Sutter County FY 2018-2019 Countywide GoalsEstablished by the Board of Supervisors on September 11, 2018Sutter County, CaliforniaSCCA_a50c3dac-33aa-11e9-a31b-9c5bd261b4c6_a50c3ed8-33aa-11e9-a31b-9c5bd261b4c6To establish strategic direction for Sutter County_a50c3f5a-33aa-11e9-a31b-9c5bd261b4c6OpennessResponsivenessEthicsInclusivenessTransparencyDifferences of OpinionLeadershipProvide local government leadership which is open, responsive, ethical, inclusive, and transparent, while recognizing and respecting legitimate differences of opinion._a50c3fdc-33aa-11e9-a31b-9c5bd261b4c6APriority #1: Leadership – Complete long-term Organizational Strategic Plan; Complete Employee Succession Plan; Empower Executive Team; Develop Employee Engagement Program; Implement Performance Benchmarks/Dashboard Metrics; and, Establish a Board of Supervisors “Executive Committee.”Strategic PlanComplete long-term Organizational Strategic Plan_a50c4054-33aa-11e9-a31b-9c5bd261b4c6A.1Employee SuccessionComplete Employee Succession Plan_a50c40d6-33aa-11e9-a31b-9c5bd261b4c6A.2Executive TeamEmpower Executive Team_a50c414e-33aa-11e9-a31b-9c5bd261b4c6A.3Employee EngagementDevelop Employee Engagement Program_a50c41d0-33aa-11e9-a31b-9c5bd261b4c6A.4Sutter County EmployeesPerformance MetricsImplement Performance Benchmarks/Dashboard Metrics_a50c4248-33aa-11e9-a31b-9c5bd261b4c6A.5Executive CommitteeEstablish a Board of Supervisors “Executive Committee.”_a50c42ca-33aa-11e9-a31b-9c5bd261b4c6A.6OperationsOperate County government in a fiscally and managerially responsible manner to ensure Sutter County remains a viable and sustainable community to live, work, recreate, and raise a family._a50c4356-33aa-11e9-a31b-9c5bd261b4c6BPriority #2: Budget/Finance – Prepare long-term Financial Strategic Plan (including a strategy to achieve a structurally balanced General Fund Budget); Ensure FY 2019-20 Countywide Operating & Capital Improvement Plan (CIP) Budget documents comply with GFOA and CSMFO’s Best Management Practices; Complete review to convert to a biennial (two-year) budget process; Prepare Comprehensive Annual Financial Report (CAFR) for FY 2018-19; Provide semi-annual Pension and OPEB Liabilities reports; and, Establish a Board of Supervisors “Finance & Budget Committee.”Financial Strategic PlanPrepare long-term Financial Strategic Plan (including a strategy to achieve a structurally balanced General Fund Budget)_a50c43d8-33aa-11e9-a31b-9c5bd261b4c6B.1Operating & Capital Improvement PlanEnsure FY 2019-20 Countywide Operating & Capital Improvement Plan (CIP) Budget documents comply with GFOA and CSMFO’s Best Management Practices_a50c445a-33aa-11e9-a31b-9c5bd261b4c6B.2Budget ProcessComplete review to convert to a biennial (two-year) budget process_a50c44e6-33aa-11e9-a31b-9c5bd261b4c6B.3Financial ReportPrepare Comprehensive Annual Financial Report (CAFR) for FY 2018-19_a50c4572-33aa-11e9-a31b-9c5bd261b4c6B.4Pension and OPEB LiabilitiesProvide semi-annual Pension and OPEB Liabilities reports_a50c45fe-33aa-11e9-a31b-9c5bd261b4c6B.5Finance & Budget CommitteeEstablish a Board of Supervisors “Finance & Budget Committee"_a50c46b2-33aa-11e9-a31b-9c5bd261b4c6B.6Public SafetyMaintain strong commitment to public safety (including Law Enforcement, District Attorney, Public Defender, Probation, Fire, Emergency Management, and related services)._a50c4748-33aa-11e9-a31b-9c5bd261b4c6C_a50c47d4-33aa-11e9-a31b-9c5bd261b4c6Social ServicesProvide responsive and cost-effective social services (with measurable results) to an increasingly diverse and complex society._a50c486a-33aa-11e9-a31b-9c5bd261b4c6DPriority #4: Homelessness – Implement Long-Term Homeless Management Plan; Decide location, configuration, and initial services associated with a temporary shelter facility; and, Partner with other