Vision, Mission, Values, Code of ethics & Code of

Conduct

Created & Approved by the Tuolumne County Board of Supervisors on December 6, 2011

Five year program & Major projects plan

VISION, MISSION, VALUES, CODE OF ETHICS & CODE OF CONDUCT

AND

FIVE YEAR PROGRAM AND MAJOR PROJECTS PLAN

TABLE OF CONTENTS I. County Administrator’s Introduction II. Vision, Mission, Values, Code of Ethics & Code of Conduct Vision................................................................................................................... 5 Mission ................................................................................................................ 6 Values .................................................................................................................. 7 Code of Ethics ................................................................................................... 8 Code of Conduct .............................................................................................. 9 III. Part 1 - Five Year Program Plan Program Matrix..............................................................................................12 Program Narrative.........................................................................................14 IV. Part 2 - Five Year Major Projects Plan Program Matrix..............................................................................................26 Program Detail Sheets ..................................................................................27

Introduction

One of the Board of Supervisor’s 2011 Goals was to “Develop Tuolumne County Vision, Mission, and Values Statements and complimentary 5 Year Plan”. The Board also desired to develop a Code of Ethics and Code of Conduct. This overall goal was accomplished with adoption of these statements and plan on December 6, 2011. It should be noted that this is the first time that the Board of Supervisors has ever adopted such statements and plans. This is another major step towards the County of Tuolumne becoming a more purposeful, mission driven organization. Included in this document is a compilation of each of these statements and plans. The key building block of the Tuolumne County 5 Year Plan (a.k.a. Plan) is the Mission Statement which reads as follows:

We provide exceptional services that: Create a healthy and safe community

Exercise natural, cultural and financial resource stewardship Promote economic prosperity

Enhance quality of life The bolded key words in the mission statement serve as the major categories for the Plan as a means of tying the Plan to the mission statement. The Plan is broken into two distinct parts: Part 1 – 5 Year Program Plan (policy and programmatic issues); and Part 2 – 5 Year Major Project Plan (significant capital improvement plan and technology projects). The Program and Major Project Plans are in turn broken into two parts: 1) a matrix which attempts to provide a birds-eye view of the major plan components and approximately when during the 5 year period the majority of work is expected to be accomplished; and 2) narrative or detail sheets that better define each program or project. This format was chosen to facilitate extracting the first year of the Plan and using it as the basis of the upcoming year’s Board Goals. This format is also intended to be used as the basis of a 5 year rolling plan in which years 2-5 theoretically become the focus of years 1-4 in the subsequent year’s update and year 5 projects are added. It is the Board’s stated intention to review these statements and plans annually. This will ensure that they stay fresh, relevant and reflective of the most important issues facing the County.

Vision, Mission, Values, Code of ethics & Code of

Conduct Created & Approved by the Tuolumne County Board of Supervisors on

December 6, 2011

VISION

Tuolumne County is a place where all citizens enjoy

opportunities to thrive in a safe, healthy and productive

community 5

MISSION

We provide exceptional services that: create a healthy and safe community exercise natural, cultural and financial

resource stewardship promote economic prosperity

enhance quality of life

VALUES

INTEGRITY We hold ourselves to the highest level of honesty,

transparency and ethical conduct in all relations and dealings

CREATIVITY

In responding to the current and future needs of the community, we encourage innovative and creative

approaches to problem-solving

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CODE OF ETHICS

INTEGRITY Promote a positive public image

Be a good steward of County property and public funds Conduct and perform job duties diligently and promptly

Treat all with respect, courtesy and in a professional manner

RESPECT & FAIRNESS We treat all people with respect, sensitivity, compassion and all situations

are handled in an ethical manner

STEWARDSHIP We are committed to responsible resource management and the

preservation of Tuolumne County’s cultures and heritage

CODE OF CONDUCT

Treat County staff and the public as valued customers Listen intently

Treat everyone as you would expect to be treated Provide professional service

Provide accurate and usable information Strive for flexible and creative solutions

Respond in a respectful and compassionate manner

Customers may not remember what you say, but they will remember how you treated them

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5 year program & major projects Plan

Created & Approved by the Tuolumne County Board of Supervisors on December 6, 2011

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Part 1

5 Year Program Plan

Program Matrix

Program Narrative

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Adopted5 Year Program Plan

2012-2016

Programs 2012 2013 2014 2015 2016

A. Health

1. Extend Groveland Ambulance Tax Plan Dev. Ballot Measure2. Social Service Realignment Analyze & Imp. Implement3. Behavioral Health Realignment Analyze & Imp. Implement4. Health Care Reform/Integration Analyze & Plan Plan & Imp. Implement5. AB 885 Septic Regulations Comment Implement6. Solid Waste Plan Plan Dev. Plan Dev.

