(15) County Administrative Office

Recommended Budget FY 24/25

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 by synchronizing County operations and responses to address countywide matters and challenges. Also, providing legislative updates, analysis, 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 of policies. This responsibility includes recommending the annual County budget, representing 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
 
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

  • Participated in the 2023 fall annual County Fair, connected with the community, and allowed the public to meet the administrative team and the county board of supervisors. 
  • Provided a token of appreciation and provided all employees access to the County Fair for them and their Families.
  • Hosted and facilitated the second annual employee appreciation luncheon, where all employees were recognized for their public service, creating a positive and productive work environment where employees feel valued, motivated, and engaged.     
  • Facilitated a two-day workshop focused on updating our Countywide Strategic Plan with participation from the Board of Supervisors, department heads, and administrative staff. 
  • Updated the Countywide strategic plan with goals and objectives, ensuring that the goals were SMART (Specific, Measurable, Achievable, Relevant, and time-bound) in all of the county's operations, with five focus areas prioritized. Updated the core organizational values, mission, and vision with input from the organization. The Strategic Plan provides the framework for continuing our commitment to improving life for all County residents.
  • Onboarded our County Information Officer (PIO) to be the point of contact for all media and stakeholders and has helped disseminate information timely and accurately and maintain transparency and trust in the community. 
  • Successfully facilitated the first County's Legislative Workshop with the participation of all county Department Heads, GOG, County Board of Supervisors, and local legislators such as Congresswoman Zoe Lofgren, Senator John Laird, Speaker of the Assembly Robert Rivas, and Staff of Senator Anna Caballero. The county highlighted vital issues pressing to the community and impacting the County of San Benito.     
  • Successfully onboarded a new Behavioral Health Director and continued the implementation stages for changes to the departmental structure and further leadership development.
  • We are implementing more sustainability practices and relying on electronic systems like Doc-U-Sign for electronic signatures, zoom for internal and external meetings, and NextRequest for public records requests.
  • In the process of updating the County Wide Impact fee study and conducting community outreach.
  • Continue supporting our community through various projects funded by the American Rescue Plan Act. 



Top Departmental Concerns

  • Given budgetary constraints, such as the current shortfall, the County must pursue strategies to generate revenue and trim expenses. 
  • Defecate in State Budget, impact on local community and residents. 
  • Impact on Economic Development and the County’s General fund if the proposed initiative passes; the board has directed CAO 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 financially capitalize on various opportunities and resources.
  • Retaining, attracting, and engaging employees by addressing salaries, recruitment, and improving retention concerns.
  • The increasing cost across the board, includes 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

  • Explore inventive approaches to streamline service delivery, thus positioning ourselves for future prosperity and making essential investments to fortify the County's foundation and ensure its sustained functionality.

     
  • Continue exploring economic opportunities and encourage opportunities for new revenue sources.
  • Continue to support departments in providing efficient services to the community.
  • Continue to implement energy savings improvements and sustainable growth.
  • Implement and achieve the goals outlined in the County's Strategic Plan. 
  • Implement goals/strategies aligned with the Master Plan to help grow the local economy, create a long-term sustainable economy, and promote local job creation.