Loading...
HomeMy WebLinkAboutWORKSHOP re Strategic Plan - Report1 PROGRESS REPORTJUNE 2026 DRAFT - June 10 Objective 1 Increase opportunities for informed and effective civic engagement and participation in public forums and virtual events to promote a safe and healthy community. Performance Measures •Annual change in community knowledge of events as measured through annual survey. •Number of public and digital events led by Jefferson County aimed at the health and safety of our community. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Objective 2 Engage with partners, schools, businesses, residents, tribes, and community organizations to plan and promote health and safety programs and practices. Performance Measure •Complete community health assessment (CHA) to update Community Health Improvement Plan (CHIP) and associated measures. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ 2 Community Resilience 3 Objective 3 Strengthen the community’s emergency preparedness so the county can recover from public health emergencies, environmental hazards, and natural disasters. Performance Measures •Attendance at the all-county picnic. •Number of residents participating in Neighborhood Preparedness Program annually. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Objective 4 Prevent and control communicable diseases to improve the health, well-being, and safety of county residents. Performance Measures • Percentage change in communicable disease transmission rates annually. • Percentage change in vaccination rates annually. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ 3 Objective 5 Close health system gaps so a full continuum of care is accessible to all county residents. Performance Measures • Report on health system gaps from CHIP. • Number of county-supported wrap-around home healthcare visits. • Number of behavioral health crisis calls (e.g. 911 & 988 calls). •Number of Sheriff’s Office Mental Health Navigator Program calls compared to number of people served per year. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Objective 1 Support economic development efforts on areas of the county with high job-creation potential. Performance Measure •Facilitate quarterly meetings with key stakeholders for the development of the Port Hadlock Urban Growth Area (UGA) and the Glen Cove Industrial Area. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Objective 2 Complete Phase One of Port Hadlock sewer project. Performance Measure •Complete 50 sewer connections by the end of 2025. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Objective 3 Support the closure of broadband connectivity gaps so residents and businesses have internet access that meets their needs. Performance Measures •Number of new high-speed broadband connections annually. •Percentage of new connections made among Jefferson County Public Utility District’s (JeffPUD) potential high-speed broadband customers currently without access. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ 4 Economic Vitality 5 Objective 4: Enhance multi-use and business-friendly zoning to encourage more business location and investment in Jefferson County. Performance Measure • Increase UGA multi-use zoning expanded following activation of sewer service. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Objective 5: Lead planning efforts for Limited Areas of More Intensive Rural Development (LAMIRD) so that development is optimized. Performance Measures •Identify number of vacant LAMIRD acres available for potential development or redevelopment. •Periodic assessment to consider legally permitted changes to LAMIRD Logical Outer Boundaries. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Objective 6: Promote balanced tourism strategies that incorporate quality of life factors for Jefferson County residents. Performance Measures •Tourism tax revenues year-over-year. •Number of jobs sustained by tourism industry. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Objective 1 Balance development with the preservation of the county’s rural character, natural areas, and open spaces so that unique quality of life factors are sustained. Performance Measure • Complete 2025 Periodic Update of Comprehensive Plan and development regulations. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Objective 2 Reduce community vulnerability to wildfires. Performance Measure • Community Wildfire Protection Plan (CWPP) completed by June 30, 2024. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Objective 3 Improve the health of county-owned forest lands through a sustainable forest program. Performance Measure • Percentage of county-owned forest land actively managed. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ 6 Environmental Stewardship 7 Objective 4 Update the County’s Public Benefit Rating System used with the Open Space program under RCW 84.34 to reflect current priorities with a changing climate and population demographics. Performance Measure • Number of current participants and new applicants. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Objective 5 Support expansion of electric vehicle charging stations to encourage increased ownership and use of electric vehicles. Performance Measure • Increase number of electric vehicle charging stations provided or facilitated by Jefferson County. