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HomeMy WebLinkAbout54-1012-26R STATE OF WASHINGTON County of Jefferson In the Matter of Adopting a 2026 Progress Report for and Amendments to the 2024-2028 RESOLUTION NO. 54-1012-26R Jefferson County Strategic Plan WHEREAS, Jefferson County is a political subdivision of the State of Washington; and, WHEREAS,the Jefferson County Board of Commissioners believes that the development of a strategic plan including vision, mission, and core value statements and detailing the county's strategic priorities is vital for the future of our county and our community; and, WHEREAS, Jefferson County adopted a five-year Strategic Plan for the years 2024 through 2028 via Resolution 41-23, approved on October 2, 2023; and, WHEREAS, the county developed Strategic Plan implementation protocols to ensure the county achieves the objectives under each strategic priority and reports progress towards such achievements to the community on an ongoing basis; and WHEREAS, county staff, in collaboration with consultant BerryDunn, has prepared a periodic Strategic Plan Progress Report, dated October 2026; and, WHEREAS, in the process of tracking metrics and documenting achievements relative to the Strategic Plan,county staff identified prospective amendments to objectives and metrics within the plan; and, WHEREAS, the Board of County Commissioners now wishes to formally acknowledge said Progress Report and enact the referenced plan amendments; NOW, THEREFORE, THE BOARD OF COUNTY COMMISSIONERS OF JEFFERSON COUNTY, WASHINGTON, HEREBY RESOLVES AS FOLLOWS: Section 1. Whereas Clauses are Findings of Fact. The Jefferson County Board of Commissioners hereby adopts the above"Whereas"clauses as Findings of Fact. Section 2. Purpose. The purpose of this resolution is to adopt the 2024-2028 Strategic Plan 2026 Progress Report and Amendments to the 2024-2028 Strategic Plan. Section 3. Adoption of Progress Report. The October 2026 Progress Report for the 2024-2028 Strategic Plan, attached as Exhibit A, is hereby adopted. Section 6. Adoption of Amendments. The Amendments as presented in Exhibit B are hereby adopted and effectuated as amendments to the 2024-2028 Strategic Plan, initially adopted via Resolution 41-23 on October 2, 2023. Section 7. Severability. If any section, subsection, sentence, clause, phrase or section of this Resolution or its application to any person or circumstance is held invalid, the remainder of this Resolution or its application to other persons or circumstances shall be fully valid and shall not be affected. 1 of 3 Section 8. SEPA Categorical Exemption. This Resolution is categorically exempt from the State Environmental Policy Act under WAC 197-11-800 (19). Section 9. Effective Date. This Resolution shall take effect and be in full force immediately upon passage by the Board of County Commissioners. (SIGNATURES FOLLOW ON THE NEXT PAGE) 2 of 3 I ADOPTED and APPROVED this �2 day of 0011 k% 2I .6. SEAL: JEF ' SON 1 Y BOARD OF CO b T` J Ism'N .. S 11111111 NaarrrerrrA A µSON C°'% :ro erton, G ,N: aftel er : dley-Nollette, Member II i (:. SEAL : p'••• C�� - '.i Eisenhour, Member Sib, R WASN\.�. ATTEST: APPROVED AS TO FORM: /0 2 � 01 O 1f O&I fr2 Caroly G llaway, CMC Date Philip C. Hunsucker, Date fie .- 9 Chief Civil Deputy Prosecutingy P Y Attorney 3 of 3 0 H- ADOPTED and APPROVED this( day of OC 1%'2,% 21 6. SEAL: JEF •SON )U_ Y BOARD OF COi T' CO 4, ISSIO` :'S 1 ilk - /I, ......4151111M0 ovissminip,C �. :ro erton, t �.-4— B1 „_40 _ .rde\ taiLIJOY, -Nollette, Member � � i Eisenhour. Member o�WASH�.," 4.•41,M''''''0 ATTEST: APPROV(Fp AS TM FORM: 7 i0 12, 2{e, 0. 0 F 11 October 14,2026 Caroly Ilaway,CMC Date Philip C. Hunsucker, Date Chief Civil Deputy Prosecuting Attorney 3 of 3 Exhibit A October 2026 Progress Report for Implementation of 2024-2028 Jefferson County Strategic Plan Exhibit B Amendments to objectives and performance measures in the original 2024-2028 Jefferson County Strategic Plan, adopted October 2023, through implementation as documented in the October 2026 Progress Report: • Community Resilience o Objective 1 • PERFORMANCE MEASURE 1 updated to "annual change in community knowledge of events measured through annual survey" o Objective 3 • PERFORMANCE MEASURE 1 updated to "Attendance at `Preparedness Day' o Objective 5 • PERFORMANCE MEASURE 2 updated to"home health services" • PERFORMANCE MEASURE 3 updated to "Number of JSCO calls each year that are coded with a mental health code" • Removed PERFORMANCE MEASURE 4 • Economic Vitality o Objective 1 — updated "Focus"to "Support" o Objective 5 • PERFORMANCE MEASURE 1 remove"By June 30, 2024" • Environmental Stewardship o Objective 1 • PERFORMANCE MEASURE 1 updated to "Complete 2025 Periodic Update