B. Safety

1. Public Safety Realignment Implement Monitor & Adj. Monitor & Adj.2. Fire & First Responder System a. Emergency Medical Dispatch Plan & Imp. b. Revitalize Volunteer System Plan & Imp. c. Insurance Imp. Strategic Plan Plan Dev. Plan & Imp. d. Consolidated Command Structure Plan Dev. Plan & Imp.3. Emergency Operations Plan Plan & Imp.4. Hazard Mitigation Plan Plan & Imp.5. Revised Code Compliance Ordinance Adopt & Imp.

C. Natural & Cultural Resources

1. Biological Resource Review Guide Adopt & Imp.2. Hetch Hetchy Upgrade Part./Comment Part./Comment Part./Comment Part./Comment Part./Comment3. Water Planning a. Delta Plan Part./Comment Part./Comment Part./Comment Part./Comment Part./Comment b. IRWM Part./Comment Part./Comment Part./Comment Part./Comment Part./Comment4. Don Pedro FERC Relicensing Part./Comment Part./Comment Part./Comment Part./Comment Part./Comment5. Healthy Forest Practices Advocate Advocate Advocate Advocate Advocate

D. Quality of Life

1. Library Sustainability Plan Plan Plan & Imp.2. Recreation Sustainability Plan Plan Plan & Imp.3. Blue Print Plan Implementation a. Complete & Adopt Blue Print Plan Adopt b. Update GP Land Use Element Plan Plan Adopt c. Update GP Circulation Element Plan Plan Adopt d. Update Regional Transportation Plan Plan Plan Adopt

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Adopted5 Year Program Plan

2012-2016

Programs 2012 2013 2014 2015 2016

E. Economic Prosperity

1. TCEDA Support Part. & Fund Part. & Fund Part. & Fund Part. & Fund Part. & Fund2. CALED Assessment Forum Part. & Imp.3. Agri-Tourism a. Update GP Ag Resources Element Plan & Adopt b. Amend Ag Districts in Zoning Ord. Plan & Adopt4. Arts & Cultural Tourism Plan & Imp. Part. & Imp. Part. & Imp.5. Railtown 1897 Partnership Plan & Adopt Monitor & Adj.6. Streamline Regulations Ongoing Rev. Ongoing Rev. Ongoing Rev. Ongoing Rev. Ongoing Rev. a. Revise Inclusionary Ordinance Plan & Adopt b. Review Optional GP Elements Evaluate c. Review Hillside/Hilltop Guidelines Plan & Adopt7. Infrastructure Enhancement a. Broadband Advocate Advocate b. Roadway Circulation Improvements Plan & Imp. Implement Implement Implement Implement8. Customer Service a. Customer Service Program Plan & Imp. Monitor & Adj. Monitor & Adj. Monitor & Adj. Monitor & Adj. b. Granicus: Agenda Mgmt & Video Plan & Fund Implement c. Web Page Replacement Plan & Imp.

F. Organizational Stewardship

1. Employee Recognition Programs Plan Dev. Implement Monitor & Adj. Monitor & Adj. Monitor & Adj.2. Retention/Succession Planning Plan Dev. Implement Monitor & Adj. Monitor & Adj. Monitor & Adj.3. Fair & Sustainable Labor Agreements Negotiate Negotiate4. Countywide Volunteer Program Plan Dev. Implement Monitor & Adj. Monitor & Adj. Monitor & Adj.5. Document Management Plan & Fund Implement6. Fleet Services/Motor Pool Plan & Imp.7. Budget Prioritization System Plan & Adopt Monitor & Adj. Monitor & Adj. Monitor & Adj. Monitor & Adj.8. Legislative Platform Monitor & Adj. Monitor & Adj. Monitor & Adj. Monitor & Adj. Monitor & Adj.