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Objective 6 Collaborate with community stakeholders to monitor and sustain the forest, agriculture, and aquaculture economies and the ecosystems on which they depend. Performance Measures • Identify and document active partnerships aimed at promoting the health of forest, agriculture, and aquaculture economies by December 31, 2024. • Number of active partnerships aimed at promoting the health of forest, agriculture, and aquaculture economies—and the ecosystems on which they depend. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ 8 Objective 7 Mitigate impacts of sea level rise through support of critical riparian and shoreline infrastructure projects. Performance Measures • Number of riparian and shoreline infrastructure and non-structural projects seeking permits annually. • Number of riparian or shoreline emergencies declared annually. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Objective 8 Collaborate and share resources with WSU to promote environmental education throughout the community. Performance Measure • Number of WSU-coordinated partnerships with the community. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Objective 9: Encourage alternative work schedules and sustain use of volunteer base for park maintenance, community education, and access to parks spaces and facilities. Performance Measure • Number of volunteer hours year-over-year. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Objective 1 Shorten the planning and permitting review and approval process. Performance Measures • Create a performance tracking system for permitting by 2025 or sooner. • Migrate to a fully digital permit application and processing system by December 31, 2024. • Establish a baseline and set a goal for annual percent decrease in permit processing times by June 30, 2025. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Objective 2 Identify and consider re-zoning areas to increase development opportunities and housing supply; eliminate restrictions on neighborhood density where practical and lawful; and encourage development of multi-family housing. Performance Measures •Increase in number of total housing units; complete assessment of needs by income group and set targets by June 30, 2025. •Increase in number of targeted income group dwelling units. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ 9 Housing Accessibility 10 Objective 3 Identify and remove physical and digital barriers to access so County services, facilities, and spaces are accessible to all. Performance Measures • Number and type of additional housing units created by non-commercial residential property owners • Reduce conditional use permits on the shoreline. • Number of housing units developed using pre-approved stock plans. • Increase the Planned Rural Residential Development (PRRD) applications. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Objective 4 Use fiscal measures to incentivize housing development. Performance Measure • Number of affordable and workforce housing units constructed using fiscal incentives. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Objective 5 Increase number of housing units within LAMIRDs. Performance Measure • Quantify and increase number of housing units added within LAMIRDs. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ 11 Objective 6 Collaborate with community partners to reduce homelessness. Performance Measures • Number of unhoused people across Jefferson County year-over-year. • Annual number of unhoused people transitioned into housing by Jefferson County in collaboration with community partners. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Objective 1 Foster a work environment that attracts and retains a quality workforce. Performance Measures •Review and implement equitable and competitive salary and benefits by the end of 2024. •Implement flexible work schedules where practical. Review and report how many are in place. •Percent decrease in employee vacancy rate. •Median length of employee tenure. •Average length of advertised position vacancy. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Objective 2 Develop and increase training and development of supervisors and managers so that leadership and management skills are enhanced. Performance Measure Manager and supervisor training program developed by September 2025. June 2024. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ 12 Organizational Health Note: Proposed adjustments to performance measures for this objective based on observations during implementation. Needs discussion and action. 13 Objective 3 Create opportunities for cross-department collaboration so that silos are reduced and communication i s enhanced. Performance Measure Conduct three ‘Lunch and Learn’ annually and number of attendees total.. programs by March 31, 2024. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Objective 4 Develop and implement a robust employee recognition program to recognize outstanding performance of County staff. Performance Measure Employee recognition program established by December 2025. June 30, 2024. