2019-

2019- 2020
STRATEGIC PLAN
T A B LE O F C O N TE N TS Page 2

INTRODUCTION 3

E CONOMIC P ROSPERITY & G ROWTH 4

E FFICIENT , E FFECTIVE & A CCOUNTABLE 5

G OVERNMENT

P UBLIC S AFETY & C OMMUNITY 6

W ELL - B EING

P OVERTY R EDUCTION & M ULTI 7

G ENERATIONAL O PPORTUNITY

E NVIRONMENT & Q UALITY OF L IFE 8

 I N T R O D U CTI O N Page 3

From the Chairman of the Board

Livingston County's 2019-2020 strategic plan focuses on the
policies, objectives and goals of County Government, as
initiated by the residents through their elected Supervisors
and supported by a committed and able staff of 1,200 in the
LivCo workforce. We are at a pivotal point in our County's
history as we near the 200th anniversary of our
establishment in 1821. As we embark on initiatives aimed at
improving resident quality of life and providing innovative,
best-in-class public services we recall our storied past and
look forward to what lies ahead. A strategic planning
David L. LeFeber
document is never all-encompassing but illustrative of the
Chairman of the
Board of Supervisors many both on-going, and forecasted, endeavors in
development. This Strategic Plan represents a blended,
tailored list of our County government focus areas over the
next 18 months.

About the Strategic Plan

The County commenced an official strategic planning process in
2016. After trying different iterations, the process was amended
in 2019 to include a specific Board of Supervisors Strategic
Planning workshop held in January. Subsequent to that,
additional citizen commentary was received through outlets like
public meetings and the ongoing Conversations with the County
monthly town-hall series. Finally, Department Heads and
County Administration make recommendations based on Board Ian M. Coyle
policy guidance to arrive at this Strategic Plan. Livingston County
Administrator
E C O N O M I C P R O S P E R I T Y & G ROW TH Page 4

Create a sustainable economy that serves as a catalyst for economic growth

and community revitalization and is supported by modernized infrastructure,
facilities, and technology systems.

G OAL 1 P RIORITIES & O BJECTIVES

• Support of the County's Agricultural Industry
• Spirited Focus on Job Creation, Work Skills and Economic
Development
• Targeted Investments in Infrastructure
• Continue Public/Private/Non-Profit Partnerships
• Enhance Main Street and downtown development
• Renew focus on tourism and visitors
• Promote community enhancement and revitalization
• Assess County-led broadband deployment

S PECIFIC I NITIATIVES
Investigate and Plan, if applicable, for the creation of a Public
Market / Reinvigorate the Buy Local Campaign / Launch the
Livingston County Development Corporation Dream-O-Vate
Program / Recapitalize the County Infrastructure Fund / Continue
the Main Street and Downtown Program / Continue Supporting
Farmland Protection thru the Purchase of Development Rights
(PDR) Program / Partner with the Livingston County Land Bank
Corporation on Property Redevelopment and Neighborhood
Revitalization / Explore funding options and public-private
partnerships to ensure County residents have access to reliable,
adequate and affordable high-speed internet.
E F F I C I E N T , E F F E CTI V E & A C C O U N TA BL E G OV E R N ME N T Page 5

Strive for fiscal health, employee wellness, and excellence through innovative,
accountable, competent and timely customer service.

G OAL 2 P RIORITIES & O BJECTIVES

• Instill transparency, accountability and high ethical standards
• Practice fiscal stewardship and best practices in budgeting &
financial management
• Promote best-in-class customer and constituent service
• Improve processes & workflow efficiencies
• Enhance visitor, tourist, applicant & client experience
• Improve workplace culture & recognition of County as a
destination employer
• Increase legislative advocacy

S PECIFIC I NITIATIVES
Continue the Conversations with the County town-hall series /
Continue the County Government 101 presentation at High Schools /
Roll out the Online Streaming of Board of Supervisors Meetings /
Move to more Enhanced agendas & minute preparation software with
iCompass rollout / Implement and commence use of the new
Financial (ERP) Systems / Commence process for new Payroll and
HR modules in the ERP with a separate go-live target / Create and
introduce to the public an E-application for County employment /
Change the look & format of the County Budget to improve readability
and increase clarity and public understanding / Enhance the County's
Use of Social Media / Research improvements and
enhancements to county's on-boarding & employee orientation and
introduction to employment / Establish employee retention programs
to minimize employee turnover / Create a High-Deductible Health
Plan (HDHP) for an optional employee insurance plan / Continue the
Legislative Agenda at the State and Federal level / Compete as a
finalist for the All America City and County competition / Complete
building security improvements at the Government Center / Update
the 5-Year Capital Improvement Plan (CIP) / Exercise Prudent Debt
management / Continue the Administration Connection meetings with
County Staff / Continue strategic planning sessions with Board
members
P U BL I C S A F E T Y & C O M MU N I T Y W E L L - B E I N G Page 6

Ensure safe and secure communities through efficient and targeted delivery
of services which help protect and strengthen community health.