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5 Year Program Plan

2012-16 Adopted 12/6/11

A. Health 1. Extend Groveland Ambulance Tax The South County Ambulance Zone tax is set to expire in June 2013. Voters’ extension of this tax assessment would allow for continued 24/7 Advanced Life Support ambulance coverage in the Groveland area. 2. Social Services Realignment With the passage of AB 118, numerous DSS programs have been realigned to the local level, most notably Adult Protective Services, Child Welfare, and Foster Care/Adoption Assistance aid payments. A percentage of existing sales tax is expected to fund the county’s increased share of these realigned programs estimated at $2.9 million this fiscal year, and there is continued discussion about realigning additional social services programs to the local level. 3. Behavioral Health Realignment In addition to Social Services programs, several Behavioral Health programs are being realigned to the local level including managed care, Early Periodic Screening, Diagnostic, and Treatment for youth under the age of 21, and drug and alcohol services. While the fiscal and programmatic impacts are not fully known at this time, a significant change is that the Board of Supervisors will be assuming responsibility for approving plans that once were approved at a state level.

4. Health Care Reform/Integration of Health Policies

Federal health care reform requires the incremental revision of various components of the health care system over the next ten years with the potential for far-reaching affects. By 2012, a community health needs assessment is required from tax-exempt hospitals in order to avoid financial penalties. By 2014, mental health and substance abuse services are to be integrated into the primary health settings. Tuolumne County has been awarded a federal grant under health reform legislation to expand various community resources to improve public health and wellness. The Behavioral Health staff and Public Health staff have begun the process of working with various community partners to implement these strategies and to gather public input into these projects over the next five years. 5. AB 885 Septic Regulations The State Water Resources Control Board (State Water Board) has completed a draft State Policy for Water Quality Control for Siting, Design, Operation, and Management of Onsite Wastewater Treatment Systems (OWTS Policy). The Draft OWTS Policy and a Substitute Environmental Document (SED) have been released for public review and comment. The Draft

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OWTS Policy has the potential to significantly modify the standards under which septic systems are installed in Tuolumne County which could lead to increased costs of such systems. During 2012, County Staff will review and prepare comments on the Draft OWTS Policy for consideration by the Board of Supervisors and monitor the State’s processing of this proposed policy. Once an OWTS Policy is adopted by the State Water Board, the County will need to update the septic system regulations contained in Title 13 of the Tuolumne County Ordinance Code to bring them into compliance with that Policy. This is anticipated to commence in 2013. 6. Solid Waste Plan The Solid Waste Plan will evaluate the long-term waste disposal needs of the County and alternative ways to meet those needs. This Plan will examine technological advances in solid waste disposal and evaluate whether those alternatives are appropriate for Tuolumne County. This study is not anticipated to begin until 2015. B. Safety 1. Public Safety Realignment AB 109 (Chapter 15, Statutes of 2011) became effective on October 1, 2011. Beginning on October 1, 2011 all qualifying low level offenders -- convicted of non-serious, non-violent, non-sex offenses -- began serving their sentence at the local level rather than in state prison. Counties also became responsible for supervising all state inmates discharged from prison who are placed on Post Release Community Supervision. Lastly, any parolee who violates a term of his or her parole will serve any detention time due to the violation in the local jail rather than state prison. The above will require the development of local alternative sentencing, monitoring and rehabilitation programs for lower level offenders who will no longer be able to serve time in our local jail. Tuolumne County’s plan to address these requirements will be contained in the Tuolumne County Community Corrections Partnership (CCP) Implementation Plan. This plan will need to be regularly monitored and modified moving forward to ensure local programs are doing the best job possible in managing these new requirements and populations. Local funding for these added responsibilities will come through a redirection of existing state sales tax, state vehicle license fees (VLF) and grants. The adequacy of funding for this realignment program and the security of future State funding is a key concern with this program. 2. Fire & First Responder System The Board previously acknowledged the vulnerability of the local fire and first responder program and directed the completion of a study of this system. That study was completed in 2011 and resulted in all effected local jurisdictions agreeing to participate in a Fire Working Group to begin developing implementation actions related to the specific recommendations contained in the study. Some of the major actions to be addressed are noted below: a. Emergency Medical Dispatch

The Fire Working Group is exploring implementation of Emergency Medical Dispatch (EMD) at the Sheriff’s Office which could greatly reduce the number of calls transferred to the fire dispatch center and thereby reduce fire resources sent to medical calls. The local Fire Chiefs are also reviewing the protocols used for sending and calling off fire resources in general which could further reduce the fire resources called out to incidents.

