HomeMy WebLinkAboutA111803S
I. Call to Order
n.
Presentation
m. Discussion
N. Public Comment
Special Intergovernmental Meeting
Joint Economic Development Strategy
Tuesday, November 18, 2003
Jefferson County Courthouse
10 a.m. ~ 11:30 a.m.
City of Port Townsend
Port of Port Townsend
Public Utility District #1 of Jefferson County
Jefferson County
Agenda
Ann Avary, EDC Director
V. Next Meeting Responsibility and Date
VI. Adjourn
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Finance and maintain appropriate infrastructure for community and economic
development.
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~~',..:..~ \. ECONOMIC DEVELOPMENT STRATEGY CONCEPTS {)h
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Y" This document is presented to accompany Goal 1 of the Jefferson County """I,... ~
Strategic Plan: Create a sustainable and balanced economic base focused on
family wage jobs and geographic distribution.
This draft was prepared with information obtained from the 2003 Jefferson
County Economic Assessment, and research conducted by the Economic
Development Council of Jefferson County. The goals outlined below are
intended to be broad in scope.
Strategy 1
. Jefferson County Community Investment Fund - provides for infrastructure
development using .08 Sales and Use tax.
. Washington Community Economic Revitalization Team (W A-CERT)
. Public Works Trust Fund: this funding mechanism is open to local governmental
entities, except ports, and offers very low interest rates for borrowers.
Strategy 2
Ensure sustainable development and sustainable use of natural resources
. Parks and recreation providers and land steward organizations - funding and
preservation of rural character and critical habitat
. Support of agriculture
Strategy 3
Promote a diverse economy by sector and location
. Industry Cluster Development
. Small Business IncubatorlResource and Innovation Center
. Business Retention and Expansion Program
Strategy 4
Foster collaborative working relationships among economic development stakeholders
. Create a county wide regional council or clearinghouse for project and or
initiative prioritization - the Economic Development Council is a potential lead
agency for such an organization
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Strategy 5
Provide and retain a competitive high quality work force in Jefferson County
· Cultivate opportunities with local education providers
· Interact with Workforce Development to deliver training programs
Strategy 6
Create a business friendly environment
· Past track permitting
· Ombudsman for business
· Predictable and standardized permitting procedures
· Creation of land banks
Strategy 7
Increase public understanding of economic issues
· Use websites as clearinghouses for information
· Report to community
· Speakers bureau
Strategy 8
Support and increase transportation options for goods, people and information
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· Water born
· Air
· Ground
· Telecommuting
Strategy 9
Indicators of success
· Growth of earnings of employees
· Growth in the number of employed individuals
· Growth in the number of self-employed individuals
· Cluster success indicators
· Review of economic eanungs growth and summary of major economic
development initiatives in peer counties
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Jefferson County strategic Plan
In early 200 I, the leadership of Jefferson County came together to develop a strategic
plan for the County. The results of that effort are presented below. The elected officials,
their appointed staff and the various Citizen Advisory Boards developed a series of
"issues" to address. With the aid of the public and the dedication of the Board of
County Commissioners, the Constitutional and Statutory Officers, and the men and
women in service to the people of this county, we are pleased to present the following.
VISION STATEMENT
We envision Jefferson County as a balanced, sustainable community with economic
opportunities for income potential that allows personal independence. Where
post secondary educational opportunities exist and are tied to the local economy.
Where the community accepts that a certain level of growth and development are
healthy and necessary to maintain our quality of life. Where the enjoyment of a rural
lifestyle is allowed without the necessity of urban services. Where growth is encouraged
where appropriate infrastructure exists or is planned to exist, thus enabling urban and
rural lifestyles to coexist. Where the community is engaged with their elected
leadership to accept responsibility for contributing to the solution of community
problems.
Measurement ~ Quality of life index (Collective measure of various
performance indicators)
MISSION STATEMENT
Jefferson County Government is committed to effective public policy, superior public
service, courteous public contact, judicious exercise of authority and stewardship
of public resources, to meet the needs and concerns of our citizens.
GOALS and STRATEGIES:
I. Create a sustainable and balanced economic base focused on family wage jobs
and geographic distribution. Performance Indicators to be recommended by the Data
Users Group (might indude employment as % of/abor force, median earned wage
adjusted geographically, % of wage earners as % ofOMB Poverty)
a. Perform an asset-based review of unincorporated Jefferson County to
identify industries by Standard Industrial Classification Codes that are
most compatible with the community's strengths and location advantages.
i. Evaluate basic community infrastructure {roads, water, sewer,
power, telecommunication> to serve the business and industrial
needs of targeted industries.
ii. Evaluate the Comprehensive Plan and its development regulations
to ensure opportunities for business development coincide with
targeted industries.
iii. Develop a sharply defined recruitment and expansion program for
targeted industries.
b. Review institutional impediments to business development and/or
expansion and develop policies to overcome these impediments.
i. Reduce or eliminate artificial barriers to the growth of a
sustainable economy in all geographic locations of the County.
c. Formulate a common community vision on economic development with
the City, Port, and P.U.D.