of Comprehensive Plan and development regulations" o Objective 2 • PERFORMANCE MEASURE 1 updated "December 31, 2023"to"June 30, 2024" • Housing Accessibility o Objective 3 —updated to "Identify and remove physical and digital barriers to access so County services, facilities, and spaces are accessible to all" • Organizational Health o Objective 1 • PERFORMANCE MEASURE 2 add"Review and report how many are in place" • Removed PERFORMANCE MEASURE 4 and PERFORMANCE MEASURE 5 "Median length of employee tenure" and"Average length of advertised position vacancy" o Objective 2 • PERFORMANCE MEASURE 1 update date to "September 2025" o Objective 3 • PERFORMANCE MEASURE 1 update to "Conduct three `Lunch and Learn' annually and number of attendees total" o Objective 4 • PERFORMANCE MEASURE 1 update date to "December 2025" o Objective 5 • PERFORMANCE MEASURE 1 update to "Number of attendees at annual events.Annual breakfast(April) and annual picnic(Aug.)" • Thriving People o Objective 1 • Remove PERFORMANCE MEASURE 5 "Create a tracking system and/or dashboard for these activities" o Objective 2 • Add PERFORMANCE MEASURE 4 "Increase in events over baseline" o Objective 4 • Remove PERFORMANCE MEASURE 2 "Participant usage of Jefferson County facilities for recreational and wellness activities" , . ,.. -„, - ---- 40 ,r- , •• , too -. .. - - - . .c.,..10 '• PROGRESS REPOR t . Date: . , . fo , .:.._ • - ... October 12, 2021: ,...: - . Timeframe: ., primarily throug .. December 31 , 2025 ,.. ....--, ,-, ... 'elS, HIIN,...CI , , .__.....,. ___ _.,, _ `*=._ it .40 , \ A 1 . . ... „..; ., 11 . ..:. .. _....,.....„... ....,,--- , . 1 0000°' 0 -- i i 41 , it it . , . .. , . .. ._ t •' — . _ .. _ • . . ; .. I , 1\ .,_ 4 , .. _-. ...... ,-- ...... ,.., •.• I i . . ,. . _ , , I -. ,., . ,,... ..- ..-. '•.4 - . ,,, .i 0 . ---' . , .A - ' -''.'! •-"--- - ' ..4 , i , • .. ; at, Core Values All people of Jefferson County thrive in a healthy Accessible and Responsive and secure community that preserves our natural resources and cultural heritage, supports a robust Engaged and Collaborative economy, innovates, We recognize the need and value of working tog' to achieve common goals by snaring experts. cultivates diversity, and ^d ' ..,.' while provides leadership in growth management. Innovative and Forward-Thinking We engage each other and our community in deveic.: and implementing creative solutions to resolve Professional and Service-Oriented We serve and invest y''ve are comm Cted to main:aio;ng except o^a se' in our community to each other and our community. by providing and Respect for All maintaining meaningful We foster an equitable and inclusive environment services to support a by respecting the intrinsic worth of our colleagues vibrant workforce, and the people in our community. We are stronger as a result of differing opinions a successful business and perspectives. community, and a beautiful and protected Trustworthy and Accountable environment for We are responsible managers of the resources entrusted to us. We are honest,ethical, principled, and accountable. Jefferson County residents. We live up to the high expectations of the people with whom we work and those we serve. 2 ri\IN/ZINtyril M. ,: HRIviN cu C ,,...„. A w 0 fair pv ,13 al fl,,,,,;,-;i46,,t,,,,,,,:rii::::„,..te, , r " .....v_ 0 (0 ;\ - • / . Minn 0 ov` 41(44111 "--- .. 4 — 0 11 es\ ., - c .....• 0 0 0 \ . n --106.- lowilk D,-„, ...,• , i rim mom• kP rn < Z CD ' V - , / › *-3° "C" ' S ',, iiillatji - . rn 0 i• ' — '''. --" 0 414 ,... c3Z• _,P ,-.. ,,;;•!, 0 A 3,, Co m m u n i t "� Fa Resilience Jig HAti ptx� Objective 1 Increase opportunities for informed and effective civic engagement and participation in publ`c forums and virtual events to promote a safe and healthy community. Performance Measures • Annual clang community kno,aJiedge of events as measured through annual survey. • Number of puo.ic and digital events led by Jefferson County aimed at the health and safety our community. ❑ Completed • Progress In 2025, Jefferson County led 415 events focused on supporting the health and safety of our community. These efforts ranged from large-scale events, such as all County Preparedness Day, to smaller community-focused gatherings, including harm reduction pizza parties and hazardous waste collection events for residents. Total participants across all listed events: 5,736. Objective 2 E,gage , oartners. 