HomeMy WebLinkAbout5 - Retreat Abstract 2021 - DCD2021 Departmental Abstract
Community Development
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2021 Departmental Abstract
Community Development
# FTEs: 16.5 TTL Revenues: $1,661, 026 TTL Expenditures: $1,629,998
Key Work Program Items/Initiatives in 2021:
1. Stabilizing department staffing and work capacity
a. Develop staff skill and talents and solidifying organizational capability
b. Improve ability to deliver on emerging planning priorities in housing, rural economies,
regulatory reform
2. Focus on interdepartmental work relationships on community development, public health,
housing and human services, financing, and customer services
Major Departmental Adjustments to COVID; also, Lasting Changes After COVID:
1. Total pivot to all digital, all online customer services; vast paper reductions
a. Encouraging other county departments to work without paper
b. Budgeting for remote capabilities, enhanced processing of digital information
2. Developing self -motivated, interdependent organization that works "together, remotely"
Other Important Trends/Drivers of Services in 2021:
1. Jefferson County's attractiveness in a post COVID landscape ('Zoom' community)
2. Continuous process and regulatory reform improvements
a. Ensure best outcomes for current reg. reform efforts (SMP); tee up next priorities
b. Pathways for realizing greater housing inventories and diverse housing types
i. Leveraging multiple programs planning and financing opportunities
c. Supporting the migration to modern permitting platform and enhanced public portal
i. Consistently seeking improvements in processing times
ii. Consistently meet and exceed planning productivity metrics
Key Opportunities for Department in 2021:
1. Capitalizing on Rural Economic Development within the constraints of GMA
a. Spring boarding from Port Hadlock UGA, address Chimacum, Quilcene, Brinnon
2. Growing a workforce for the future across many disciplines —planning, economic recovery, job
growth, transportation and developing more attractive and solid career pathways (w/HR)
Key Challenges Facing the Department in 2021:
1. Growing jobs and providing housing within the constraints of GMA
2. Developing novel partnerships with leaders in housing and human services, emerging law
enforcement programs and economic development programs
Any Topics You'd Like to Workshop With The Board in 2021?
1. What Can We Do Right Now for LAMIRDs?
2. How Can the Interest in a Working Board Be Put to Best Use?
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2021 Departmental Abstract
Community Development
Other Comments:
The Present: Stabilizing the DCD Leadership team and talent base will bring more visibility to the current
planning productivity metrics that reflect the ratios between what fees are collected for the work taken in,
versus the hours spent by current planners on projects they do. Continuous monitoring of these metrics into
2021 will yield more consistent data entry (accuracy), and opportunities for improvement in review practices,
code streamlining, and consistency training (SOPs).
The Future: Reducing the reliance on outside consultant services for emergent or unplanned work and
planning priorities is a major focus. Evolving the department to a nimbler, multi -faceted well -trained
work team is a short-term goal and within reach with the advent of talented, new clerk -hire planning
staff. Increasing the department's ability to respond with professionalism and directly applicable talent
capacities can serve short- and long-term planning and development objectives of the County.
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