• Organizational Excellence

Organizational Excellence

Be an innovative, effective, engaged, and transparent organization focused on quality programs and services.

Why is Organizational Excellence a Strategic Plan Pillar?

The County of Sonoma, with its 27 departments and 4,000+ employees, provides hundreds of services to the community. These services protect, preserve, support, and enhance the well-being of Sonoma County, its residents, and visitors.

Examples range from supportive services to our most vulnerable residents, administering elections, providing the open space to recreate, preserving and improving our roadways, ensuring environmental protections and sound planning, protecting the safety of our residents, ensuring justice is upheld, and responding and recovering in times of disaster and emergencies.

Why Focus on Organizational Excellence?

In order to serve Sonoma County residents and fulfill State and Federal mandates, the County organization must perform at its best. It must be efficient and effective, while being fiscally responsible and accountable. Fiscal operations must be sound and transparent. Technology and processes must maximize efficiencies and service delivery. Employees must be engaged and have job satisfaction so they are inspired to provide excellent service. The County’s workforce demographics should reflect our residents so we can best meet the needs of our diverse community. Revenues and funding streams should be leveraged as much as possible. Communication and engagement with Sonoma County residents should result in services that meet the needs of our residents. Performance measures should be used to help guide the organization’s strategic future.

Pillar Goals and Objectives

Goal 1:  Strengthen operational effectiveness, fiscal reliability, and accountability.

  • Objective 1:  Align policy and operational goals with funding.
  • Objective 2:  Establish master list of technology needs that support operational/service improvements, establish priority order, and develop fiscal strategies to fund improvements. 
  • Objective 3:  Establish expectations and performance measures for customer service.
  • Objective 4: Streamline routine administrative procedures and work flows and delegate more operational authority in order to re-direct work force resources to more strategic priorities.
  • Objective 5: Align procurement and grant guidelines with strategic priorities, including Racial Equity and Upstream Investments, to help improve the health, safety, and socio-economic outcomes for County residents and businesses. 

Goal 2:  Increase information sharing and transparency and improve County and community engagement.

  • Objective 1:  Develop a community engagement and outreach strategy that is focused on inclusion and diversity.
  • Objective 2:  Ensure County budget process and information is understandable and accessible.
  • Objective 3:  Develop a website that is more customer friendly and community focused.
  • Objective 4:  Develop a baseline of community expectation and satisfaction and develop community relations management strategy. 

Goal 3:  Become an employer of choice with a diverse workforce that reflects our community, and an employer with a positive work culture that results in engaged and developed employees.

  • Objective 1:  Implement programs and opportunities to support employee work-life balance and positive work environment, including a Telework Policy. 
  • Objective 2: Conduct employee engagement survey and develop and implement strategies to address employee feedback.
  • Objective 3:  Continue developing employees and leaders through high quality and multi-dimensional training and succession planning. 

Goal 4: Seek out grant funding to enhance programs and improve infrastructure.

  • Objective 1: Secure $60 million in grant funding for strategic priorities. 

Printable Versions

English

Organizational Excellence
(PDF: 275 kb)

Spanish

Excelencia Organizacional
(PDF: 173 kb)

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