The Archuleta County Board of County Commissioners (BoCC) approved its 2025-2028 strategic plan during its Jan. 21 regular meeting.
The BoCC unanimously approved Resolution 2025-13, which adopts “the model and framework by which the county shall operate and adhere to in its service to the taxpayers and residents of Archuleta County,” according to the agenda.
According to a press release, the planning group Civic* Possible assisted in the process of drafting the strategic plan, which began in May 2024.
“The result derives from a comprehensive set of tactics including several in-person community listening sessions in both English and Spanish, one-on-one interviews with both County employees and residents with Civic* Possible staff, as well as online surveys conducted throughout the year,” the press release states.
During a work session held on Jan. 21, the BoCC heard a presentation from Jason Schneider, a principle with Civic* Possible who has been working with the county on its strategic plan for the past year.
Schneider explained that the strategic plan has been divided into different priorities that have initiatives, actions and milestones associated with them.
He commented that it has been a “fairly lengthy process” in working with the county to develop the strategic plan that will guide the county’s work for the next three years.
Schneider indicated that his work began with a discovery phase and took the data gathered into a planning phase.
During the discovery phase, Schneider indicated that 45 interviews were conducted “with local community members that were recommended by you and your staff,” noting a lot of the interviewees were representing key stakeholders in the community.
He also noted there were four listening sessions held for community members to give input on different topics, noting that one of the sessions was held entirely in Spanish.
There were 37 participants total in those listening sessions, Schneider noted, along with “just over” 500 survey responses to “let us know how the county is doing.”
Next began the planning phase in which Schneider and his staff sat down with 18 county employees for four hours to discuss all of the information and responses gathered in the discovery phase.
He mentioned that following the sit-down with county staff, four more public listening sessions were held, noting one was held in Arboles and one was held entirely in Spanish again.
He explained that the listening sessions focused on the information gathered in the discovery phase and places county staff were thinking about focusing on.
Schneider indicated that another survey was sent out, this time receiving just over 100 responses, with all the information being brought back to county staff for another four-hour meeting.
Schneider indicated that more than 800 contacts were made throughout the community and through those contacts, “we heard a lot.”
He noted that some of the responses contained contradicting concerns and visions for the community, but that, more or less, the main response was, “We’re really excited about the direction the county is going.”
“It’s all moving towards a less reactionary county and a much more proactive county about how do we take care of our citizens,” Schneider said.
He added that some of the main concerns brought forth by community members included infrastructure concerns and turnover rates with county employees.
Schneider also mentioned there were a lot of concerns from residents stating they are unaware of who provides what services to the community.
“As this is the first strategic plan, it’s really about culture,” Schneider added, noting there is a desire of county staff to come together, same with the residents, but there is confusion about who is in what role.
Schneider went on to explain that the three top priorities identified are stewardship through development, infrastructure improvements and strengthening community partnerships.
“A number of residents are concerned that the community’s changing faster than they understand and don’t know how to fit into it,” Schneider said, explaining that stewardship through development will help address this concern.
“People move here for quality of life and they want to make sure that’s protected,” he added.
Schneider also commented on the need for strengthening community partnerships, saying, “because there are so many entities involved in taking care of the community, it’s really making sure the information flow and trust is the primary currency between everybody.”
Commissioner Veronica Medina commented that this plan is what she envisioned for the community.
“I really like where you brought us and how you really rallied staff,” she said.
Commissioner Warren Brown noted that plans “are not a waste of time” and that he is “ready to see this set in.”
Commissioner John Ranson mentioned that plans can tend to “end up on a shelf,” but that he was impressed with the work done by Civic* Possible. “I really like what you’ve done and the product that’s been delivered.”
Schneider mentioned there was an “initial hesitancy and skepticism” with staff when initially starting the strategic plan process, but that the more staff saw the BoCC stepping back and allowing room for employees and community involvement, “the more enthusiasm picked up.”
Ranson asked Schneider if he had any suggestions on how to communicate and work more efficiently with other agencies.
“I think it’s huge,” Ranson said, noting he hasn’t always seen that at the county over the years.
Schneider noted a military ideology in that it’s best to “go slow, to go fast” and to never assume that everyone has all the information, calling it “humility.”
He noted the “less polite” way is by saying, “We all need to get over ourselves.”
The entire strategic plan can be viewed on the county’s website at www.archuletacounty.org/203/Strategic-Plan.
clayton@pagosasun.com
