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Simple & Succinct Community-Based Groups Briefing Packet
Brief Background and Objectives
Our community is being negatively impacted by COVID-19. These impacts will both exacerbate existing
challenges and persist well into the future. In an effort to provide an inclusive and coordinated structure
to catalyze immediate and sustained COVID recovery and greater community-wide resilience, the collective
governing bodies of Jefferson County, the City of Port Townsend, the Port of Port Townsend and Jefferson
County PUD formed the Intergovernmental Collaborative Group (ICG). The purpose of the ICG is to adopt
a COVID-19 Recovery and Resiliency Plan that endorses community-based actions to better recover from
the impacts of the pandemic, and build greater ability to weather future events. These actions should be
specific projects and initiatives that are tangible, fundable, legal and able to be implemented in the near
term. Projects and initiatives are meant to empower the community directly to support long-term
resiliency with an emphasis on what individuals, organizations and businesses can do together, with an
appropriate supportive role by local government to assist those community projects and initiatives.
To those ends and to expedite quick progress, the ICG has designated two representatives from each of
the four organizations – one elected, one chief executive – as the Intergovernmental Coordinating
Committee (ICC). The ICC will recommend a Recovery and Resiliency Plan to the ICG and provide a regular,
monthly interface with the community. The ICC will consider strategies and actions brought forward by six
community-based groups comprised of people with specific expertise and/or sector experience and
representing different sectors for inclusion in the plan. The groups include: 1) Culture & Events, 2)
Economy & Jobs, 3) Children & Families, 4) Human Services, 5) Food System Resiliency and 6) Broadband.
Those groups are meant to work quickly, collaboratively and constructively over the next 3-4 months to
develop those tangible, fundable and legal actions that are able to be implemented in the near term.
Proposals from each group will come to the ICC for consideration in October and may be incorporated into
a plan ultimately adopted by the ICG in December 2020. Actions are meant to be short-term actions that
build momentum and early success for issues that may require a subsequent set of longer-term solutions
developed at a later stage.
Packet Purpose
Brief orientation for each community-based group, provided by ICC liaison to lead/co-leads of each group
Packet Contents:
1. Background. Above paragraph and included joint resolution text establishing ICG (pages 2-3).
2. Group. General composition and characteristics (page 4).
3. Desired Product. Draft chapter outline suggestion (page 5).
4. Suggested Pathway. Benchmark tasks, milestones & products (page 6).
5. Resources. Facilitation resources and group meeting techniques (page 7).
6. Contacts. ICG & ICC members, agency contacts and community group liaisons (page 8).
1. Background: Joint Resolution Establishing ICG
Jefferson County Resolution No. 36-20
City of Port Townsend Resolution No. 20-036
Port of Port Townsend Resolution No. ____-20
Jefferson County Public Utility District Resolution No. 2020-_____
A JOINT RESOLUTION OF JEFFERSON COUNTY, THE CITY OF PORT TOWNSEND, THE
PORT OF PORT TOWNSEND AND JEFFERSON COUNTY PUBLIC UTILITY DISTRICT #1,
ESTABLISHING A MULTI-GOVERNMENTAL PROCESS FOR COLLABORATING ON THE
ESTABLISHMENT OF A COVID-19 RECOVERY AND RESILIENCE PLAN
WHEREAS, the community of Jefferson County faces a myriad of issues stemming from or
exacerbated by the COVID-19 pandemic that are interrelated and involve community groups, individuals,
businesses, non-profits and governmental entities; and
WHEREAS, Jefferson County is a political subdivision of the State of Washington formed in
1852 to provide general purpose governmental services throughout Jefferson County;
WHEREAS, the City of Port Townsend is a code city, incorporated in 1860, to provide general
purpose governmental services within the city’s limits;
WHEREAS, the Port of Port Townsend is a countywide special purpose district formed in 1924 to
own and operate facilities including maritime, aviation, commercial and industrial facilities and is
specifically charged with a mission of broad economic development throughout Jefferson County;
WHEREAS, Jefferson County Public Utility District Number 1 is a countywide special purpose
district formed in 1939 to restore ownership of key public utilities to the people and currently owns and
operates water, sewer and fiber optic utilities in parts of Jefferson County and provides electricity
throughout Jefferson County;
WHEREAS, on February 29, 2020, Governor Jay Inslee signed a Proclamation declaring a State
of Emergency exists in all counties in the State of Washington due to the number of confirmed cases of
COVID-19 in the State; and
WHEREAS, the long-term and sustainable response to and recovery from COVID-19 will require
interjurisdictional partnership and collective action on a range of issues; and
WHEREAS, response and recovery from COVID-19 will also require sustained partnership and
collective action on complex pre-existing issues exacerbated by the pandemic, including affordable
housing, climate change and inequality; and
WHEREAS, setting the structure for empowering, harnessing and coordinating broad-based,
community-wide engagement across sectors will be essential for sustained recovery and resilience; and
WHEREAS, Jefferson County, the City of Port Townsend, the Port of Port Townsend and the
Jefferson County PUD desire to establish a formal process of intergovernmental collaboration to address
COVID-19 recovery and resiliency efforts; and
NOW, THEREFORE, BE IT RESOLVED by the Jefferson County Board of Commissioners,
City Council of the City of Port Townsend, the Port of Port Townsend and Jefferson County PUD as
follows:
Section 1. Intergovernmental Collaborative Group (ICG). The collective governing bodies of
Jefferson County, the City of Port Townsend, the Port of Port Townsend and Jefferson County PUD, when
meeting jointly for the purposes outlined in this resolution shall form the ICG. The express purpose of the
ICG is to adopt a COVID-19 Recovery and Resiliency Plan that includes specific projects and initiatives
that are tangible, fundable, legal and able to be implemented in the near term. Projects and initiatives
should empower the community directly to support long-term resiliency with an emphasis on what
individuals, organizations and businesses can do together, with an appropriate supportive role by local
government to assist those community projects and initiatives. It is anticipated that the ICG will meet a
total of three times (including a kick-off meeting to adopt this Joint Resolution, and two meetings to
review and adopt the proposed Recovery and Resiliency Plan).
