Each year, History Colorado publishes a Performance Plan. Performance Plans summarize the near-term strategic and operational priorities for the Department, and explicitly connect organizational objectives to a system for managing the achievement of these priorities. The Performance Plan contains much detail about the work of History Colorado, to the level of individual processes by which they deliver goods and services to their customers, alongside their current focus areas. This is a core part of our approach for Customer- and Taxpayer-Focused Performance Management.

Each year, the Department of Human Services publishes a Performance Plan. Performance Plans summarize the near-term strategic and operational priorities for the Department, and explicitly connect organizational objectives to a system for managing the achievement of these priorities. The Performance Plan contains much detail about the work of the Department, to the level of individual processes by which they deliver goods and services to their customers, alongside their current focus areas. This is a core part of our approach for Customer- and Taxpayer-Focused Performance Management.

Each year, the Public Employees’ Retirement Association publishes a Performance Plan. Performance Plans summarize the near-term strategic and operational priorities for the Department, and explicitly connect organizational objectives to a system for managing the achievement of these priorities. The Performance Plan contains much detail about the work of the Association, to the level of individual processes by which they deliver goods and services to their customers, alongside their current focus areas. This is a core part of our approach for Customer- and Taxpayer-Focused Performance Management.

Each year, the Department of Local Affairs publishes a Performance Plan. Performance Plans summarize the near-term strategic and operational priorities for the Department, and explicitly connect organizational objectives to a system for managing the achievement of these priorities. The Performance Plan contains much detail about the work of the Department, to the level of individual processes by which they deliver goods and services to their customers, alongside their current focus areas. This is a core part of our approach for Customer- and Taxpayer-Focused Performance Management.

Each year, the Department of Corrections publishes a Performance Plan. Performance Plans summarize the near-term strategic and operational priorities for the Department, and explicitly connect organizational objectives to a system for managing the achievement of these priorities. The Performance Plan contains much detail about the work of the Department, to the level of individual processes by which they deliver goods and services to their customers, alongside their current focus areas. This is a core part of our approach for Customer- and Taxpayer-Focused Performance Management.

Each year, the Department of Regulatory Agencies publishes a Performance Plan. Performance Plans summarize the near-term strategic and operational priorities for the Department, and explicitly connect organizational objectives to a system for managing the achievement of these priorities. The Performance Plan contains much detail about the work of the Department, to the level of individual processes by which they deliver goods and services to their customers, alongside their current focus areas. This is a core part of our approach for Customer- and Taxpayer-Focused Performance Management.

Each year, the Department of Personnel and Administration publishes a Performance Plan. Performance Plans summarize the near-term strategic and operational priorities for the Department, and explicitly connect organizational objectives to a system for managing the achievement of these priorities. The Performance Plan contains much detail about the work of the Department, to the level of individual processes by which they deliver goods and services to their customers, alongside their current focus areas. This is a core part of our approach for Customer- and Taxpayer-Focused Performance Management.

Each year, the Department of Transportation publishes a Performance Plan. Performance Plans summarize the near-term strategic and operational priorities for the Department, and explicitly connect organizational objectives to a system for managing the achievement of these priorities. The Performance Plan contains much detail about the work of the Department, to the level of individual processes by which they deliver goods and services to their customers, alongside their current focus areas. This is a core part of our approach for Customer- and Taxpayer-Focused Performance Management.

Each year, the Office of Information Technology publishes a Performance Plan. Performance Plans summarize the near-term strategic and operational priorities for the Department, and explicitly connect organizational objectives to a system for managing the achievement of these priorities. The Performance Plan contains much detail about the work of the Office, to the level of individual processes by which they deliver goods and services to their customers, alongside their current focus areas. This is a core part of our approach for Customer- and Taxpayer-Focused Performance Management.

Each year, the Department of Public Safety publishes a Performance Plan. Performance Plans summarize the near-term strategic and operational priorities for the Department, and explicitly connect organizational objectives to a system for managing the achievement of these priorities. The Performance Plan contains much detail about the work of the Department, to the level of individual processes by which they deliver goods and services to their customers, alongside their current focus areas. This is a core part of our approach for Customer- and Taxpayer-Focused Performance Management.