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9 3~ <br />1 <br />2 <br />3 <br />4 <br />5 <br />6 <br />7 <br />8 <br />9 <br />10 <br />11 <br />12 <br />13 <br />1.4 <br />15 <br />16 <br />17 <br />18 <br />19 <br />20 <br />21 <br />22 <br />23 <br />24 <br />25 <br />26 <br />27 <br />28 <br />29 <br />30 <br />31 <br />32 <br />33 <br />34 <br />35 <br />36 <br />37 <br />38 <br />39 <br />40 <br />41 <br />42 <br />43 <br />44 <br />45 <br />46 <br />47 <br />48 <br />49 <br />50 <br />51 <br />235. Support transit, pedestrian, bicycle facilities, and other alternatives to the single passenger <br />automobile. <br />237. Update Comprehensive Plan. <br />240. Use State of the Environment, Erivironmental Responsibility Goal, State of the Local <br />Economy and other "benchmark" reports and policies to holistically address sustainability <br />within county government. <br />D -Invest in quality county facilities, a diverse work force, and technology to achieve a <br />high performing county government <br />9. Address Health Department and DSS space needs. <br />13. Address need for electronic management of agenda process (paperless). <br />28. Begin planning new southwest library. <br />29. Brain drain of experienced employees as they age and retire from the workforce. <br />35. Be competitive with salaries in the Triangle marketplace. <br />36. Complete and fully fund the Archer Position Study. <br />39. Complete new facilities for Animal Services and Solid Waste Management. <br />40. Complete renovations of the Audio Now building for Emergency Management. <br />42. Complete the new Justice Facility. <br />45. Completely revise and update personnel ordinance into board policies and administrative <br />rules of procedure. <br />52. Create a county campus between Hillsborough and Chapel Hill. <br />57. Decide on reuse or redevelopment of Northern and Northside. <br />60. Determine employee satisfaction with jobs, supervision, benefits, and leadership. <br />63. Develop a "one-project, one-permit" central permitting program for development. <br />69. Develop adequate fleet for staff. <br />70. Develop adequate infrastructure to support the provision of services and efficient <br />operations of county government. <br />72. Develop comprehensive employee training program. <br />76. Develop sufficient infrastructure to support future economic development. <br />78. Develop uniform contracting and grant processes including monitoring. <br />81. Digitize county policy and procedures. <br />85. Divest county of unneeded buildings/properties. <br />87. Embrace best management practices throughout the organization. <br />89. Encourage corrective action and problem resolution at lowest possible level and reduce <br />numbers and levels of discipline and grievance activity. <br />97. Ensure that enterprise-wide software decisions allow all departments to meet legal <br />obligations and provide good management information to the department. <br />102. Establish a funding stream for capital improvements and/or construction for county <br />projects, i.e., schools, public safety, parks, etc. <br />107. Establish organizational and position career ladder and succession planning. <br />117. Explore ways of making the most effective and efficient use of resources through an <br />enterprise or other alternative budgeting approach. <br />119. Fill key vacancies -CFO, Emergency Management, Economic Development. <br />121. Find and procure suitable locations for EMS stations. <br />134. Identify where State legislature may be headed with counties and roads. <br />135. Implement a competitive 401-k program based on percentage of salary and that includes a <br />county match. <br />136. Implement new technologies/software in public health practice, e.g., new electronic <br />communicable disease reporting system statewide, new state software for public health <br />clinical and home visiting programs, GIS analysis for public health. <br />