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b. Revitalize Volunteer System

The Fire Working Group is also focusing on ways to modify and reinvigorate the volunteer system which has been and remains a key part of the fire and first responder system. The form this system takes in the future will be somewhat shaped by the EMD and dispatch protocols recommendations outlined above. Issues being addressed as part of this effort include whether to remain a fully integrated first responder system or to modify the system to allow for fire only and/or emergency medical system only volunteers.

c. Insurance Implementation Strategic Plan

One of the key concerns of the study was the availability and affordability of fire insurance throughout the County. This effort calls for developing a strategic plan to address weaknesses in the overall fire response system including the water system in order to enhance the overall fire response infrastructure and improve Insurance Standards Organization (ISO) ratings that so greatly affect the fire insurance system.

d. Consolidated Command Structure

The study calls for the centralization of the local fire command structure. Developing a structure that is both cost-effective and politically acceptable to all fire districts is one of the most challenging issues to be addressed by the Fire Working Group.

3. Emergency Operations Plan The County is required to develop and maintain an Emergency Operations Plan (EOP) that establishes a system for planning and response to local emergencies. The Tuolumne County EOP is in need of updating. The County has secured grant funding to pay for a consultant to take the lead in the preparation of an updated EOP. 4. Hazard Mitigation Plan

A Hazard Mitigation Plan assesses risks and identifies actions to reduce vulnerability to hazards through a mitigation program. Such a plan increases public awareness and understanding of vulnerabilities and informs development, prioritization, and implementation of mitigation projects. The County has received a grant that will help fund a consultant led process to develop such Hazard Mitigation Plan for the County.

5. Revised Code Compliance Ordinance County Counsel is currently drafting an ordinance to update the County’s Code Compliance Procedures contained in Chapter 1.10 of the Tuolumne County Ordinance Code. The draft ordinance will provide a streamlined, more efficient process for bringing property into compliance with the County’s various land use and development regulations. The draft ordinance is anticipated to be considered for adoption in late 2011 and implemented in 2012.

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C. Natural & Cultural Resources 1. Biological Resource Review Guide Program 4.J.a. of the General Plan advocates that the County maintain a consistent, fair and cost effective approach to biological resource mitigation and conservation for new development in order to streamline the land use permitting process. To implement this Program, the County is in the process of updating the Tuolumne County Wildlife Handbook by adding mitigation measures for impacts to plants and oak woodlands. The updated document is proposed to be called the Biological Resources Review Guide (BRRG). The use of the Guide will be optional to developers who may wish to exercise their rights to independently study and propose mitigation measures for impacts on biological resources related to their projects. The BRRG is anticipated to be scheduled for consideration of adoption by the Board of Supervisors in 2012.

2. Hetch Hetchy Upgrade The City and County of San Francisco is embarking on a multi-year upgrade of their water system which flows from O’Shaughnessy Dam to the city. Significant portions of this system upgrade will take place in Tuolumne County and will have potential impacts which need to be monitored. In particular, the flows into the Moccasin Fish Hatchery may be impacted. If the flows do not continue, this could be a negative impact to Tuolumne County’s recreational fishing industry. The County needs to stay engaged with the upgrade process. 3. Water Planning

Water is an undeniable force in shaping the economic, ecological, and cultural face of Tuolumne County. Having a reliable source of water is imperative. While most of the responsibility to procure water lies with the numerous water districts, the County continues to play a significant role as an advocate for secure water sources. A number of planning items are currently underway as follows: a. Delta Plan

The Delta Plan attempts to protect and restore the ecological health of California’s Sacramento-San Joaquin River Delta and provide a reliable water supply. A process which began in 2006 has now released five of its seven planned drafts of its water plan. As a major water contributor of water to the Delta, Tuolumne County’s potential impact/exposure is significant. The County has already taken advantage of opportunities to provide comments and will want to monitor each subsequent plan release as well as the accompanying Environmental Impact Report.

b. IRWM

Each region of the State is developing an Integrated Regional Water Management (IRWM) plan. The Tuolumne-Stanislaus Integrated Water Management program consists of 20 member agencies preparing a plan which will be eligible to receive Proposition 84 water project funds through the California Department of Water Resources. County responsibilities include attending IRWM meetings once a month and advocating for water projects as they arise. In addition, the County provides a financial contribution to the IRWM for administrative costs. Updates about the process will be provided to the Board as well as action items as the need arises.

