HomeMy WebLinkAbout8 - Retreat Abstract 2021 - CAO2021 Departmental Abstract
County Administrator's Office & BoCC Office (incl BoE & Cvl Srvc)
# FTEs*: 5 6 TTL Revenues: $ 11,700 TTL Expenditures: $ 1,098,490
*In addition to 3 Commissioners
Key Work Program Items/Initiatives in 2021:
Office Management
1. Contract Templates & Workflow
2. Contract Delegation Authority & Tracking System
3. Office workflow digitalization
4. Office on -boarding, cohesion & cross -training
H R/Staffing
5. 3 CBAs negotiated & adopted
6. 4 CBA negotiations started
7. Evaluate Exempt Health Plan options & retiree health options
8. Recruit a new Public Health Director
9. Explore creation of Housing Office staffing
10. Explore more capacity in CAO/BoCC
Other work focused on County Government
11. Support BoCC as a working Board
12. Jefferson County Strategic Plan
13. 2022-2023 Biennial Budget
14. Initiate reviews of regulations, rules & procedures for reducing institutional bias
15. As Risk Manager, partner with Prosecutor's Office & Risk Pool on portfolio of complex
claims/litigation
16. COVID — Coordinate County's response as pandemic's path & control efforts in US & WA
state continue to change
17. Special projects and response to surprises
Supporting External Partnerships
18. City ILAs negotiated
19. Establish institutions & process for 1590 allocations
20. ADO Designation & Economic Development Framework
21. Intergovernmental coordination, ICG staffing, EDC Public Sector Cabinet facilitation
Major Departmental Adjustments to COVID; also, Lasting Changes After COVID:
1. Significant disruption to 2020 work plans, with some items being deferred to 2021
2. Broad adoption & acceptance of on-line meetings, & remote work
3. Exposed vulnerability of key functions to disruption, & need for remote access for staff
& cross training to strengthen continuity of operations
4. Lost work capacity because of extra demands responding to COVID
5. Lost work capacity because of greater number of meetings including open public
meetings — demands to clerk meetings especially impacts the Clerk of the Board
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2021 Departmental Abstract
County Administrator's Office & BoCC Office (incl BoE & Cvl Srvc)
Other Important Trends/Drivers of Services in 2021:
1. New Board, new expectations
2. COVID's evolution
3. Stakeholder expectations on addressing homeless, affordable housing, & economic
development
4. Collaboration and changed dynamics of responsiveness to City, Port, PUD
5. Heightened political polarization & distrust of public institutions, erosion of shared
understanding of facts, amplification & spread of false information & fringe ideas
through social media
6. Speed and amplification of issues in social media creating a need to respond or to
proactively push information on social media
7. Economic shifts, changing settlement patterns, worker housing shortages
Key Opportunities for Department in 2021:
1. New BoCC composition opens opportunities, and contributes important ideas.
2. New staff, new ideas! Opportunity to review and redesign the way all staff do our work,
and to make innovations to our services.
3. Think of best ways to take advantage of new capacity and acceptance of virtual
meetings & remote work flows on an on -going basis, after COVID
Key Challenges Facing the Department in 2021:
1. The risk of heightened expectations that exceed our resources & capacity to perform.
2. Continued migration to virtual/electronic work flows, and loss of paper & in -person
processes will increase our vulnerability to disruption from natural disasters like
earthquakes, that take down electric grids, fibre networks, and the internet.
Any Topics You'd Like to Workshop With The Board in 2021?
1. County's Strategic Plan
2. Economic Development Framework
3. Housing Office/CAO Staff
4. Institutional Bias
Other Comments:
(not required)
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