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 I In Progress Jefferson County Public Health (JCPH)is utilizing a nationally recognized framework called MAPP 2.0 (Mobilizing for Action through Planning and Partnerships)that supports strategic and equitable development of a community-wide vision for health by promoting cross-sector partnerships, gathering community perspectives, and raising awareness of health equity through three phases: 1. Build the Community Health Improvement Foundation, 2. Tell the Community Story, 3. Continuously Improve the Community. Community Health Improvement(CHI) is currently in Phase one: Build the Community Health Improvement Foundation. The focus of Phase 1 is to establish structures to involve community members who represent populations experiencing health inequities to guide and participate in planning, to build on existing networks, community priorities, and coalitions, and to identify lessons learned from past implementation. See our website for the CHI overview, project timeline,framework description, past implementation documents, and sign up for periodic updates: https://jeffersoncountypublichealth.org/1977/Community-Health-Improvement-CHI 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 "Preparedness Day." • Number of residents participating in Neighborhood Preparedness Progra • ❑Completed gin Progress Throughout 2025, Department of Emergency Management conducted training for approximately 450 community members across NPREP's 147 identified organized neighborhoods, and they facilitated disaster preparedness presentations that reached 756 resident. In 2026, all County Preparedness Day was attended by approximately 500 community members. Objective 4 Prevent and contra' commun cable diseases to improve the health,well-being, and safety of co 1-,- Performance Measures • Percentage change in communicable disease transmission rates annu• • Percentage change in vaccination rates annually. ❑ Completed El In Progress Jefferson County Public Health's Communicable Disease Program tracks, investigates, and works to control the spread of infectious diseases and keep residents healthy by monitoring and responding to new health risks and informing the community and healthcare providers about disease prevention and evidence-based treatments. The Data,Assessment&Epidemiology Program at Jefferson County Public Health provides comprehensive information on the environmental, social, economic, mental, and physical health of Jefferson County residents, including tracking of communicable diseases. This data empowers public health programs, leadership, and community partners to identify issues, allocate resources effectively, and implement strategic actions. There was an 181.9% increase in influenza hospitalization from 2.21 per 100,000 in 2022 to 6.23 per 100,000 in 2023. Data is not yet available for 2024. For more information, refer to our Jefferson County Public Health Respiratory Report at our Health Advisory page located at this link: https://co.jefferson.wa.us/979/Provider-Advisories-Messages. For cases of Tuberculosis,there was a decrease of 1.64 per 100,000 in 2022 to 0 per 100,000 in 2023. Data is not yet available for 2024. For childhood immunizations(ages 19-35 months), based on the completion of Childhood Immunization Status Series 4:3:1:3:3:1:4 (number of doses of DTaP, IPV, MMR. Hib, HepB,VZV, PCV), there was a 1.78% increase in childhood immunization from 2024 to 2025. Objective 5 C ose neat- system gaps so a full continuum of care is accessible to all county residents. Performance Measures • Report on heath system gaps from CHIP. • Number of county-supported wrap-around health services. • Number of JSCO calls each year that are coded with a mental health code. • Number of Sheriff's Office Mental Health Navigator Program calls compared to number of people served per`,ear. ❑Completed Q ?-ogress Jefferson County supports collaboration between relevant departments in diverting mental and behavioral health crises from law enforcement and emergency response systems, and in addressing root causes of individual health needs through public health programming. Priority health issues are identified through the CHI process, which includes Community Health Assessment(CHA)and the Community Health Improvement Plan (CHIP). Jefferson County Public Health (JCPH)provides nine wrap-around health services including Nurse Family Partnership, Women Infants and Children, School Based Health Centers, Harm Reduction/Care Navigation, Communicable Diseases/Disease Investigation, Foot-care, Intellectual & Developmental Disabilities, Children &Youth with Special Health Care Needs, and Alternative Enforcement Program. These services are offered to individuals who may be vulnerable to health system gaps and/or are heavily impacted by social determinants of health. This array of services aims to connect community members to care, promote health, and preserve emergency and law enforcement services. JCPH offers transparent reporting of data produced through the community assessment cycle and invites individual, organizational, and