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4. Don Pedro FERC Relicensing Earlier this year the Federal Energy Regulatory Commission kicked off the relicensing process for the Don Pedro Hydroelectric Project. Scheduled for completion in 2015, the County will have many opportunities to comment on the relicensing. As one of the largest water bodies in Tuolumne County, Don Pedro Reservoir is important for its recreational uses and resulting economic spin off. Other agencies are more concerned with the water storage because they hold water rights. As the relicensing process proceeds, the Board will be engaged in drafting comment letters to assure the County’s interests are addressed. 5. Healthy Forest Practices The concept of healthy forest practices yields sustainable, forested landscapes which provide a robust and mutually supportive complement of environmental, economic, and social values. Healthy forest practices include the compatibility of timber harvesting which can in fact support the values of fish and wildlife habitat, water quality, and recreation. Not to be forgotten, healthy forest practices prevent catastrophic wildfires. As a County rich in timber harvesting infrastructure, it is in the County’s interest to assure adequate resources at the Federal level are allocated to timber harvesting plans and to direct those funds at the regional level towards the Stanislaus National Forest. The County could advocate at the Federal level to include healthy forest practices in its legislation and provide funding. The local Forest Supervisor supports the County’s interest in this area. D. Quality of Life 1. Library Sustainability Plan The Board and community value the services provided through our Library system. This system provides an invaluable asset to the community in terms of the opportunities it provides to educate, train, enlighten and facilitate connection amongst residents. The system also offers: safe gathering places for children after school and for residents in times of emergency, internet access to those without, assistance with employment research and application, and an avenue of enhancing the experience of visitors to our community. Having said this, the Library system has undergone significant reductions over the past several years and it will be difficult for the Board to fully protect it from additional cuts or to restore services previously cut given the prognosis for difficult financial times still ahead. This program does suggest the need for a sustainability plan to create an ample and secure funding program for the library. Such a program would be intended to arrest the deterioration of library resources and services and ultimately allow restoration and growth of resources and services in the future. Elements of such a plan might include fundraising through the Friends of the Library, research and application for dedicated governmental funding, and increasing the recruitment and use of volunteers to support and supplement paid staff. 2. Recreation Sustainability Plan The Board and community value the services provided through our Recreation Department. The department provides tangible benefits (e.g. swim lessons for children, summer jobs for youth, etc…) and generally adds to the overall quality of life of our community (e.g. family recreational opportunities, healthy diversions for area youth, places for social interaction, etc…). Having said this, the department has undergone significant reductions over the past several years and it will be difficult for the Board to fully protect it from additional cuts or to restore

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E. Economic Prosperity 1. TCEDA Support One of the pillars of the County’s efforts to promote economic development is continued support of the Tuolumne County Economic Development Authority (TCEDA). This support needs to continue in the form of funding and Board member and staff support of Board meetings, programs and activities of the TCEDA. 2. CALED Assessment Forum In February 2008, the County sponsored a California Association of Local Economic Development (CALED) Forum through which key stakeholders and the public at large were invited to help diagnose where the community was at with respect to economic development and establish a vision for moving forward. The key elements of that vision were as follows:

Revitalized economic development organization Secure sustainable funding Community support through effective education and communication Living inventory of assets and needs and marketing of assets Business assistance program Necessary infrastructure to implement the vision

CALED will be invited back to conduct a follow-up forum aimed at: 1) evaluating of how well the County and community have moved to address the key elements identified in 2008 (see above); 2) identify 2008 elements requiring additional action; and 3) new elements of focus for the future. 3. Agri-Tourism One of Tuolumne County’s most important base industries is Agriculture. A blossoming aspect of this industry is Agri-Tourism. Agri-Tourism can mean something as simple as allowing opportunities for visitors to observe working farms and ranches to purchasing an array of agri-based products and enjoying complimentary activities. The County needs to help preserve, expand and allow diversification of this important industry and help resolve areas of potential conflict that can arise between agricultural and development interests. a. The Agricultural Advisory Committee has undertaken a review and update of the

Agricultural Resources Element of the General Plan to add policies encouraging agritourism businesses and activities in Tuolumne County. The update also includes modifications to the Agricultural Rating Matrix and policies concerning the conversion of lands designated as Agricultural (AG) by the General Plan land use diagrams. These policies are proposed to be amended to recognize areas where conversion of AG lands may be appropriate due to proximity to existing non-agricultural development or availability of infrastructure or public services required for such development.

b. The policies in the Agricultural Element related to agritourism will be implemented by

amending the agricultural districts in the uniform zoning ordinance. These amendments are being formulated concurrently with the update of the Agricultural Resources Element and will be presented for consideration by the Board of Supervisors in 2012.

