In accordance with the SMART Act (HB10-1119), the Department of Personnel & Administration assembles the Department's strategic plan each year. This strategic plan represents a considerable effort undertaken by the DPA leadership team to prioritize and focus the Department's efforts and resources on the functions that will provide the greatest service to our customers and the citizens of Colorado. It is important to note that the strategic plan represents a living document that, like any other, can only be improved through ongoing scrutiny and revision. As a result, the Department is continuing to refine the information presented within the strategic plan.
Wildly Important Goals
The Department of Personnel & Administration identified several wildly important goals (WIG) for FY 2020-21 and beyond. The Governor's Dashboard provides a summary of our progress on these initiatives so far.
Priority I. Employer of Choice
Successful completion of this goal will help to ensure we recruit and retain a diverse, talented workforce that reflects the community it serves. To achieve our goal of recognizing, embracing, and celebrating all identities and abilities, the State of Colorado is committed to working together and leading the nation in equity, diversity and inclusion (EDI) efforts. We believe that an equitable, diverse, and inclusive workplace is one where all employees and community partners, whatever their gender, race, ethnicity, national origin, age, sexual orientation, gender identity, citizenship status, education, disability, or any other identity, feel valued and respected. We are committed to nondiscriminatory practices and providing equitable opportunity for employment and advancement in all of our departments, programs, services, and worksites.
Priority II. Innovation and Efficiency
Successful completion of this goal will strengthen our statewide contract management practices. The State Purchasing and Contracts Office made strides in improving contracting practices through its work to modernize the procurement code and by championing Invitations to Negotiate, which leverages the state’s bargaining power and passes value to the customers we serve. To fully realize the benefits of these efforts, though, contract managers in programs across state government need proper training and support as they adapt to changes inherent in modernizing and improving the way the state does business.
Priority III. Reduce the State's Physical Footprint
Successful completion of this goal will lead to better space utilization in the employee work environment and a reduction in the amount of leased square footage statewide which provides diverse workplace options for state agencies and financial savings which can be spent on administrative priorities.
DPA Performance Plans
- FY2020-21 Strategic Plan
- FY2019-20 Strategic Plan
- FY2018-19 Strategic Plan
- FY2017-18 Strategic Plan
- FY2016-17 Strategic Plan
- FY2015-16 Strategic Plan
For more detailed information about DPA and other department budgets, visit the Office of State Planning and Budgeting.
You can also learn more about state government expenditures (where the money is spent) and revenue (source of the money) by visiting the Transparency Online Project (TOP).