departmental participation in ranking key priority issues related to system gaps and health outcomes. JCPH and the Behavioral Health Advisory Committee administer the 1/10th of 1%Annual Budget of$969,369.86 in 2025 for programs that provide mental health and substance use disorder treatment services. Funds were utilized by 13 partner organizations. Additional information for programs funded through the 1/10th of 1% Sales Tax Fund can be found on the 1/10th reporting dashboard at https://jeffersoncountypublichealth.org/711/Behavioral-Health-Advisory-Committee. The Jefferson County Sheriffs Office (JCSO), in partnership with Discovery Behavioral Health, has a Mental Health Navigator(Navigator). The Navigator responds to emergency calls for service and provides follow-up services to individuals in need of mental health resources and other community resources; this position also connects individuals to additional services such as counseling, food, shelter and other community services. The JCSO Navigator completes monthly reports showing the total number of contacts,total number of persons served, and total emergencies responded to. In 2024, the JCSO Navigator averaged 22.6 total contacts per month with 17.5 subjects and responded to 4.5 emergencies per month. In 2025, the JCSO Navigator averaged 21.6 total contacts per month with 16.3 subjects and responded to 2.8 emergencies per month. EconomicSof • • itality 11111 Objective 1 Support economic development efforts on areas of the county with high job-creation potentia'. Performance Measure • Facilitate quarterly meetings with key stakeholders for the development of the Port Hadlock U,pan On Area (UGA) and the Glen Cove Industrial Area. ❑ Completed ® 'n Progress The Glen Cove Industrial Area planning & infrastructure options report from SCJ Alliance (consultant firm)was finalized. The new UGA and Housing Development Regs accompany the Comprehensive Plan Periodic Update. Quarterly meetings will be scheduled as relevant. Objective 2 Complete Phase One of Port Hadlock sewer project. Performance Measure • Complete 50 sewer connections by the end of 2025. ® Comc'eted C Progress Phase One of the Port Hadlock sewer project was completed in December 2025, with sewer connections made to more than 50 properties. ' tom Objective 3 Support the closure of broadband connectivity gaps so residents and businesses have internet access that meets their needs. Performance Measures • Number of i-,ew 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 ® ' , Progress These measures will be reported on in the next round. Updates can be found at the following link: www.jeffpud.org/broadband/. Objective 4: Ennance use and bus ^eess-{r end'y zoning to encourage more ous ness location and investment n Jefferson Performance Measure • 1-crease mu t -use zoning by SO acres. 2d E. In Progress Up-Zoning is activated within 200 feet of sewer in the UGA. Recently adopted development regulations for middle housing and sewer availability within the Irondale/Hadlock UGA present new opportunities for affordable housing and economic development. Objective 5: Lead planning efforts for Limited Areas of More Intensive Pura Development (LAMIRDI so that development is optimized. Performance Measures • Identify number or vacant LAMIRD acres available for potential development or redevelopment. • Periodic assessment to consider legaiiy permitted changes to LAMIRD Logical Outer Boundaries. ❑ Completed ® In Progress Vacant LAMIRD acres available for potential development or redevelopment have been identified in the Land Use Element of Periodic Update. Changes to LAMIRD Logical Outer Boundaries(LOBs)for Type 1, to increase flexibility, requires legislative action. Type II and Type III LAMIRDs can be changed through a conditional use permit process, providing some flexibility for rural areas without the need to change LOBs. Jefferson County supported the adoption of the new LAMIRD flexibility into law. Objective 6: Promote oa anced 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. ❑ Comoleted ® In Progress The average annual increase of Hotel-Motel and Transient Rental Sales tax from 2022-2025 was 0.4%and 2025 revenue received was 2.4% less than in 2022.A large windfall amount received in April 2023 from an audit skews the annual amounts somewhat, but generally revenue increased significantly in 2021 during the pandemic, peaked in 2023, and has been declining slightly since 2023. The number of jobs sustained by the tourism industry is not available at this time. . ,, , ,. .„.. , ...,.. . 0 5_, .ft""t -' . - ''.'11, 11:-..1 :-:!':,:'3'':::":-,'''I'.::,,,:r' '''.i.