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4. Arts & Cultural Tourism Tuolumne County is blessed with an abundance of arts and cultural resources that help add to our quality of life and the local and regional economy. Over a year ago, County and TCEDA staff worked together to help bring together all who represent the arts, culture and major events in the region:

Arts (e.g. performing, musical, visual, etc…) Culture/Heritage (e.g. state and federal parks, museum and history centers, etc...) Events (e.g. festivals, senior winter games, fairs, etc…)

Some of the purposes of the group are to:

Encourage development of arts and culture for its own sake Coordinate activities to enhance the visitor experience Enhance this important part of the county’s economy Support and grow each other - “All for one and one for all”

Some key areas of focus of the group are:

Coordinating planning and master calendaring Coordinated marketing Cross referrals amongst partners

The group has taken some initial steps to organize as an Arts & Culture Alliance using the same model as the TCEDA sponsored Business Alliance. The initial facilitator of the group has been the Central Sierra Arts Council Executive Director. This effort deserves continued attention and support. 5. Railtown 1897 Partnership In response to the State’s planned closure of the Railtown 1897 State Historic Park, a committee has been formed to develop a plan to keep the Park open. The plan may involve a partnership amongst several agencies and the community to be successful. Given that Park is slated to be closed at the end of June 2012, a plan will need to be finalized and acted upon in the first half of 2012. 6. Streamline Regulations The Board of Supervisors has established a goal to review and, where appropriate, modify regulations to streamline the development process. These regulations include but are not limited to: a. Revise Inclusionary Ordinance In September 2011, the Board of Supervisors directed County Staff and the Board of Supervisors Housing Policy Committee to prepare an ordinance to convert the existing Inclusionary Housing Ordinance into an incentive based voluntary ordinance to encourage the development of affordable housing. The Committee has reviewed a list of potential incentives and directed Staff to prepare a draft ordinance. The ordinance is anticipated to be presented to the Board of Supervisors for review in early 2012.

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b. Review Optional General Plan Elements The California Government Code mandates that every city and every county adopt a long range plan for future growth and development called a General Plan. The Government Code requires each General Plan to include seven mandatory elements - land use, circulation, housing, conservation, open space, noise, and safety. The Government Code also authorizes local jurisdictions to include as many optional elements in their respective general plans as needed to address local issues, goals, and objectives. In 1996, the Board of Supervisors adopted the Tuolumne County General Plan which includes the following seven (7) optional elements: Public Facilities and Services Element, Economic Development Element, Recreation Element, Agricultural Resources Element, Cultural Resources Management Element, Air Quality Element, and Community Identity Element. The General Plan also includes five (5) community plans for Jamestown, Columbia, East Sonora, Tuolumne, and Mountain Springs. A comprehensive update of the Economic Development Element was adopted in 2011 and an update of the Cultural Resources Management Element was adopted in 2009. An update of the Agricultural Resources Element is currently underway. All of the mandatory and optional elements of the General Plan will need to be reviewed for internal consistency with the slated update of the Land Use and Circulation Elements. This review is anticipated to commence in 2013. c. Review Hillside/Hilltop Guidelines

The Hillside and Hilltop Development Guidelines were adopted by the Board to minimize visible changes to the County’s hillsides and hilltops and other related goals. It is suggested that the purpose of the guidelines be revisited and consideration be given to reducing the types of properties the guidelines would apply to. Specifically, should the guidelines be applicable only to those properties that comprise prominent hillsides and hilltops visible from state highways and major/minor collector roads versus all hillsides and hilltops visible from all state highways and any County-maintained roadway.

