BUDGET: Two lists of goals serve as guiding policy documents

Goals and priorities New to this year’s budget discussion was the completion of Sutter County’s top 10 goals and priorities.

Approved by the board earlier this month, the priorities list contains specific items and reflects the more pressing issues facing the county. The goals list contains items that are broad in scope and serve as ethical reminders for staff to follow.

According to Mitnick, the lists served as guiding policy documents in implementing services, programs, and projects contained within the recommended budget.

“This budget attempts to make progress on those items,” said Mitnick. “This is good because it clarifies for staff what we need to get done during the year. They can also hold my office accountable on how far progress has been made on the lists.”

Fiscal year 2017-18 countywide top 10 priorities:

1. Prepare long-term organization strategic plan and employee succession plan.

2. Develop and implement homeless management plan.

3. Complete county facilities master plan.

4. Ensure compliance with Sutter Pointe specific plan.

5. Conduct review of Marijuana Cultivation Ordinance.

6. Prepare traditional budget and financial strategic plan.

7. Prepare land use plan revisions & present code enforcement options.

8. Complete ongoing countywide levee improvement projects.

9. Improve communication with residents and conduct “community survey.”

10. Resolve outstanding Sutter County Airport land use issues.

Fiscal year 2017-18 countywide top 10 goals:

1. Provide professional local government leadership.

2. Operate county in a fiscally and managerially responsible manner.

3. Maintain strong commitment to public safety.

4. Provide responsive and costeffective social services.

5. Provide and enhance public infrastructure.

6. Remain committed to cultural programs and services.

7. Reduce number of county facilities.

8. Protect Sutter County’s agricultural base.

9. Ensure timely implementation of Sutter Pointe specific plan.

10. Implement “management practices” for county workforce.

Operating expenses Welfare and social services make up the largest operating expense for the county, after the general fund.

At $51.6 million, the costs for welfare and social service programs grew by 12.3 percent from last year’s budget. Contributions from the general fund for these services totalled $3.4 million, which is an increase of $1 million from the current adopted budget.

Mitnick said the increase reflects the significant rise in local residents who are eligible to receive Medi-Cal, CalFresh and other entitlement services.

Mitnick said the increase in these services is a “straight pass through,” as the cost increases will be almost fully covered by federal and state funding.

Public safety is the third largest operating expense for the county at $31.6 million. An increase of 6.1 percent from the previous year was driven by providing 24-hour medical care at the jail, vehicle replacement costs, cost of living adjustments, health insurance costs, promotions, and rising overtime costs.

Public safety funds drawn from the general fund increased by $1.5 million and total $18.9 million

Several bridge improvement projects totaling $2.3 million increased road funds from the previous year, a 26.4 percent increase.

The $7.9 million jail expansion project constitutes the capital projects fund. The fund also includes $800,000 for the TriCounty Regional Juvenile Rehabilitation Facility Project.

Staffing changes Sutter County will save $87,955 to the general fund after reducing 10 full-time positions.

According to the budget overview, most of the proposed eliminated positions are currently vacant. Two of the positions being eliminated are currently filled and come from the county’s child support services department.

The layoff recommendations are based on lack of funding from the state for the program.

A total of 37 full-time equivalent positions were eliminated. A total of 27 full-time positions were added.

A bulk of the added positions, 24, came from the health and human services department.

The auditor-controller, human resources and board of supervisors each added one full-time employee position.