Adopt the 2024-2028 Yolo County Strategic Plan. (No general fund impact) (Pinedo/Perez) (Est. Time: 10 min)

A. For the Board of Supervisors to adopt the 2024-2028 Strategic Plan (Att. C.) and approve the recommended changes (Att. E.) for final publication.

The Yolo County Strategic Plan is a guiding document used by the Board of Supervisors to set organizational policies and priorities for a period of three to five years. At the end of 2023 calendar year, the current 2020-2025 Strategic Plan was reviewed to assess progress. According to this review (Att. B.), more than 50% of the action items were completed. Additionally, 78% of the action items were designated both "complete" and "in progress" towards completion. This high rate of completion prompted further review of the Strategic Plan and County department heads supported a recommendation to update the Strategic Plan prior to its originally intended 2025 closing year. Department Heads embarked on a development process to form and establish a new County Strategic Plan in work groups to provide their input. Additionally, two Board of Supervisors retreats were scheduled to seek feedback and guidance in this process. The result of that effort is the proposed 2024-2028 Yolo County Strategic Plan, ( Att. C.), being presented for Board adoption.

The 2024-2028 Strategic Plan establishes six pillars for the organization: Thriving Residents, Safe Communities, Sustainable Environment, Flourishing Agriculture, Robust Economy, and the addition of a new pillar, Operational Excellence. Under each pillar are a set of County goals. These are a set of priorities set forth by the County in order to outline goals that are relevant across departments. Department heads use these County goals to shape their specific strategies in support of Yolo County's trajectory. It is the intent that the 2024-2028 Strategic Plan be a living document which can be adapted to respond to changes in the community and be updated on a regular basis by County leadership. Every fiscal year, the Strategic Plan will be revisited by County leadership for an annual progress report. By connecting to the annual budget review schedule, the organization may make additions or interventions per budget allocations. Every four years, the Strategic Plan will be reviewed and a full report of accomplishments, challenges, history of revisions, and scope of progress will be provided. This will aid in ensuring the continued relevance and flexibility of the document to changing circumstances over the course of the next four fiscal years. The list of departmental strategies, contained in the Strategic Action Plan (SAP) for the 2024-2025 fiscal year, is found as Appendix A in the full-length document which is provided (Att. C.) for Board approval.

Community outreach was sought to engage input from the public. A variety of methods were utilized to gather that input. First, copies of the working draft were printed and made accessible to all Yolo County libraries. Each copy provided a letter with an email, a website, and contact information to provide feedback. Secondly, the County website included a dedicated web page which included drafted materials and an embedded comment box. Thirdly, multiple rounds of social media content were posted across the County’s social media channels and email blasts were sent across the various County subscription lists reaching thousands of individuals. Key partners such as the Yocha Dehe Wintun Nation, the Yolo County Farm Bureau, all cities and school districts within Yolo County and the Yolo County Office of Education were contacted directly for comment and feedback. Additionally, Yolo County Advisory Bodies were directly contacted, such as the Agency on Aging, Health Council Advisory, IHSS Advisory, Local Mental Health Board, Sustainability and Climate Action Commission, as well as the First 5 Yolo Commission. Furthermore, Supervisors' offices also engaged in multiple forms of outreach, including tabling, social media, newsletter updates, and flyer distributions were all provided to encourage participation. The public input received is available to read (Att. D.) in the form of email correspondence and comment cards. A feedback summary tracker, (Att. E.), was developed to collect all feedback in chronological order as was received by the Strategic Plan email correspondence, website submissions, comment card receipts, and in-person meetings. The first column, "Feedback Received," provides the feedback received through the outreach process. The second column, "Recommended Changes," provides a direct solution to the feedback by offering changes to the language or proposed deletions that can be made immediately following Board approval. The third column, "Considerations," are ideas for a future annual update process or points to consider in response to concerns raised in the feedback received. This approach allows us to take the Board's direction while giving equitable voice to all input provided in this process. Staff is seeking Board approval to make the recommended changes in (Att. E.) for final publication of the 2024-2028 Strategic Plan.

Following Board adoption of the 2024-2028 Strategic Plan, efforts will focus on implementation. Department Heads will deliver a detailed implementation plan to their staff and the County Administrator’s Office as well as coordinate an annual progress report to the Board of Supervisors for next fiscal year.

Yocha Dehe Wintun Nation
Yolo County Farm Bureau
Yolo County Office of Education
City of Woodland 
City of Davis
City of Winters
City of West Sacramento
Davis Joint Unified School District
Esparto Unified School District
Washington Unified School District
Winters Joint Unified School District
Woodland Joint Unified School District
Commission on Aging and Adult Services
Health Council Advisory commission
In-Home Support Services Advisory Commission
Local Mental Health Board
Sustainability and Climate Action Commission
First 5 Yolo Children and Families Commission