7. Infrastructure Enhancements

a. Broadband In the interest of economic development and educational development, the County has repeatedly communicated its commitment to promoting the expansion of access to high speed internet throughout the County. The County authored numerous letters supporting proposed broadband expansion projects. Although not all of the projects were funded, some of them received funding and the fruits of those efforts are slowly coming to fruition in Tuolumne County. One of those is the stimulus grant of $46.6 Million given to the Central Valley Independent Network to bring an underground broadband network to 18 counties in the California Central Valley and Foothill region. The environmental review work is nearly complete with work commencing shortly. In addition to CVIN, the long awaited Comcast upgrade is occurring which will make high speed internet available to all homes and businesses within Comcast’s service area. This includes the majority of County residents and businesses along the Highway 108 corridor. Other broadband projects will likely follow and the Board can provide letters of support and encourage their efforts.

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b. Roadway Circulation Improvements The County should identify and prioritize roadway circulation improvements that might help

facilitate development. This suggests that plans, funding and staff time be re-evaluated and redirected to such projects (e.g. East Sonora Bypass – Stage II off-ramps at Standard Road) as appropriate.

8. Customer Service

a. Customer Service Program In September 2010, staff presented the concept of creating and sustaining a Culture of Customer Service within Tuolumne County Government, in recognition that excellent customer service is an expectation of the Board and public. This task is being accomplished by a dedicated group of frontline employees to serve as the customer service design team. Each member of the team has been personally selected by their department head to work towards initiating a Tuolumne County Customer Service Project. The customer service design team has already helped to facilitate citizen focus groups, a customer service survey directed at the community, an internal staff survey, the Keys to Exceptional Customer Service as well as a staff driven customer service motto (in which the Board will select the winning motto from the top five mottos submitted). The goal of this project is to create a standard of customer service, in which staff feel ownership and are empowered to sustain. The project will include ongoing measurement of its effectiveness. b. Granicus: Agenda Management & Video Granicus is a vendor which the Board selected to provide the County with on-line agenda management tools as well as internet live and on-demand access to meetings held in the Board of Supervisors chambers. This tool would archive previous meetings and allow users to use the agenda system to click on a chosen item and then view the Board discussion. Another benefit of the agenda management system is greater efficiency in creating and publishing meeting agendas. The video system would seamlessly be integrated into the County’s website, so that the look and feel of the site remains consistently. System implementation will require significant staff time as well as purchase costs.

c. Web Page Replacement

It has been seven years since the County went live on its website and it is time to develop a new one to accommodate the ever expanding needs of government to interact with the community. The current website uses the PeopleSoft portal technology which is cumbersome and required modifications to use the software. Over time, technology has progressed both in the look and feel of websites (user expectations) and in the available on-line services such as making payments, calendars, and seamlessly working with add-on software systems. Various options are being studied and solutions will be brought to the Board for consideration. Implementation will require significant resources in terms of software costs, but even more significant is the amount of time required across the whole County organization.

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F. Organizational Stewardship 1. Employee Recognition Programs A goal of any employer is to have an engaged and motivated staff. While the County does have several ways to encourage and recognize staff performance and participation (e.g. evaluations, merit incentive program, innovations awards program, service awards, etc…), a work group should be formed to review these systems and provide recommendations to renew, revise and/or add to them. 2. Retention/Succession Planning With recent reductions in staffing, the value of our most skilled and experienced staff has become ever more evident. A work group should be formed to evaluate ways to retain these individuals as well as plan for their departure. 3. Fair and Sustainable Labor Agreements The County’s multi-year agreements with our employee labor groups will come to an end in June 2013. The County needs to start thinking about and working towards a framework for future negotiations that keeps our promises (begins recovering from years of concessions), is fair and sustainable in the long-term. 4. Countywide Volunteer Program The County already enjoys the services of hundreds of volunteers (e.g. Firefighters, Sheriff’s Community Service Unit, Friends of the Library, 4H, Archives, Museum, etc…). Having said that, the Board and staff have heard from attendees at prior community meetings, survey respondents, the Grand Jury, and the Commission on Aging a desire for a County-wide system for encouraging and utilizing willing community volunteerism. Such a system would of course be structured to augment and/or assist our current employees and the services they provide. 5. Document Management

Document Management is the electronic version of the paper filing cabinet, but much better. Small document management systems exist within the County, but this project would establish one County-wide electronic document management platform. Documents would be uploaded to the new system and made available for future view through a role based security system to either specific internal users or to the public through the County website. Having documents available to the general public would be considered best practices and more considered the norm rather than a luxury. A system such as this will require significant staff time to implement because every department will be a user. Significant research has already been done on potential document management software solutions and staff will bring these options to the Board for consideration. 6. Fleet Services/Motor Pool