Yuba-Sutter agencies to develop a permanent long-term shelter.Homeless Management PlanImplement Long-Term Homeless Management Plan_a50c48f6-33aa-11e9-a31b-9c5bd261b4c6D.1Temporary ShelterDecide location, configuration, and initial services associated with a temporary shelter facility_a50c498c-33aa-11e9-a31b-9c5bd261b4c6D.2Permanent ShelterPartner with other Yuba-Sutter agencies to develop a permanent long-term shelter_a50c4a22-33aa-11e9-a31b-9c5bd261b4c6D.3Public InfrastructureProvide and enhance public infrastructure, including essential water, wastewater, other utilities, transportation systems (including “Farm to Market” roads), and achieve best possible flood protection for entire County region, including upgrading necessary levees to obtain reasonable flood insurance coverage to all residents, businesses, and property owners._a50c4ab8-33aa-11e9-a31b-9c5bd261b4c6E_a50c4b58-33aa-11e9-a31b-9c5bd261b4c6Programs & ServicesRemain committed to community and cultural programs and services, such as Library, Museum, and Veterans services._a50c4bf8-33aa-11e9-a31b-9c5bd261b4c6F_a50c4c98-33aa-11e9-a31b-9c5bd261b4c6FacilitiesReduce number of County facilities and ensure that all buildings are maintained at high standards to “lead by example” for other governmental agencies and private sector companies to emulate._a50c4d38-33aa-11e9-a31b-9c5bd261b4c6GPriority #3: Facilities – Complete Countywide Facilities Master Plan; Complete architectural design of Health & Human Services Building at 850 Gray Avenue; and, Complete Jail Expansion Project.Facilities Master PlanComplete Countywide Facilities Master Plan_a50c4de2-33aa-11e9-a31b-9c5bd261b4c6G.1Health & Human Services BuildingComplete architectural design of Health & Human Services Building at 850 Gray Avenue_a50c4e82-33aa-11e9-a31b-9c5bd261b4c6G.2JailComplete Jail Expansion Project_a50c4f22-33aa-11e9-a31b-9c5bd261b4c6G.3AgricultureProtect, support, and enhance Sutter County’s rich agricultural base._a50c4fcc-33aa-11e9-a31b-9c5bd261b4c6H_a50c506c-33aa-11e9-a31b-9c5bd261b4c6Sutter Pointe Specific PlanWork in partnership with applicable property owners, developers, and service providers to ensure timely implementation of Sutter Pointe Specific Plan._a50c5116-33aa-11e9-a31b-9c5bd261b4c6IPriority #5: Sutter Pointe Specific Plan – Continue to work with property owners and developers to process residential, industrial, and commercial development applications; Prepare comprehensive financial, environmental, and public infrastructure analysis to ensure compliance with Sutter Pointe Development Agreement requirements (including high quality development standards); and, Cooperate with applicable outside agencies as part of the due diligence process.Development ApplicationsContinue to work with property owners and developers to process residential, industrial, and commercial development applications_a50c51de-33aa-11e9-a31b-9c5bd261b4c6I.1Property OwnersDevelopersAnalysisPrepare comprehensive financial, environmental, and public infrastructure analysis to ensure compliance with Sutter Pointe Development Agreement requirements (including high quality development standards)_a50c5288-33aa-11e9-a31b-9c5bd261b4c6I.2Cooperation & Due DiligenceCooperate with applicable outside agencies as part of the due diligence process_a50c533c-33aa-11e9-a31b-9c5bd261b4c6I.3Succession PlanningImplement forward-thinking and “Best Management Practices” to ensure that County’s workforce will deploy successful succession planning necessary to enable County’s employment base to become more reflective of community’s changing demographics._a50c53fa-33aa-11e9-a31b-9c5bd261b4c6J_a50c54a4-33aa-11e9-a31b-9c5bd261b4c62018-09-112019-12-312019-02-18https://www.suttercounty.org/doc/government/bos/countywide_goalsOwenAmburOwen.Ambur@verizon.net