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Objective 5 Enhance employee engagement to achieve a more satisfied and higher-performing workforce. Performance Measure Year-over-year improvement in employee engagement measured by annual engagement survey; first survey completed in 2024. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ 14 Objective 6 Prioritize programs and identify needed staffing to provide critical, essential, and/or enhanced services. Performance Measure Secure resources for staffing and training for 2024-2025 budget. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Objective 1 Celebrate the culture, heritage, and diversity of the people in Jefferson County through events and programming. Performance Measures •Instances of outreach from Jefferson County aimed at celebrating culture, heritage, and diversity reported annually. •Numbers of partnerships with organizations that highlight culture, heritage, or diversity in their mission statement. •Number of proclamations that have follow-up actions. •Number of proclamation-related activities attended by County officials or staff. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Objective 2 Increase the availability of youth-focused activities to offer more opportunities for youth to be engaged in community life. Performance Measures •Youth participation rates in Parks & Recreation activities annually. •Number of youth representatives serving on boards and committees. •Number of community partnerships serving youth in Jefferson County. •Increase in events over the baseline. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ 15 Thriving People 16 Objective 3 Identify and remove physical and digital barriers to access, so County services, facilities, and spaces are accessible to all. Performance Measures • Update Jefferson County’s Americans with Disabilities Act (ADA) Self-Evaluation and Transition Plan by 2025. • Percent change in Jefferson County’s website accessibility score in accordance with Web Content Accessibility Guidelines. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Objective 4 Promote access to recreational and wellness activities. Performance Measures • Number of events and reservations for recreational and wellness activities across Jefferson County facilities. Completed In Progress ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ 2025 BY THE NUMBERS •60 active volunteers -donated 6147 hours of service to Jefferson County, the equivalent of 3 full time employees. •450+ questions horticulture questions answered in-person “Ask a Master Gardener” clinics and via our online form. •265+ Seed Library members. •85 presentations, workshop and activities were delivered by Master Gardeners to community members. •16 new volunteers completed Master Gardener Training these volunteers commit to donate 50+ hours in service to Jefferson County through environmental education •2500+ people directly received research-based education through events hosted by Master Gardeners throughout Jefferson county. ISSUE A growing body of environmental and social science research shows that access to trees and green space is not simply an aesthetic preference—it is a public health and community well-being necessity. Studies led by Dr. Kathleen Wolf at the University of Washington and others demonstrate that everyday contact with trees and nearby nature reduces stress, improves mental health, enhances cognitive performance, strengthens social cohesion, and lowers risks for chronic diseases. These benefits are strongest when green spaces are close to where people live, work, and learn.Research from the USDA Forest Service shows that up to half of newly planted urban trees die within the first five years, largely due to preventable issues such as improper planting depth, inadequate watering, soil compaction, and incorrect pruning. Without proper care, communities lose decades of potential shade, cooling, carbon storage, stormwater management, and health benefits.This gap between what science shows and what communities experience highlights a critical need: accessible, research-based public education on proper tree and green-space care. RESPONSE Jefferson County Master Gardener programs such as "Ask a Master Gardener" clinics at the Jefferson County and Port Townsend libraries, "Garden-Know-How" series, as well as our outreach educational booths, KPTZ radio show "In the Garden", tree pruning workshops, presentations and peer-to-peer education in community gardens, directly address this need. By teaching residents research-based techniques and information how to select appropriate species, plant correctly, care for young trees, and steward healthy landscapes; Master Gardeners help ensure Jefferson County residents reap the benefits of trees and green space. Our work strengthens local resilience, supports public health, and helps create greener, healthier places for everyone. MASTER GARDENER jefferson.wsu.edu Bridget Gregg, Master Gardener Program Coordinator 121 Oak Bay Road, Port Hadlock, WA 98339 bridget.gregg@wsu.edu COMMUNITY PARTNERS Food Bank Growers Association Chimacum & Port Townsend School Districts City of Port Townsend Habitat for Humanity Port Townsend Library Jefferson County Library Khul Kah Han Native Plant Garden Jefferson County Noxious Weed Control Board Port Townsend Leader Port Townsend Marine Science Center IMPACTS PROGRAMS “Ask a Master