In order to reduce the costs of purchasing and maintaining County vehicles, the concept of consolidating individual departments' vehicles into a centralized fleet management system/motor pool to be administered by the Fleet Services Division will be studied. The County’s current fleet operations are decentralized in that each department is responsible for acquiring and maintaining its own equipment. Under centralized management, the Fleet

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Services Division would be responsible for purchasing and maintaining all County vehicles. Such an arrangement would provide for a uniform approach to vehicle replacement, purchasing of parts, preventive maintenance, inventory control, and records management which is anticipated to result in lower costs, improved service and better record keeping. Significant evaluation of the consolidated fleet services concept has already been done but, due to other priorities, implementation of such a program in Tuolumne County is not anticipated to occur until 2014. 7. Budget Prioritization System The County Budget Officer (CAO) would like to develop a budget prioritization system that more purposely acts upon the Board’s stated budget priorities (i.e. public safety and road maintenance) while reflecting the Board’s desire to fairly compensate employees and not make disproportionate cuts in targeted areas of County services. No problem! Such a system would be particularly useful as County revenues stabilize and begin growing again. 8. Legislative Platform The County should continue to update and pursue action on its legislative platform.

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Part 2

5 Year Major Projects Plan

Program Matrix

Program Detail Sheets

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Adopted5 Year Major Projects Plan

2012-2016

Major Projects 2012 2013 2014 2015 2016

Day Reporting Center (AB 109) Perm. - Plans Perm. Const.

Juvenile Detention Facility Plans Construction Construction

New Jail Funding Plan Plans Construction Construction

Justice Building (Probation, DA & PD) Programming

Sheriff's Office Programming

Conversion of Historic Courthouse Programming Plans Construction

TGMF Campus to HSA Campus Plans Construction

Behavioral Health House Acquisition

Armory Set Future Use Plans Construction

Rawhide Road Bridge Scope & ED ED & Plans Plans & Const. Construction

Columbia Airport Waterline Construction

ANF Remodel Programming Plans

Jamestown Fire/Ambulance Programming Site Acquisition

Phone System Replacement RFP Implementation

Tax System Replacement RFP Implementation

Finance System Replacement RFP Implementation

Pavement Management System Update & Eval. Update & Eval. Update & Eval. Update & Eval. Update & Eval.

FOR INFORMATION ONLYNew Courthouse (State Project) Site Acquisition Plans Construction ConstructionCHP (State Project) Site Acquisition Plans Construction

L&J Transit Station (TCTC Project) Plans Construction

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Phone System Replacement The County’s phone system is old and needs to be replaced. Voice mail outages are becoming routine and phone sets are now being purchased on the gray market (no longer available from the manufacturer). Phone systems are in reality computers systems. County staff is researching new phone systems which will allow us to leverage the existing phone system. After the County installs a fiber connection between the County buildings, new phone features will become available such as a truce Voice Over Internet Protocol system. Tax System Replacement The Grand Jury listed replacement of the County’s tax software system as a priority. The current vendor, CREST, is used by the Assessor/Recorder, Tax Collector/Treasurer, and Auditor/Controller. The system uses old non-windows based technology and has a decreasing pool of Counties as clients. Staff is monitoring other technologies and their success in California Counties due to the complexity of California’s property tax system. Options will be brought to the Board for software selection and implementation. Finance System Replacement Currently the County is upgrading its suite of PeopleSoft systems, including Finance, Payroll, Purchasing, Budget, and Human Resources. When complete these upgrades will allow the County to remain on the new versions until 2017. While this is good news, maintenance of the PeopleSoft system is labor intensive. The County has used the current system for over a decade now, but its future is unknown due to efforts of Oracle to create a “fusion” system which combines the PeopleSoft system with that of Oracle. In the mean time, other software systems have been designed with newer technology and easier maintenance. This will be an area to be monitored over the next few years to see what products meet the County’s needs and will allow a lower level of staff to maintain. Pavement Management System (2012-2016) The Board recognizes the importance of a properly maintained road system and desires to institutionalize a process for responsible planning and management of that system. The project calls for the annual rating of the condition of the County’s road system using its pavement management system. The data gathered through this process will help evaluate the adequacy of the funding for road maintenance, multi-year budgetary forecast and annual budgetary requests for road maintenance. This project is intended to be complimentary to the Budget Priority System item contained within the 5 Year Program Plan.

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