Section 2. An Intergovernmental Coordinating Committee (ICC), comprised of two members of
each of the four entities, including one elected member to be selected by the entity and the chief appointed
officer of that entity, is formed for the purposes identified in this resolution. All meetings of the ICC will
be subject to the Open Public Meetings Act, actions will be taken by consensus, meetings may be
facilitated, meeting procedures may be established by the group, and actions will be limited to
implementing the purpose of this resolution including recommending a Recovery and Resiliency Plan to
the ICG. The ICC may work with community groups representing different sectors and shall consider
community recovery and resiliency strategies and actions for potential inclusion in a draft consolidated
Recovery and Resiliency Plan by the ICC. The ICC will recommend its draft COVID-19 Recovery and
Resiliency Plan to the ICG for adoption. It is anticipated that the ICC will meet a total of six times.
Section 3. The ICC is charged with working with community-based groups which may represent
the following sectors:
A. Culture & Events
B. Economy & Jobs
C. Children & Families
D. Human Services
E. Food System Resiliency
F. Broadband
The groups should be comprised of people from the community with specific expertise and/or
experience in their sector. Groups may meet weekly or as often as they determine, and are invited to
develop suggestions for specific projects or initiatives that are tangible, fundable, legal and able to be
implemented that address recovery and resiliency within their sector in the near term. The ICC and ICG
may consider ideas generated by the group, but are not required to do so. The ICC may choose to work
with additional sector groups.
While individual members of the ICG, ICC, or governing body that is a member of the ICG, may
attend meetings of one or more groups, at no time may multiple members attend that would create a
quorum of the ICG, ICC or such governing body.
Section 4. The final recommendation for a COVID-19 Recovery and Resiliency Plan shall be
completed no later than December 15, 2020.
Section 5. This Joint Resolution shall expire on December 31, 2020, unless extended by written
amendment executed by all four jurisdictions.
2. Group: General Composition and Characteristics
Groups are self-forming, self-determining and not appointed by the ICC or ICG. That said, some
suggested considerations are below with the acknowledgement that these are merely guidelines, and
while our community has an impressive set of skills and experiences, a total complement of these
characteristics is unlikely.
• Size: Core group size is recommended to be between 6-12 for optimum speed and coordination
of logistics and dialogue.
• Diversity: Diversity across the sector; representation from a range of perspectives within each
sector (for instance, both service provider and service user perspectives); and diversity of race,
socio-economic status, gender, sexual orientation, and any protected class is advised.
Representation from different geographic regions of Jefferson County is also important, as COVID
impacts different regions differently.
• Aptitude & Experience: Group members may have a range of experience levels, but it is
recommended that each group prioritize those with deep experience in the subject matter and
sector.
• Attitude & Ethos: Groups may wish to draw in people who are known to be robust collaborators,
excellent listeners, strong facilitators and with ample energy and self-starting enthusiasm to take
on a difficult task in difficult times with very little lead-time or resourcing.
• Altitude: It is recommended that groups consider those who understand the basic machinations
of our prevailing systems and organizational structures and can operate at a high level while
delivering results.
