1. Leadership

Sutter County is committed to the continued development of a strong leadership culture at all levels of the organization.

1. Continue and expand leadership training opportunities for staff at all levels of the organization. (e.g., NACo leadership program; CSAC Senior County Executive Credential Program).
2. Pursue and develop cost-effective wellness opportunities for County employees.
3. Develop a county-wide customer service philosophy and integrate it into department culture.
4. Develop a governance manual to be adopted by the Board of Supervisors to define and sustain a culture of respect across all County functions.

2. Economic Development

Sutter County actively pursues economic development opportunities.

1. Successfully recruit and hire an Economic Development Manager position after a job specification is created and adopted.
2. Establish specific goals and measurable outcomes for County Economic Development efforts including business attraction and retention, business recognition program.
3. Continue to advocate with state and federal agencies for reasonable development rules relating to flood plain management including building a coalition of jurisdictions to maximize effectiveness of advocacy efforts.

3. Homelessness

Sutter County efforts minimize the impact homelessness has on the quality of life in our communities.

1. Conduct joint Board of Supervisors/City County public meeting to discuss homelessness, progress, and goals.
2. Partner with City of Yuba City and local organizations to ensure long-term viability of homelessness services.
3. Determine need for additional homeless-related resources, such as housing and services.

4. Facilities

Sutter County facilities are safe, accessible, and efficient.

1. Analyze remote work possibilities for each department, including financial, logistical and service issues.
2. Analyze future space needs, including consideration of remote work options and present information to the Board of Supervisors as part of the Facilities Master Plan.
3. Continue facility consolidation efforts including the Gray Avenue property.
4. Present recommendations for major facility upgrades and repairs that are possible within available resources.

5. Development

Sutter County development is planned and thoughtful to maintain and enhance attractive and viable residential, commercial, and industrial development.

1. Prioritize General Plan amendments to align County policy with community needs.
2. Continue working productively with Sutter Pointe residential developers to ensure timely, quality development.
3. Pursue land entitlement options for additional commercial and industrial development, including within Sutter Pointe.
4. Encourage development in all five supervisorial districts.

6. Public Safety

Sutter County continues its commitment to the safety of the public, including finding viable solutions for fire services in the unincorporated areas.

1. Assist with and analyze fire services review from LAFCO consultant to better understand district consolidation opportunities and challenges.
2. Conduct public meetings to discuss County fire services funding challenges and potential solutions.
3. Develop a long-term plan for sustainable fire services.

Note: The Budget and Finance priority has been eliminated. All goals were met in FY 2020-21, and the County continues to strengthen its long-term financial position.