Gardener” Clinics "Garden–Know-How" Series at Jefferson County LibrarySix-week spring “Growing Groceries” classSeed Library“Garden Note” monthly article in the Port Townsend Leader Sims Way Demonstration Garden Eleven-week Master Gardener Training classRain Garden Mentors Speaker’s Bureau In 2025, the Jefferson County Master Gardener Program continued to play a vital role in strengthening community understanding of sustainable landscape practices. Through research-based education, hands-on demonstrations, and direct public engagement, Master Gardeners helped residents adopt practices that enhance green spaces, support healthier ecosystems, and conserve natural resources.Across workshops and outreach events, participants consistently expressed how the program reshaped their approach to caring for their land. Feedback included commitments such as “Plant a native hedgerow this spring,” “Reduce my lawn to a garden,” “Decrease use of pesticides,” and “Include pollinator habitat in my vegetable garden.” Others noted the value of learning “effective and safe ways to live with our wildlife,” reflecting our community's interest in coexistence with local ecosystems.These reflections were matched by measurable outcomes. Following our “Lawn Alternatives” education, 80% of participants reported they intend to convert part of their yard to native or pollinator-friendly habitat, a shift that directly supports biodiversity and reduces water use. In a separate class, 14 of 16 attendees committed to mulching to conserve water and improve soil health, and 95% planned to incorporate pollinator habitat into their vegetable gardens. These actions contribute to healthier soils, reduced irrigation needs, and more resilient home landscapes.Master Gardeners also provided extensive one-on-one support through diagnostic clinics, where volunteers answered a wide range of community questions. This year, volunteers fielded 450+ questions ranging from plant and soil health to local food and pollinators, from water conservation to landscaping practices; each interaction represents a moment where community members received accurate, actionable information—reducing pesticide use, improving soil stewardship, supporting pollinators, and making climate-smart choices in their gardens.Together, these outcomes show that the Jefferson County Master Gardener Program is not only educating residents—it is transforming gardening behaviors in our county. By equipping people with the knowledge to care for their landscapes responsibly, Master Gardeners are helping build a healthier environment, stronger ecosystems, and more resilient communities. R eg io na l S m a l l F a r m s 202 5 THE ISSUE BY THE NUMBERS THE RESPONSE 499 farmers engaged through 32 classes and farm walks (16 online, 16 in- person). 58.5 hours of educational programming delivered. 77% of participants would recommend classes to others. 70% rated classes as highly valuable for improving knowledge and skills. 12,600 views of recorded classes online, totaling 804.5 hours of watch time. 69 technical assistance requests served, benefiting 48 unique farms. The increasing number of smaller-scale farms on the Olympic & Kitsap Peninsulas has created a need for more small farm education, technical assistance, experiential opportunities, and resources for area farmers. The region's agriculture faces challenges due to policy-related issues, economic viability, and environmental concerns, such as water management and soil health. Additionally, unpredictable weather patterns and market fluctuations further complicate sustainable farming practices. In 2025, the WSU Regional Small Farms program saw an increase in farmer educational requests and technical assistance to include identification and management of on-farm pests, animal agriculture, crop production, soil health, farmland preservation, agritourism, and farm business assistance. The WSU Regional Small Farms Program serves Clallam, Jefferson, and Kitsap Counties with the mission of fostering a resilient and thriving local food and farming sector. In 2025, the program continued to prioritize the needs of new and beginning farmers while developing strategies to sustain high-quality programming and services across the region. Throughout the year, the program delivered a diverse range of educational opportunities—including in-person and virtual workshops, classes, and farm walks targeted primarily at small farm operations managing 10 acres or less. Beyond education, the program provided technical assistance on a wide array of farm-related topics to support producers in all three counties. To ensure localized support, the program maintains Extension Coordinators in each county, enabling tailored assistance that addresses unique regional challenges and opportunities. Washington State University Regional Small Farms Program provides research- based information and educational programs for farmers, consumers, decision- makers, and others involved in local food systems. Kellie Henwood, Regional Small Farms Coordinator (Jefferson) - kellie.henwood@wsu.edu Jess Sappington – Farming & Food Systems Coordinator (Kitsap) - jess.sappington@wsu.edu Laurel Moulton – IPM Regional Specialist (Clallam) - laurel.moulton@wsu.edu Clare Menard – New & Beginning Farmer Educator (Kitsap) – clare.menard@wsu.edu In 2025, the WSU Regional Small Farms Program advanced small farm viability and strengthened local food systems across the region through education, technical assistance, and strategic partnerships. The program equipped farmers with practical knowledge, supported improvements in production and business practices, and contributed to greater overall agricultural resilience. Alongside the substantial number of farmers served and the outcomes detailed in the following section, qualitative feedback highlights the depth and significance of the program’s impact. Farmers reported markedly reduced uncertainty and increased confidence—especially in navigating markets, securing grants, exploring collaborative farming models, and strengthening business planning. Participants also emphasized meaningful time savings, noting that curated, place‑based information replaced hours of independent research and enabled faster, more informed decision‑making. Taken together, these quantitative and qualitative outcomes demonstrate how the program not only strengthened individual farm capacity but also contributed to a more resilient and adaptive regional food system. THE IMPACTS Very helpful - very impressed with the farmers and the model for sharing land & resources ~ Dirt Talk Farm Walk: Collaborative Farming Attendee This was so valuable. It saved me so much time doing research to find these opportunities on my own! ~ Kitsap Market Channels Class Attendee I'm new to all this and found this information was very helpful and digestible for someone in my position. ~ Farm Grants From Start to Finish Class Attendee QUOTES Farmer Engagement and Education Delivered 32 classes and farm walks (16 online, 16 in- person), totaling 58.5 hours of instruction. Creation of a new Living on the Land Workshops series focused on topics relevant to small acreage farmers and homesteaders. Engaged 499 farmers, with 82% farming on 10 acres or less, underscoring the need for small farm education. Class evaluation results: 77% would recommend classes to others. 70% rated classes as highly valuable for improving knowledge and skills. Online resources extended reach with 12,600 views of recorded classes, totaling 804.5 hours of watch time. Kellie Henwood, Regional Small Farms Coordinator (Jefferson) - kellie.henwood@wsu.edu Jess Sappington – Farming & Food Systems Coordinator (Kitsap) - jess.sappington@wsu.edu Laurel Moulton – IPM Regional Specialist (Clallam) - laurel.moulton@wsu.edu Clare Menard – New & Beginning Farmer Educator (Kitsap) – clare.menard@wsu.edu Regional Small Farms Program Pillars Technical Assistance: Responded to 69 technical assistance requests, serving 48 unique farms across the region. Top topics included: Integrated Pest Management (IPM), Crop Production, Soil Management, Farm Business Planning, Marketing, and Financial Planning. Farmers frequently applied technical guidance immediately on their farms, contributing to reduced pest pressure, stronger soil management, improved production outcomes, and more strategic financial and business decisions. Regional and County Based Projects: Kitsap Farm Mentor Program: Supported 7 mentors, delivered 9 classes to 10 farm interns. Supported food access programs (SNAP and SNAP Market Match) at regional farmers markets and farm stands. Delivered 6 workshops focused on financial planning, farm human resources, and grant management through a USDA Rural Business Development Grant. Hosted a Land Succession Planning event with over 40 participants in partnership with American Farmland Trust, Washington Farmland Trust, and Jefferson Land Trust. Assisted in the coordination of county agritourism events: Kitsap Farm Tour (3rd Annual) Jefferson County Farm Tour (23rd Annual) Assisted in the delivery of three Cultivating Success series for the region: Explore Your Farm Dreams, Whole Farm Planning, Agricultural Entrepreneurship. Completed a Western SARE grant for three years of sweetpotato trials in Clallam, Jefferson, and Kitsap counties. The Farm to Community program in Clallam and Jefferson Counties provided $79,210 in contracting support to 23 local farms and producers, delivering fresh produce and protein to 21 partner sites— improving community food access and strengthening local food systems. THE IMPACTS continued Kellie Henwood, Regional Small Farms Coordinator (Jefferson) - kellie.henwood@wsu.edu Jess Sappington – Farming & Food Systems Coordinator (Kitsap) - jess.sappington@wsu.edu Laurel Moulton – IPM Regional Specialist (Clallam) - laurel.moulton@wsu.edu Clare Menard – New & Beginning Farmer Educator (Kitsap) – clare.menard@wsu.edu Community Partnerships: Acted in an administration, facilitation and/or advisory capacity for multiple community partnerships/groups, including Clallam AgWorks, Clallam County Conservation Futures Board, Climate Action Committee Food Resiliency Work Group, Kitsap Agritourism Coalition, Kitsap, Food Systems Roundtable, Kitsap Farmland Preservation Coalition, Kitsap Agriculture Working Group & Steering Committee (Year of the Rural), Petersen Farm Workgroup, Jefferson LandWorks Collaborative. Projects were completed - Public Speaking, Arts, Crafts, Horse, Communication had the most participation. A 3% increase from last year. 4-H volunteers worked alongside