G OAL 3 P RIORITIES & O BJECTIVES

• Provide enhanced and essential public safety infrastructure
services
• Support programs and activities that address social, mental,
emotional and behavioral health issues
• Allow for suitable and cost effective alternatives to incarceration
• Promote community health and wellness
• Reduce crime
• Support the Office of Emergency Management, Emergency
Medical Services & Livingston County Sheriff Training facility
improvements.

S PECIFIC I NITIATIVES
Complete the addition to the Emergency Operations Center /
Provide for continuity of emergency transport coverage in Avon
for Basic Life Support and Advanced Life Support Services
through assumption of service area / Research services related to
enhanced and additional programming for the County's senior
population / Begin development activities for the Livingston
County Sheriff’s Office training complex in Mount Morris / Pilot a
new OFA senior nutrition site in Livonia at Wildbriar Estates /
Secure funding for Re-Entry Program and Mental Health Services
for incarcerated individuals / Monitor and assess the rollout of the
new dialysis extension clinic at the Center for Nursing and
Rehabilitation
P OV ERT Y R E DUCTI O N & M ULTI G ENERATIONAL O PPORT UNIT Y Page 7

Create innovative partnerships and programs that invest in our youth,

address our aging population, and help address the consequences of the
poverty cycle.

G OAL 4 P RIORITIES & O BJECTIVES

• Focus on activities that reduce poverty in Livingston County, especially
childhood poverty.
• Provide necessary support to the private sector to help retain and
increase the number of jobs.
• Strengthen services that increase family self-sufficiency and reduce
reliance on public assistance programs.
• Support and encourage opportunities for community volunteerism.
• Cultivate healthy living through encouraging use of recreational and
historic resources such as parks, open spaces and outdoor experiences.
• Support use and expansion of public transportation services to remove
barriers to employment and increase access to medical services,
shopping, and other services and activities for seniors, disabled, and
low-income individuals and families.
• Encourage programs and services that allow seniors to stay in their
homes longer.

S PECIFIC I NITIATIVES
Secure Funding for the THRIVE in Livingston anti-poverty initiative /
Continue to Promote the www.RideLivingston.com human services trip
planning website / Investigate temporary emergency and transitional housing
alternatives and funding options for special need populations / Examine
human service agency public transportation needs and various funding
models / Complete the Countywide Housing Needs Assessment /
Strengthen CNR Finances and address employment needs in the nursing
area / Continue to explore development of a countywide multi-generational
community center / Partner with the GLOW YMCA on determining the
feasibility of constructing a facility in the County / Examine opportunities to
increase access to senior nutrition programming, congregate meal sites, and
home-delivered meals / Provide locations for seniors to gather for activities,
socialization, educational programming, and health screening.
E NVIRONMENT & Q UALIT Y OF L IFE Page 8

Protect historic, cultural, and natural resources and promote tourism through
encouraging innovative and supportive community development activities
and environmental stewardship.

G OAL 5 P RIORITIES & O BJECTIVES

• Protect the county’s historic, cultural, and natural resources
• Encourage projects, programs and activities that foster
environmental stewardship and help enhance quality of life for
residents.
• Provide a safe and reliable water supply for residents.
• Protect Conesus and Hemlock lakes as major public water
drinking supplies.
• Secure state and federal funding to ensure a good road and
bridge system is in place.
• Support programs that get citizens involved in activities that
promote the County.
• Support activities that promote the County's historic and
cultural heritage.
• Enhance and increase opportunities for tourism and recreation.

S PECIFIC I NITIATIVES
Complete the County Water Supply Study Update Project / Continue
planning efforts related to the 2021 Bicentennial / Enhance and
expand Livingston County Development Corporation's “My Livingston
Life” initiative / Complete a hotel and leisure market attraction study
for county-owned property at I390 Exit #4 / Complete the remaining
Al Lorenz Park master plan improvements / Formulate ideas and
concepts on water reserve allocations / Secure funding and
implement projects that address Harmful Algal Blooms (HABS) on
Conesus Lake / Promote tourism by encouraging use of the local and
state parks and trails system and doing more to advertise agritourism
and events happening at the local community level.