-:::11.11ta I td LA - -- ' *IrIP '4°Aig Objective 1 Balance deveiopment vivitn the preservation of the county's rural character. natural areas. and open so- so that u'�'que quality of life factors are sustained. Performance Measure • Complete 2025 Peed'c Jncr-,'n of Comer-.",---s.i.72 G''^ and develops ❑ Completed I In Progress The update to Critical Areas Ordinance (CAO) is part of the 2025 Periodic Update of the Comprehensive Plan. Action was completed early 2026. The Comprehensive Plan changes were adopted in Summer 2026, with development regulations to follow in Fall 2026. Objective 2 Reduce community vulnerability to wildfires. Performance Measure • Community Wildfire Protection Plan (CWPP) completed by June 30,2024. • Comoleted ❑ In Progress The Community Wildfire Protection Plan was adopted by the Jefferson County Board of County Commissioners on October 29, 2024 and is located at the following link: https://jefferson-county-cwpp-jeffcowa.hub.arcgis.com/ fi Ay.1 Objective 3 Improve the health of county-owned forest !ands through a sustainable forest program. Performance Measure • Percentage of county-owned forest land actively managed. ❑ Con- I In Progress Jefferson County has an estimated 1,800 acres in forest, including parks and parcels that have facilities along with forest land (e.g., solid waste transfer station). Clearer numbers expected in summer 2026 with the conclusion of the parcel inventory project on all 300+ parcels of county-owned property,to be followed by completion of a forest management proposal (for the next 45 years)by the county's contract forester. 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 currrent participants and near.,applicants. ❑ Completed I In Progress Not started: Tax program numbers have not been tracked. A project to update/improve the Public Benefits Rating System/Open Space Tax Program would require Assessor's Office and Community Development staff capacity and budget. Objective 5 Support expansion of electric venicle charging stations to encourage increased ownership and usc of electric vehicles. Performance Measure • increase numCcr o' 2 ___ C charging stations provided or facilitated b; ❑ Comply- ® !-_ Additional charging stations are in different stages at the various locations throughout the County. The Tri-Area charging stations have been completed in 2026, and an agreement is in place for work to be completed at Olympic Gateway. Olympic Gateway on hold, pending property transfer to Joint Transportation Authority. Tri-Area Site-Host Agreement with EVCS (business partner), Olympic Gateway Site-Host agreement with EVCS, Invoice for PW Charger, Invoice for PH/DCD Chargers. 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 aquacuitur:c economies—and the ecosystems on which they depend. Como sted I P-oo Chickadee Forestry manages the county forestry program to include harvesting, responsible forestry demonstration and coordinating local events. Additionally, Chickadee coordinates with partners, and categorizes vacant lands. 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 annua • Number of riparian or shoreline emergencies declared annually ❑ Complete:: In Progress No applications for infrastructure or non-structural improvements were submitted as of 12/31/2025. Sea level rise addressed in Climate Element of Comp Plan Periodic Update and a layer was created in GIS (system). SMP update is in progress. Riparian or shoreline emergencies: None reported to Public Health or DCD in 2024 or 2025. Public Health's Water Quality Team watches for shoreline erosion and flooding with continuous sea level monitoring data from National Oceanic and Atmospheric Administration (NOAA)tide stations. No rivers have an established "Flood Stage". The Duckabush River has an "Action Level"and photos of flooding are recorded over action level. Objective 8 Collaborate and share resources sNith WSU to promote environmental education throughout the community. Performance Measure • Number t,\ Su-coordinated partnerships s,-itr ❑ Completed ® '^ Progress Washington State University(WSU)partners with a diverse range of community-based organizations throughout Jefferson County. In 2025, WSU partnered with 22 organizations whose mission statements highlight culture, heritage, or diversity,followed by 11 partnerships in 2026. WSU also participates in community events throughout the year, providing opportunities to share environmental education and connect with residents across the county. st '" ' gi • 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 ® ^ Progress The Parks& Recreation program within the Department of Public Works is currently occupied with service delivery. One outcome of current planning and budgeting processes is an increased reliance on volunteers to maintain parks. Parks and Recreation has sustained a high level of volunteerism: 2023-4809 hours valued at$152,926; 