Peoria County Board: Strategic Plan
Goal Objectives
2008 Strategic Plan
2007 Executive Summary
Vision Statement
Mission Statement
S.P.I.R.I.T. Campaign
S.P.I.R.I.T. Guidelines
In 2001, the Peoria County Board initiated a strategic planning process to ensure the County's future financial stability and to improve our service capacity. To accomplish these two tasks, the Board developed five goals the County is focusing its energies and resources on over the next five years. Annually, new policy and management agendas are created and prioritized to address pertinent issues for the coming year and to keep County Board members, elected officials and staff on track for achieving our five goals.
The Strategic Plan is now integral to Peoria County government: all appropriate County Board agenda briefings and resolutions identify one or several of the five goals; county employees are recognized regularly and rewarded for their efforts in adhering to the basic service values set forth in the strategic planning process; and monthly Plan updates are presented to the Board to gauge progress and preserve accountability.
Peoria County is more effective, efficient, adaptable and innovative with the support of our employees and the establishment of a Strategic Plan. Since the Plan's implementation, Peoria County has transformed itself into financial solvency that makes us the region's best value in local government. This is a distinction we are committed to retaining by continuing to realize our vision and embrace our values.
The five goals Peoria County is focusing its energies and resources on through 2010 are:
- Partner for success with our citizens and other governments
- Grow the economy
- Deliver quality services in a professional manner
- Plan quality growth
- Remain a financially solvent county government
Goal Objectives
Goals cannot be adequately achieved without establishing objectives to concentrate on and accomplish as stepping stones toward attaining the goals. Therefore, Peoria County Government identified specific objectives as guidance for itself and the community. These objectives are aims that guide our actions and better ensure successful execution of the Strategic Plan. The objectives assigned each goal and the results for the public are listed on the Goals page.
2008 Strategic Plan
At the beginning of each year, the County Board, Elected Officials and management staff review the previous year's accomplishments as they relate to the Strategic Plan and then establish new agenda items for the current year. These annual agenda items advance us toward achieving our five strategic goals and, once the items have been identified, they are divided into top, high or moderate priority and assigned to appropriate staff. Staff in turn focuses its energy and resources on the new policy and management agenda items throughout the year.
The following policy agenda items have been identified for 2008:
Top Priority
- Bel-Wood Facility Improvements
- Riverfront Museum Funding
- River Restoration Strategy
- Minority Business Development
- Regional Stormwater Management Plan
- Sales Tax for Public Facilities
High Priority
- Recycling Program Expansion
- Building Trades: Vocational - Technical School with District 150
- Regional Emergency Preparedness Plans
- Helping Older Neighborhoods
- Septic System Maintenance Legislation
- Healthcare Access for the Working Poor
The following management agenda items have been identified for 2008:
Top Priority
- Healthcare Prevention Strategy
- Finance Department: Implementation
- Lead Paint Abatement Program: Implementation
- Health Department: Finances & Accountability
- Juvenile Detention Center: Long-Term Direction and Funding
High Priority
- Joint City/County Training Programs
- Employee Retention Strategy
- Disaster Mitigation Planning
Vision Statement
The Strategic Plan includes a vision statement and guiding principles to help maintain focus on long-term goals. The incorporated principles that guide our vision serve as a checks and balances system for all policies, decisions, plans and actions. If a policy does not meet the standards set forth by our guiding principles, then the policy does not reflect our vision for the future and shall not be implemented. During its strategic planning process, Peoria County identified the vision of where we want to be by creating a vision statement:
Peoria is a growing county that has balanced development with preservation of our farmland.
Our residents live in a safe environment and have an opportunity for healthy living.
Our community values diversity and quality public and private education.
Our county has partnered with others to have a strong, diverse local economy with job
opportunities, and to provide efficient and excellent services.
Mission Statement
County government is mandated to perform certain services; these services must be considered when each core business within Peoria County Government develops its business plan. By adhering to its plan, the core business improves and provides better services to its citizens. Scrutiny of each business plan led to the development of a mission statement denoting the primary principles that define our desired approach to service within county government. The mission of Peoria County is to ensure that:
Peoria County Government is financially sound and provides core county
services in a cost-effective manner.
The county has a quality workforce and an engaged citizenry.
The county is a regional leader.
S.P.I.R.I.T. Campaign
Employee support of our Strategic Plan is crucial to its success. Therefore, the County Board has identified values that all employees of Peoria County Government are expected to espouse in their daily activities. These values best complement our vision, reflect our core beliefs and set forth performance expectations intended to guide behaviors and actions. In the SPIRIT of excellence, Peoria County employees exhibit and advocate:
- Service
- Productivity
- Integrity
- Responsibility
- Initiative
- Teamwork
S.P.I.R.I.T. Guidelines
To ensure the above core values are integrated into Peoria County's personnel infrastructure and become synonymous with our daily work environment, specific guidelines accompany each value.
- Service
- Respond and follow-up in a timely manner
- Understand the needs or concerns of the customer
- Link to a resource that will help the customer
- Take time to explain your decisions and actions to your customer
- Meet or exceed customer expectations
- Productivity
- Arrive at work on time and ready to go
- Look for more efficient, better ways to do the job
- Use resources efficiently
- Go the extra mile to ensure a satisfied customer
- Do the job right the first time
- Integrity
- Be honest
- Treat others with respect
- Follow through on promises and commitment
- Be courteous and polite
- Be receptive to feedback and constructive criticism
- Responsibility
- Be accountable for your actions
- Assume responsibility for problem solving
- Bring up issues and suggest solutions
- Hold yourself and others accountable
- Outline clear performance standards and responsibilities
- Initiative
- Do your job with minimal supervision
- Be flexible
- Look for ways to learn and improve your job skills
- Look for new methods and cost-cutting measures
- Keep your technical knowledge current
- Teamwork
- Look at the big picture: what is best for the county?
- Know your role, responsibilities and job duties
- Cooperate with others
- Understand and appreciate the problems of others
- Be supportive of the county, your department and your team
- Work with citizens to plan projects or policies