Title
Chief Administrative Office recommending the Board approve the updates to the Countywide Strategic plan and direct all Department Heads to incorporate the goals and priorities identified in the Countywide Strategic Plan into their short, middle and long term goals. (Est. Time: 1 Hour)
FUNDING: N/A
Body
DISCUSSION / BACKGROUND
In 2014 the County began the process of developing a Countywide Strategic plan which was subsequently completed in 2016. During that process, the County engaged in extensive community outreach, which included a ‘Citizen Engagement Survey’. As a result of those efforts, the Strategic Plan included five overarching goals of (1) Public Safety, (2) Infrastructure, (3), Good Governance, (4) Economic Development and (5) Healthy Communities.
Over the past three years the County made significant strides in achieving each of the goals in the Strategic Plan, as demonstrated by the following examples:
- Public Safety: Implementation of the Homeless Outreach Team and Psychiatric Emergency Response Team, expansion of the resident deputy program as well as the School Resource Program, and implementation of a misdemeanant restoration of competency program to provide court ordered treatment and training.
- Infrastructure: Completion of the Government Center renovations, near completion of the Public Safety Facility, beginning the replacement of the El Dorado Center, the implementation of a facility/capital replacement fund, implementation of the new Enterprise Resource Planning (FENIX) system, a new property tax system (Megabyte), and a new land management system (Trak-It), all of which allow the County to transition off the mainframe no later than June 30, 2019.
- Good Governance: Implementation of a Board of Supervisors ‘Good Governance’ manual, the development of a long term labor negotiation strategy and compensation philosophy and increased accountability of all appointed Department Heads through the implementation of a 360 annual evaluation process.
- Economic Development: Developed strong foundation for economic development activities which is now resulting in increased economic development to the County, including lower vacancy rates in the El Dorado Hills Business Park, opening of a pet hospital, expansion of an existing business in the El Dorado Hills Business Park, and multiple other significant projects being planned for El Dorado County.
- Healthy Communities: Implementation of 211 El Dorado, county-wide health vending machines, improved community engagement through Community Health Improvement Plan & WELLDorado website, implementation of the Drug Medi-Cal Organized Delivery System, and a decrease in food waste in partnership with local restaurants.
As a result of this success, staff felt it was the appropriate time to update the Strategic Plan. Through this process, it was determined the five strategic goals of Public Safety, Infrastructure, Good Governance, Economic Development and Healthy Communities should remain the same, but to update the priorities identified relative to each goal.
The process to complete this update included one on one meetings with members of the Board of Supervisors; facilitator led discussions with management staff from each of the functional groups; facilitator led discussions with Department Heads from each of the functional groups; a public workshop to receive input and assist with identifying the priorities and themes relative to each Goal category; and then concluded with the Department Heads, who volunteered to assist with reviewing the feedback received from the public workshop relative to each Goal, making a final recommendation of the priorities and themes to the entire Department Head Management Team. The recommended themes and priorities before the Board is the culmination of these efforts and has the consensus of your executive team of Department Heads.
Exhibit A, attached for review and recommended approval, is Vision, Mission, Core Values, Strategic Goals and Definitions that have not changed, as well as updated priorities relative to each Goal. Upon Board approval, it will then be the expectation that all Department Heads incorporate these priorities and themes in their departmental strategic plans and operational priorities.
ALTERNATIVES
The Board could choose to make changes to the themes and priorities identified within each Goal, or direct staff to revisit the entire Strategic Plan.
PRIOR BOARD ACTION
3/21/2016 14-1322 Version 13 Adoption of Strategic Plan
OTHER DEPARTMENT / AGENCY INVOLVEMENT
All County Departments
FINANCIAL IMPACT
None. There is no financial impact relative to the approval of this recommendation.
CLERK OF THE BOARD FOLLOW UP ACTIONS
N/A
STRATEGIC PLAN COMPONENT
Good Governance
CONTACT
Don Ashton, Chief Administrative Officer