillo County Board of County Commissioners passed a resolution on October 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 Baldrige Excellence Framework 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 Baldrige and process improvement.

    The county is partnering with Quality New Mexico, who offers a state level Baldrige award program, and has created a Baldrige Oversight Committee and established a Baldrige Implementation Plan. The benefit in 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.

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