COMPASS reaches midpoint, ready to adjust to meet challenges ahead

COMPASS, the Department of Natural Resources’ 5-year strategic plan, has consistently focused on improving LCDNR’s service delivery while purposefully aligning priorities and goals with actions since its inception in 2022.

As we reach the midpoint of COMPASS in 2025, the six priority teams are more determined than ever, with renewed purpose to take on challenges at hand. At a recent COMPASS Goal leader meeting, discussions involved addressing future challenges and embracing new opportunities to meet our mission, and utilizing COMPASS to support that desire.

From working towards greater financial sustainability to addressing operational efficiencies and level of service challenges across LCDNR, goal leaders agree that COMPASS can be an effective tool to help us continue to build a framework to help us accomplish our goals.

So what will that look like in the future? A few important changes the goal leaders identified include:

1. The Sustainable Funding and Level of Service team will combine efforts and will become one focused team, a Sustainability Priority. The effort of this team is to better assess and tackle future financial and operational challenges LCDNR is facing.

2. The Regional Leadership Priority will transition to the Positive Work Culture Priority and will dissolve as a leading Priority team, but will instead become integrated into the current actions of Goal 3 residing under the Culture’s team efforts.

3. To address staff attrition and identify current and active Priority team members, Priority Leaders (SLT) will offer team members the opportunity to “re-commit” to or “retire” from their designated COMPASS team or goal. SLT will then choose to actively elect or recruit new members or hold steady with current team members.

4. These adjustments will bring COMPASS from six active Priority teams down to four teams, which will bring greater focus and dedicated attention to some critical areas.

Key 2024 achievements from COMPASS Priority Teams (as reported in monday.com):

• Conservation and Proactive Land Management

  • Completed vital restoration activities at Canyon Edge Open Space, including removing a former residence, treating invasive species, and launching public tours.

  • Successfully restored native grasslands at Devil’s Backbone and Red Mountain open spaces through targeted invasive species treatments.

  • Acquired Rocky Ridge Natural Area and expanded Prairie Ridge Natural Area.

  • Completed adaptive management plan for Chimney Hollow Open Space.

  • Released results from the 2023 Our Lands, Our Future countywide survey.

  • Completed the construction of the Land Stewardship facility at The Ranch to consolidate staff and increase efficiencies in delivery of restoration/ecological services.

• Nature Opportunities for All

  • Expanded equitable nature access for community members through enhanced partnerships with American Adventure Sports Club, the LGBTQIA+ community, and Native youth associated with CSU’s I-STAR program.

  • Hosted DEIA-focused trainings for staff to advance learning in public land management and opening the outdoors to all.

  • Launched ‘Text2Park’ and same-day camping reservations to enhance visitor convenience.

  • Completed the second year of a three year pilot of the Rate Your Day visitor satisfaction survey.

  • Advanced new technology solutions to increase internet accessibility and connectivity within the system

• Sustainable Funding

  • Completed a revised 25-year financial model to guide future-forward decision-making and sustaining operations.

  • Finished seven capital improvement projects, which work to enhance long-term financial sustainability. These included a maintenance shop and wastewater system at Hermit Park, ANS inspection and decontamination at Horsetooth Reservoir, shoreline protections at Horsetooth, and four pay-as-you-go RV dump stations.

• Positive Work Culture

  • Hosted five all-staff gatherings and seven volunteer service days to strengthen DNR culture.

  • Nearly 50 staff volunteered at Habitat for Humanity, WOLF Sanctuary, Loveland Community Kitchen, and Foco Café.

  • Launched the first year of the LCDNR Mentorship Program, pairing mentors and mentees together to grow and learn from each other.

• Levels of Service

  • Completed a job duty assessment to clarify roles and are working towards developing a standardized work plan for streamlined efficiencies and strengthened communication among team members.

• Regional Leadership

  • Staff actively contributed within local, regional, and statewide efforts in conservation and responsible recreation management.