2024- 5022 hours valued at$214,370; 2025-4872 hours valued at$195,562. These hours are dedicated to both maintenance and educational/recreational programming. Irondale Community Park and Indian Island Park are currently 100%volunteer-maintained. Three key parks utilize volunteer caretakers: Oak Bay, Gibbs Lake, and HJ Carroll (who receive nominal compensation in the form of an RV site). The trail system at Gibbs Lake Park is 95% volunteer maintained. , ,., __ , _, - Housing •i .. i 4, m Accessibility Objective 1 Snorter :"o o;.ann ng and corm tr;ng rev,e: and approval process. Performance Measures • Create a performance tracking system, 'o• oe-' :, ng by 2025 o' sooner • Migrate to a fully online 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 Enterprise Permitting and Licensing (EPL) is able to provide information on permit timelines and completeness. Complete: Migrate to a fully digital permit application and processing system by December 31, 2024. The next phase for EPL system is to build out fillable applications to support fully online permit submittal. PH: % Reduction in Environmental Health Permit Issue Times-2023-2024 = 61%; 2024-2025 = 39% Average Permit Issue Times: 2023=191 days; 2024=74 days; and 2025=45 days. We used 2023 data as a baseline; this was at the end of the DCD building moratorium. The average data excludes those permits that took greater than 180 days due to septic redesigns or waiting on information via the DCD or EH Additional Information Request process. Decreased permit timelines will depend upon ongoing technology upgrades and sufficient budget for staff. Objective 2 Identi`y 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 :n number of targeted income group dwel ing units. ❑ Completed ® In Progress Assessment and housing targets for 2045 are included in the 2025 Comprehensive Plan Periodic Update. Housing production metrics are influenced by broader market conditions outside the County's direct control. Zoning capacity metrics more directly measure County input. 1 tt Objective 3 Identify and remove physical and digital barriers to access so County services,facilities,and spaces are accessible to all. Performance Measures • NL,n be'' and type of additional sousing units created by non-commercial residential grope • Reduce condli:lonai use pence is on the shoreline. • Number of housing units developed using pre-approved stock plans. • Increase the Planned Rural Residential Development (PRRD) applications. Corrolothd ® I.r D,-nm ess Four Accessory Dwelling Units (ADUs)were permitted in the County in 2025. Regulatory burdens have been reduced by allowing one ADU per residence in rural areas and two ADUs per parcel in the UGA. The Shoreline Master Program update is in progress for conditional use permits. Commerce Grant for energy-efficient stockplans has faced implementation challenges with no applications through the Request For Proposal process. Streamlined PRRD regulations and density bonuses are included with the Comprehensive Plan Development Regulations, and an indicator of PRRD applications can be tracked. Objective 4 Use fiscal measures to incentivize housing development. Performance Measure • Number of affordable and workforce housing units constructed using fiscal incentives. ❑ Completed ■❑ Progress Economic Development Council (EDC)Team Jefferson is currently leading a process to submit Opportunity Zone 2.0 applications(for State and Federal decision)that could provide tax incentives for development and investment. The Mason Street Neighborhood with 136 affordable housing units has received preliminary plat approval in the Port Hadlock UGA. The County has pursued funding sources, including Connecting Infrastructure to Housing (CHIP) funding ($1 million)for the Mason Street Neighborhood and funding to support the Irondale/Hadlock UGA sewer system. Objective 5 Increase number of housing units within LAMIRDs. Performance Measure • Quantify and increase number of housing units added A.:- ❑ Completed Progress Limited Areas of More Intensive Rural Development(LAMIRDs)are addressed in the Land Use Element of the County's Comprehensive Plan and the changes made to the housing element are consistent with new state laws and regulations. Objective 6 Col aoorate witn community partners to reduce homelessness. Performance Measures • Number of unhoused people across Jefferson Countyyear-over-year. • Annual number of unhoused people transitioned into housing by Jefferson County in collaboration with community partners. ❑ Completed • In Progress The point-in-time count released in the Spring of 2026. It was recorded that 177 people experiencing homelessness, up from 147 the year before, which is an increase of about 20%. 