(15) County Administrative Office

Recommended Budget FY22/23

Department Overview

The County Administrative Office (CAO) serves as a policy and fiscal advisor to the County Administrative Officer and the Board of Supervisors (BOS). The CAO assists and advises the BOS through synchronization of County operations and responses to address countywide matters and challenges. Also, providing legislative updates, analyisis and tracking changing regulations that impact countywide programming. The office promotes responsible resource allocation, protects the financial integrity of the County, and provides independent analysis on policies. This responsibility includes the recommendation of the annual County budget, representation of the BOS in relationships with other agencies, and assisting departments in analyzing new or changing systems, procedures, and organizations. The administrative office provides either administrative support, guidance, or management functions to the divisions and programs found to the right.

Divisions

Clerk of the Board
Administration
Non-Department Expenditures
Non-Department Revenue
Census
2020
Grand Jury
Public Defender
Office of Emergency Services
Disaster Recovery
Animal Control and Veterinarian
Information Technology
Human Resources
Aid to Indigents
Community Programs
Economic Development
Risk Management
Ag Extension
Veteran's Services
Cannabis
Emergency Medical Services
County Fire

Strategic Plan Focus Areas

  • Operational Development and Excellence
  • Planning for Sustainable Growth
  • Technology
  • Community Engagement
  • Healthy and Safe Communities

Detailed information can be found here: Strategic Plan Overview

Staff

Recent Departmental Accomplishments

  • A Countywide strategic plan continues to be implemented in all of the county's operations, where five focus areas are prioritized, with core organizational values, mission, and vision, with various departments. The Strategic Plan provides the framework for continuing our commitment to improving life for all County residents.
  • The New Behavioral Health Building is now occupied and open to the public.
  • The novel coronavirus pandemic (COVID-19) has impacted the entire organization. We have shifted operations remote and more efficient, implemented Doc-U-Sign for electronic signatures, zoom for internal and external meetings, and NextRequest for public records requests.
  • Hosted a COVID-19 Tribute to our community members who have lost their lives COVID-19. We partner with local organizations to embroider the names of 64 white flags posted on the lawn in front of the Administrative office;
  • Improved virtual communications and have set a solid foundation for responding to emerging needs and rapidly changing economic circumstances while sustaining vital public services, communicating with the community utilizing NIXEL, social media, and zoom, and using other modern avenues of communication.


Supporting our community through various projects supported by the American Rescue Plan; allocations have been made for:

  • A community-wide vaccination incentive program;
  • A partnership with Community Foundation and United Way to administer a non-profit Covid-19 relief program ($455,000);
  • Tourism symposium and supporting truism in our community;
  • Pandemic pay for essential county employees;
  • Historical Park portable water and a water pump at Veterans Memorial Park;
  • A dedicated public requires act staff and software that supports the influx of PRA's that we have received; and
  • A dedicated Public Information Officer to continue to increase our connection to the community.


Top Departmental Concerns

  • Impact on Economic Development and the County’s General fund if the proposed initiative passes; the board has directed to move forward with a 9111 Report on the fiscal and other impacts of the measure; and
  • Diversifying current revenue streams to sustain countywide programs and capitalize on various opportunities and resources financially.
  • Retaining, attracting, and engaging employees by addressing salaries, recruitment, and improving retention concerns.
  • The increasing cost of maintaining infrastructure, technological advancements, and efficiently utilizing available space.
  • Maintenance expense of Road infrastructure and County facilities.

Long Range Planning Goals (3-5 years) For Department

  • Implement findings and recommendations staff classification study in phases.
  • Continue Economic Development and encourage opportunities for new revenue sources.
  • Continue to support departments to provide efficient services to the community.
  • Continue to implement energy savings improvements and sustainable growth.
  • Implementation of goals/strategy aligning with the Master Plan to help grow the local economy, create a long term sustainable economy, and promote local job creation.