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Lane County adopts 2025-27 strategic plan; management to set annual priorities
Summary
The board unanimously adopted a streamlined 2025-27 Lane County strategic plan that refines vision, mission, values and four goals; county management will select annual priority activities and performance indicators to align the plan with budget and implementation cycles.
The Lane County Board of Commissioners on June 24 adopted a three-year strategic plan (2025-27) that refines the county's vision, mission, values, core behaviors and four strategic goals. The board approved the framework unanimously and directed managers to return with year-one action items and performance indicators.
Consultants from Baker Tilly (formerly Moss Adams) presented the plan framework, noting an inclusive engagement process that included staff surveys, community surveys, focus groups and management interviews. Jeff Kinkade, senior operational analyst, and Annie (Annie/Andy) Rose of Baker Tilly walked commissioners through foundational statements and four high-level goals: safe and healthy county; vibrant communities; robust infrastructure; and people and organizational health.
Why it matters: The plan is intended to serve as an umbrella guiding document for county priorities over three years. Rather than listing a long set of static activities, county management will select annual priority actions tied to available resources; the board will review the action set and performance measures each year to align strategy with the budget cycle.
Core elements and next steps - Vision and mission: Updated vision focuses on a "thriving community where everyone can live, work and play," and the mission statement was streamlined to "We improve lives." Values retained integrity, excellence, equity and respect and added "connection." Core behaviors and strategic decision lenses (collaborative partnerships, stewardship of resources and equity) were included to guide decisions. - Strategic goals and objectives: Four goals were retained from prior planning but refined with specific objectives (for example, emergency response, housing affordability, infrastructure maintenance and employee engagement). - Implementation approach: Management will identify year-one activities and key performance indicators for each goal and present those to the board for approval; activities will be tied directly to the budgeting process and re-evaluated annually.
Board discussion and adoption Commissioners praised the streamlined plan and the annual retooling approach that links priorities to budget reality. Several commissioners highlighted housing and public safety themes embedded across the goals. Vice Chair moved adoption of the order to adopt the 2025-27 strategic plan; the motion carried 5-0.
Ending Staff will develop performance measures and year-one activities, publish the full plan (including English and Spanish versions), and return to the board with the action package for formal adoption and budget alignment.