2. Promote educational opportunities to support post secondary schooling. lifelong
learning, and workforce training. Performance Indicators to be recommended by the
Data Users Group
a. Evaluate training and education of the workforce to assure that an
adequate supply of trained labor is available.
i. Formulate policies and if appropriate initiate or implement
program necessary to ensure an adequate workforce.
b. Expand educational opportunities and increase accessibility across the
entire age and economic spectrum of the community.
i. Support a full range of educational opportunities, from formal
education leading to a college degree, to life long learning.
I. Assure said educational opportunities are within the
economic reach of the less advantaged.
3. Improve the balance between the cost of housing and earned income.
Performance Indicators to be recommended by the Data Users Group
a. Perform an economic analysis of factors influencing or affecting
"affordable housing", including a definition of the term that is realistically
attainable.
i. Formulate policies and if appropriate initiate or implement
programs to reduce or eliminate artificial barriers to affordable
housing.
b. Review institutional impediments to affordable housing development
and/or expansion and develop policies to overcome these impediments.
i. Reduce or eliminate artificial barriers to affordable housing in all
geographic locations of the County.
4. Sustainable utilization of natural resources that preserve our county's physical
beauty and delicate ecosystems. Performance Indicators to be recommended by the
Data Users Group
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a. Maintain environmental quality, while providing opportunity for
sustainable natural resource utilization.
i. Define sustainable.
b. Enhance and where appropriate repair damaged ecosystems.
5. A healthy and safe citizenry. Performance Indicators to be recommended by the Data
Users Group
a. Assure that all community members have access to health care including
medical, dental, mental, and chemical dependency in a holistic and
integrated fashion.
b. Support programs addressing substance abuse issues that emphasize
prevention, early intervention, recovery and overcoming community
complacency.
6. Adequate public facilities for work and play. Performance Indicators to be
recommended by the Data Users Group
a. Determine long term community facility and recreational needs.
b. Implement interim solutions consistent with long term need.
7. Affordable Government. Performance Indicators to be recommended by the Data
Users Group
a. Seek non-local sources of revenue.
i. Develop a Community Development Block Grant Six-year
Consolidated Plan following the U.S. Dept. Of HUD Entitlement
Community Guidelines.
b. Create internal revenues by improving the effectiveness and efficiency of
County government.
LEADERSHIP'S GUIDING PRINCIPLES:
. Provide an environment that ensures the continued effectiveness of
representative local government and promotes the understanding that
democracy confers rights, privileges and responsibilities on each citizen.
. Advocate a forum for meaningful citizen participation and citizen involvement in
the political process and facilitate the clarification of community values and goals.
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Respect the special character and individuality of each community while
recognizing the interdependence of communities and promoting coordination
and cooperation.
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Seek balance in the policy formulation process through integration of the social,
cultural, and physical characteristics of the community.
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Promote balance between the need to use, and the preservation of human,
economic, and natural resources.
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· Advocate equitable regulation and service delivery, recognizing that the needs
and expectations for public service may vary throughout the community.
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Recognize that the elected leadership of the community is responsible for and
accountable to citizens for the establishment of public policy and that those
responsible for policy execution must be responsive and accountable to the
elected leadership.
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Develop a responsive, dynamic local government organization that continuously
assesses its purpose and seeks the most effective techniques and technologies
for serving the community.
· Create an environment that inspires excellence in management and fosters the
professional and personal development of all employees.
.
Demonstrate commitment to professional ethics and ideals and support
colleagues in the maintenance of these standards.
· As stewards of public resources we must be able to use the means at our
disposal to meet the situations and circumstances we encounter effectively and
efficiently.
BOARD OF COUNTY COMMISSIONERS' OBJECTIVES:
· Consider all that comes before us in relationship to our core values, vision
statement, mission statement, goals, and guiding principals.
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Develop policies that help ensure this vision of the future may become a reality.
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Dedicate the resources necessary to achieve success.
ADMINISTRATORS' OBJECTIVES:
· Work with the elected leadership and others to develop measurable
performance indicators to monitor our level of effort and degree of success in
fulfilling our vision.
.
Direct the various departments to evaluate their programs and ensure that they
further the vision of the County.
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Direct the various departments to prepare action plans, with appropriate
performance measurements, that further the vision of the County.
· Assign responsibility and hold staff accountable for their efforts to achieve the
vision.
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