youth. An increase of 47% from last year.. 274 Reside outside of Port Townsend Of participants are High School age. Of graduating seniors in Jefferson County participated in 4-H during their education. Jefferson County needs programs that specifically develop opportunity for rural youth and families, connection to higher education, and elevation of youth voices in conversations around how community resources and effort are spent. IMPACT OF 4-H 4-H empowers America’s young people - no matter their backgrounds, socioeconomic status, race and gender. Our programs are guided by research- based curriculum where youth ‘learn by doing’ life skills in partnership with caring adults. Knowledge and attitudes are fostered to develop competent, caring and contributing citizens of our County, and the world. Self-esteem, perseverance, effective communication, teamwork, leadership, healthy life choices, problem solving and so many other skills gained in our program grow a thriving and resilient 4-H community in Jefferson County. Research shows that participation plays a vital role in achieving life-long success.4-H’ers are 4x more likely to make contributions to their communities, 2x more likely to be civically active, 2x more likely to participate in out-of-school science programs and 2x more likely to make healthier choices. 84% of our alums are socially and emotionally satisfied with their lives. 53% have a college or graduate degree (a 10% increase over non 4-H alumni). 84% have identified a career that is a good fit for them through the program, have a strong sense of belonging, and are 41% less likely to engage in risk/problem behavior. Over half of our volunteers are 4-H alumni. Contributions from our volunteers and investment from Jefferson County government and Washington State University endow an incredible wealth of knowledge and connectedness for the next generation. OUTCOMES Our volunteers and staff provided peer reviewed and evidence based curriculum in the subject areas in the left column on page 2. We partnered with our local Public Health Department to support Guiding Good Choices - a parenting course that has been shown to improve family bonds and sense of belonging. Our Leaders Council hosted training in Public Presentations & Informational Demonstrations. Our members participated in Super Sunday - Public Presentation Day, Judging Workshops and Fundraising Events. Clubs provided leadership opportunities - teaching civics in an experiential learning framework, as well as individual club Community Service projects across the County. Our 4- H’ers are the future of leadership and service in Jefferson County. Jefferson County 4-H 2024-2025 119 80% 57% 24% DEMOGRAPHICS Youth enrolled. A 7% increase from last year. 44 Of participants are female. 24.20% LEARNING OPPORTUNITIES 4-H partnered with local farmers to host the first ‘Shearing Festival’ at Twin Vista Ranch on Marrowstone Island. It was a huge success and we hope to invite the community each year to engage in experiential learning at this working farm! Members shared their projects with the community, one of the most successful events was the spring kick off of the Port Townsend Farmers Market where the Quilcene Wranglers hosted a ‘Baby Animal Photo Booth. The County Wide Rabbit Project hosted a workshop at the Port Townsend Library that the Library Director called “the best day ever”. Nothing can rain our our parade - our 4-H families walked in the Rhododendron Parade in some intensely damp conditions. A couple equine companions joined their humans, and spirits remained high as they represented our program’s dedication and undetterable connection to our Community. The “Explore More” Jefferson County Fair was another great success in sharing what 4-H’ers had learned. They honed their hospitality and deepened community agricultural knowledge by doing ‘Herdsmanship’, demonstrating skills, and showing animals. Public Speaking and Knowledge Based displays were available all weekend. Exhibitions in the County Fair increased substantially, and our 4-H’ers and families contributed over 1200 hours to making this countywide event successful. We had the most youth qualify for State Fair in recent years - in Cattle, Rabbit, Cat, Equine and Art Projects. 4-H volunteers supported a number of activities at the Jefferson County Fairgrounds. Most notably helping install the new horse warm up arena. This will increase safety for Fair, both for the animals and people. In total 4-H Volunteers contributed $157,375.00 in value to our community via their hours of service. The 4-H Afterschool Program - lead by our dedicated team of Yvette, Mike, Michael and Scott provided arts & crafts, games, sports and other STEM activities in the gymnasium of Brinnon School. We had our highest enrollment yet, and had to add a waiting list to the “Brinnon Try’ers” program. The community unfortunately lost Michael in June 2025. He will be missed, and we are so grateful for the time we got to spend together. 2024-2025 CLUBS: Brinnon Try’ers, Creature Club, Community Boat Project Voyagers, Cooking Club, Happy Haystacks, Horseketeers, Jefferson County Horse Club, Northwest Rangers, Paws N Claws, Quilcene Wranglers, Roboctopi, Salish Rescue, Sunfield Shepards. SUBJECT AREAS TAUGHT BY LOCAL EXPERTS & VOLUNTEERS