4 ..,,, , '-''',, r 0 OrganizationaI alleami . , _ . ., , � : Nir .HEa1th _ jr Objective 1 Fostei a vsrork environment that attracts and retains a quality horkforce. 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• ❑C moleted Li - °-ogres Implementation of Equitable and Competitive Salaries and Benefits: In 2023, 2024, and 2025, wage increases implemented for seven collective bargaining agreements and exempt salary matrix. Continue to offer jobs with stability and benefits; foster a culture of respect; recognize employees; communicate how County jobs are meaningful. Flexible Work Schedules: Departments responsible for public-facing counters/service, courtrooms, banking, law enforcement, inspections, licensing and permitting offer minimal opportunity for flexible work schedules, such as flexing for a medical or other personal appointment. For positions not requiring public contact, employees may be offered flexible work schedules, such as different work shifts, modified start and end times. Percent decrease in employee vacancy rate 2025-2026: Budget constraints required layoffs and a hiring freeze, so a percent decrease is not an appropriate measure at this time. A hiring freeze was extended through 2027. Revisit performance measure when/if improvement in County budget. 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. ❑ Completed ® In Progress The County continues to increase communication about training opportunities relevant to managers and supervisors, helping ensure leaders are aware of professional development resources and opportunities that support effective management and leadership. Objective 3 Create opportunities for cross-department collaboration so that silos are reduced and communication is enhanced. Performance Measure Conduct three`Lunch and Learn'annually and number of attendees total. ❑ Completed IIh Progress In 2025, Human Resources conducted four Lunch and Learn programs, with an overall attendance of approximately 130 employees, averaging 33 employees per program. In 2026, there are Lunch and Learn programs planned for October and December. 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. C Ccmo meted ® I., Progress Jefferson County is working on developing a program that is sustainable, transparent,fair and budget neutral by July 2027. Objective 5 Enhance employee engagement to achieve a more satisfied and higher-performing workforce. Performance Measure Number of attendees at annual events.Annual breakfast (April) and annual picnic (Aug.) The Tax Blues Breakfast has maintained consistent participation over the years,with approximately 100 employees attending each year from 2024 through 2026. Traditionally held around Tax Day, the event provides an opportunity for employees to come together, enjoy breakfast, and celebrate the completion of a particularly busy time of year for county staff. Employee Picnic attendance has remained strong, with approximately 160 employees attending in 2024, increasing to 180 in 2025, and 150 in 2026. The event continues to provide a valuable opportunity for employees to connect, build relationships, and engage with colleagues across the organization. Looking ahead,the County could consider implementing an employee satisfaction survey process to establish a baseline and measure changes in employee satisfaction over time. However, developing and maintaining this process would require additional staff capacity and budget resources. 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. oie ed ® I^ ^,.caress Funding was eliminated for additional staff training. However, communication of valuable training resources to managers/supervisors was increased. ,010." l ,..: if ` I irillt • g flitt Objective 1 Celebrate the culture. heritage, and diversity of the people - efferson 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 In 2025, departments participated in 18 events that celebrated culture, heritage, and diversity, ranging from the Connectivity Summit and JCPH involvement in local Pride celebrations to community-centered events, such as the JCSO handing out candy during a trunk-or-treat event in Chimacum. The County has 13 partnerships with organizations that highlight culture, heritage, or diversity in their mission statements. 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 Count • Increase in events over the baseline. ❑ Completed I In Progress Jefferson County's recreation programs saw notable growth in 2025, expanding their offerings from 16 to 20 distinct programs. This diversification attracted a larger community presence,with the total participant numbers rising from 4,110 in 2024 to 4,550 in 2025. Consequently, overall community engagement deepened, evidenced by total contact hours increasing from 96,346 to 103,860 over the same period. A key contributor to these statistics is that in 2025 alone, 3,000 participants used free drop in recreation at the PT Rec Center for 18,000 hours. This is all accomplished with a very small staff and a team of 150+ committed volunteers. The Jefferson County Marine Resources Committee (MRC)added two youth representative seats to their committee in 2025. One youth served in 2025; two are serving in 2026. Objective 3 Identify and remove physical and digital barriers to access,so County services,facilities,and spaces are accessible to ai . 