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The Board of County Commissioners were brought up to date recently at a work session with an overview of progress on the three goals for the 2019 – 2023 Strategic Plan https://www.larimer.org/strategicplan.    

Goal One: Public Infrastructure for a Growing Community

In Goal One, since voters did not pass Larimer County Ballot Issue 1A, a regional transportation tax, plans to improve transit and road capacity in the area have reshaped the first objective in Goal One. Analysis of the next steps in regional transportation will be decided in the future.

The Solid Waste Master Plan, objective two, is moving forward, with the establishment of a new Solid Waste Policy Council composed of area agencies that are part of the plan. Enriching the plan is the Town of Wellington joining the Wasteshed group; the first meeting of the group was held in September.

Highlights of the plan are establishing a new landfill for the next 30 years with a central transfer station, construction, and demolition disposal processing, and yard waste management, all slated to divert landfill waste from being buried by 40%.

What Larimer County’s responsibilities should be for maintaining rural roads and bridges is part of objective three. Larimer County attorneys, Road and Bridge Department, and Engineering are exploring methods to standardize road maintenance in subdivisions. How other counties in our state approach road maintenance is also being researched. Within this objective is the work on rural broadband, and a report from this team will come later.

Water and wastewater management, also part of the third objective, seeks to plan long-term water and wastewater management in unincorporated areas. Workshops are planned with regional partners at the end of January to identify Larimer County’s role in that effort.

Objective four involves completing a regional watershed management effort to improve mitigation efforts and flood-related hazards. Funding strategies are needed to stabilize NRCS dams or “B” dams that control flooding. Many of the dams are older and in need of reinforcement while promoting water-sharing strategies and sustaining water supplies.

Goal Two: Access to Economic Opportunities and a Vibrant Quality of Life

In Goal Two --- access to economic opportunities and a vibrant quality of life--- the objective one team is working on building a tool to measure health and well-being. The tool will make use of public data in its first phase and then share that data along with internal county data that has also been gathered. The tool will examine what barriers to health and well-being in various population groups exist in the county, using U.S. Census data, too.

The objective two team, working on reducing unemployment for residents with disabilities, has split into two small sub-committees, internal county employment, and a larger community partner committee. They are working with Larimer County Human Resources and Economic Development to increase inclusion, diversity and vocational rehabilitation/job coaching through the Larimer County Workforce Center.

A highly successful Ability Day was recently held where individuals shadowed county employees and elected officials to see what jobs in Larimer County are like. 

In objective three, increasing capacity for childcare, the team is structured with several sub-committees surveying the childcare landscape in the county, and researching what Larimer County’s role in childcare should be. Partnering with the Early Childhood Council of Larimer County, and the business sector, several action steps are suggested:

Executing a community needs analysis to find where gaps and barriers exist for exempt certified in-home care versus a licensed providers; aligning Larimer County’s work with the Early Childhood Council of Larimer County five-year plan working with economic development and human services; developing a child care program for Larimer County employees; exploring a regional childcare and partnering with municipalities; and working with Larimer County Community Development to see where regulations and building codes might be an obstacle impeding child care providers to operate.

The objective four team is researching other Colorado county housing roles and what Larimer County’s role should be while gathering information where gaps and shortfalls exist. Work is being performed on what kind of housing is needed, development issues and accessibility; identifying areas where needs are the greatest --- especially mobile home parks and defining housing needs in unincorporated Larimer County.

The team is also working with Community Development on how to adjust Larimer County processes to increase housing, and what other municipalities have done to reduce impediments; finalizing the Larimer County Housing Authority Intergovernmental Agreement [IGA] while working with Housing Catalyst to increase housing vouchers for families. Work is also being conducted on developing a homeownership program for Larimer County employees to purchase a primary residence within Larimer County.

Goal Three: Larimer County is Ready to Support Future Service Needs for Residents and Visitors  

In Goal Three, the first objective is the reduction of square footage in the facilities master plan. With the rejection of ballot measure 1A by voters, the work plan will look somewhat different but still move forward and be updated in 2020, along with a discussion of what can be done to meet the short-term needs of the community.

The second objective of identifying the characteristics of Larimer County’s workforce needs in three areas --- adaptive, collaborative and inclusive --- and how to deliver services in the coming decades is progressing with the team gathering information.

The team will begin with the more challenging portion, inclusivity, and then move to the adaptable and collaborative parts. They plan to have an assessment tool ready by early 2020 for training, recruitment, and development.

Larimer County residents receive many services daily, and our changing demographics mean Larimer County will need to adjust how services are delivered in the future. The objective three team is large and has been split into five smaller teams for each service category to find ways those services can be adapted and modified.

Considerable information has been collected by the teams, with all five teams reporting a high priority is to communicate in Spanish on all channels.

Objective four, leveraging current data, shared software tools and technology was originally written in a technical manner. The team was asked to rewrite the information, so it is easier to understand. They are still a technical team and are now working on another draft. The team is also working on four projects that impact county employees in many departments.

A request for the board on objective five, environmental responsibility policy, was given to the board asking if a modification could be made in the objective to also implement the policy. The team is waiting to hear back and to implement the policy in departments most affected.

Published on: 
Thursday, December 5, 2019 - 11:32am

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