3. Desired Product: Draft Chapter Outline Suggestion
COVID-19 RECOVERY & RESILIENCY PLAN CHAPTER OUTLINE
LEAD SECTOR [Culture & Events, Economy & Jobs, Children & Families, Human Services, Food System
Security, Broadband]
SUPPORTING SECTOR(S)
COMMUNITY GROUP [identification of members/participants]
SUMMARY OF RECOMMENDATIONS [executive summary of sector issues, nexus to COVID-19 recovery
and recommended actions]
PROBLEM/OPPORTUNITY STATEMENTS [identification of issues and opportunities in this sector and their
nexus to COVID-19]
BACKGROUND [identify the lay of the land for each problem/opportunity statement]
RECOMMENDED ACTIONS [for specific projects or initiatives that are tangible, fundable, legal and able to
be implemented that address recovery in this sector; identify how each project meets the established
four part test]
ACTIONS
PROJECT/INITIAVE OBJECTIVES & DESIRED OUTCOMES
IDENTIFICATION OF LEAD & SUPPORTING ROLES
PROPOSED ACTION STEPS
4. Suggested Pathway. Benchmark Tasks, Milestones & Products
July
•Recruit core group members, select chair/co-chair
•Alert ICC liaison to any additional needs, context or background
•Discuss/agree shared values
•Research, development of common knowledge base
•Develop/agree problem statement
•Status report & introduction at ICC meeting (July 23)
August
•Solicitation of wider community input
•Investigation and consideration of range of actions and approaches
•Report back on early actions and wider community perspectives at ICC meeting (August 27)
September
•Refinement and testing of actions, including mapping partnerships and interdependencies
•Consideration of cross-group linkages
•Draft actions and plan chapter developed
•Initial presentations and review of draft strategies, projects & initiatives at ICC meeting (September 24)
October
•Finalization of actions
•Review and editing of plan chapter
•Group's Report to ICC (October 22)
November
•Actions considered by ICG as part of draft plan (November 18)
December
•Final plan reviewed by ICC for recommendation to ICG (December 3)
•Final plan adopted by ICG (December 16)
•Implementation begins
5. Resources. Facilitation resources and group meeting techniques
There is a wide range of facilitation and group meeting techniques and it is left to the group members
themselves to draw on their own experiences, preferences and resources. Recognizing that some
groups have started already, but others may need a place to start, the following are meant as
constructive starter suggestions.
• Inclusivity. Facilitators, leaders and members (“participants”) recognize each person’s
experiences, strengths and value. Participants use language that is inclusive, respectful and
considerate. Participants consider methodologies and approaches that draw in everyone’s
learning styles and strengths (active conversation, silent reflection, reframing, deferring,
whiteboard writing, pair sharing, follow up questions, etc.)
• Progress. Participants strive for forward constructive movement and add comments and ideas to
advance efficient productivity and build on the conversation. The group aims for diligently
staying on task without an overt rush. The agreed vision/objective/task is kept at the forefront.
• Evidence-based. With the big picture in mind, conversations, ideas, concepts are based on sound
evidence and analysis and grounded in some level of real-life detail.
• Ambiguity. Despite the bullets above, participants can also leave space for not knowing, not
having answers and holding space for curious uncertainty. Tabling items and knowing when to
back out of conversations because of lack of knowledge and experience can save time and allow
forward movement. Silence and contemplation may be uncomfortable and necessary.
• Disagreement. Participants disagree respectfully and honestly with the right balance of
confidence and humility. The conversation and work are positive and encouraging, despite a
range of potentially conflicting ideas. Conflicts may help build both personal and group
understanding as well as trust.
• Sharing time. Participants have awareness on their contributions and balance this with active
listening and consideration of others’ ideas. New ideas may emerge and help break through
conceptual roadblocks.
• Preparation. Participants determine what structure and materials (i.e., an agenda) and the
associated timing for each meeting so that everyone has an expectation of a meeting’s focus and
is able to prepare appropriately for discussion.
• Consensus. Participants strive for shared ownership of actions and solutions with some individual
compromises.
• Personalizing. Opportunities for participants to share brief personal anecdotes or aspects of their
own lives/values can bring the group closer and help build a more trusting and productive
dynamic.
Ten Key Phrases for Advancing Conversation:
• Can you tell me more…?
• Can you reframe…?
• What would this look like if…?
• What’s missing from…?
• Are there other options…?
• What could we do differently…?
• What are the benefits…?
• What needs our immediate attention?
• Where can we agree on…?
• Where is the common ground between…?
6. Contacts. ICG & ICC Members, Agency Contacts and Community Group Liaisons
Intergovernmental Collaborative Group & Intergovernmental Coordinating Committee Reps
All sixteen elected representatives of the four general-purpose local government agencies
Intergovernmental Coordinating Committee
Eight representatives of ICG – one elected and one executive from each agency
Name Agency Liaison to Community
Group
Community Group
Lead(s)
Commissioner Kate Dean Jefferson County Culture & Events,
Children & Families
County Administrator Philip
Morley
Jefferson County
Commissioner Pete Hanke Port of Port Townsend
Executive Director Eron Berg Port of Port Townsend
Commissioner Jeff Randall Jefferson County PUD Jobs & Economy
General Manager Kevin
Streett
Jefferson County PUD Broadband
Councilmember Ariel Speser City of Port Townsend Human Services
City Manager John Mauro City of Port Townsend Food System
Resiliency
Cliff Moore,
Crystie Kisler
Commissioner Greg Brotherton (Chair)
Commissioner Kate Dean (ICC Rep)
Commissioner David Sullivan
Commissioner Peter Hanke (Chair & ICC Rep)
Commissioner Pam Petranek
Commissioner Bill Putney
Commissioner Dan Toepper (Chair)
Commissioner Jeff Randall (ICC Rep)
Commissioner Kenneth Collins
Mayor Michelle Sandoval (Mayor/Chair)
Councilmember Ariel Speser (ICC Rep)
Deputy Mayor David Faber
Councilmember Pam Adams
Councilmember Amy Howard
Councilmember Monica MickHager
Councilmember Owen Rowe