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 I In Progress Jefferson County's ADA Transition Plan update is in progress and scheduled for completion by December 2027. The Tech Advisory Committee was established in February 2026 and meets monthly. The County's website accessibility score is 98% (June 2026). 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 © '. Progress Current and historical Jefferson County Recreation Program participation and registration information may be available in the database. However, staff capacity is needed to extract and report consistent with these metrics. STRATEGIC PLAN 2024 - 2028 . co ti G2 1 t & xi I N G�� , 3 A1 may.: . • ! _ ,.. r �y. 9 ss,mac+r1�L " ' °'. 3a xan' ,, `. • ' am'` .,` a a ` Tr4` ._ ---. ^, �, s a +' ik:..2.' Xe ., ,p 'L � . . . ,.' / !.'Kla" 7"" ,! ? , yi +•t,.4 tt a yi- }5 lip• a '''''' '' ' 1/.7;'n"' . ' '' Vat: . ' 5?-4)(-.4 t'.""1, 'y f;k S,kl• ,.•,0-'. 07,,, . ,v$1* .. 11 _rIti • am...,:,(. ,.�Ji I r ... �. •.1. .'. r .: ;•, f y+� t x .• 1.„...„. ..y . • • J .S+ 1 � 1 � t, . • ,t, ,; .1....p� � ` � � S, 4~ �.. _ x: ' ' ��t �4��� � 4+ '� .. Exhibit B Amendments to objectives and performance measures in the original 2024-2028 Jefferson County Strategic Plan,adopted October 2023,through implementation as documented in the October 2026 Progress Report: • Community Resilience o Objective 1 • PERFORMANCE MEASURE 1 updated to"annual change in community knowledge of events measured through annual survey" o Objective 3 • PERFORMANCE MEASURE1 updated to"Attendance at Preparedness Day"' o Objective 5 • PERFORMANCE MEASURE 2 updated to"home health services" • PERFORMANCE MEASURE 3 updated to "Number of JSCO calls each year that are coded with a mental health code" • Removed PERFORMANCE MEASURE 4 • Economic Vitality o Objective 1 —updated"Focus"to"Support" o Objective 5 • PERFORMANCE MEASURE I remove"By June 30, 2024" • Environmental Stewardship o Objective 1 • PERFORMANCE MEASURE I updated to"Complete 2025 Periodic Update of Comprehensive Plan and development regulations" o Objective 2 • PERFORMANCE MEASURE 1 updated"December 31,2023"to"June 30, 2024" • Housing Accessibility o Objective 3 —updated to"Identify and remove physical and digital barriers to access so County services, facilities, and spaces are accessible to all" • Organizational Health o Objective 1 • PERFORMANCE MEASURE 2 add"Review and report how many are in place" • Removed PERFORMANCE MEASURE 4 and PERFORMANCE MEASURE 5 "Median length of employee tenure"and"Average length of advertised position vacancy" o Objective 2 • PERFORMANCE MEASURE 1 update date to"September 2025" o Objective 3 • PERFORMANCE MEASURE 1 update to"Conduct three `Lunch and Learn'annually and number of attendees total" o Objective 4 • PERFORMANCE MEASURE 1 update date to "December 2025" o Objective 5 • PERFORMANCE MEASURE 1 update to"Number of attendees at annual events.Annual breakfast(April)and annual picnic (Aug.)" • Thriving People o Objective 1 • Remove PERFORMANCE MEASURE 5 "Create a tracking system and/or dashboard for these activities" o Objective 2 • Add PERFORMANCE MEASURE 4 "Increase in events over baseline" o Objective 4 • Remove PERFORMANCE MEASURE 2"Participant usage of Jefferson County facilities for recreational and wellness activities" JEFFERSON COUNTY BOARD OF COUNTY COMMISSIONERS REGULAR AGENDA REQUEST TO: Board of Commissioners FROM: Josh D. Peters, County Administrator DATE: October 12,2026 RE: Resolution re: Adoption of 2024-2028 Strategic Plan 2026 Progress Report and Plan Amendments STATEMENT OF ISSUE: Jefferson County adopted its 2024-2028 Strategic Plan in October 2023. Presented for Board consideration is a completed implementation Progress Report accompanied by corresponding plan amendments. ANALYSIS: The Progress Report tracks implementation achievements via metrics adopted in the plan or as proposed for modification through the experience of implementation. FISCAL IMPACT: This request has no fiscal impact. RECOMMENDATION: Staff recommends that the Board of County Commissioners adopt the Strategic Plan 2026 Progress Report and Amendments by approving the attached resolution. REVIEWED BY: ,r• I i4 i4 10/6/2026 Jo D. Peters, County Administrator Date