Loading...
HomeMy WebLinkAboutBoCC BerryDunn PP 052223Jefferson County Board of Commissioners Strategic Planning Session May 22, 2023 Agenda MissionStatement Statement Review Core Values/Develop Guiding Principles Develop Strategic Priorities Develop Strategic GoalStatements 2 Guidelines for Effective Participation 1. statements. 2. respectfully and intently. 3.Stay focused on the discussion at hand. 4.Ask questions. 3 Strategic Planning Process 4 Planning Process: What is a Strategic Plan? Defines WHAT, not HOW What we want the County to become (vision) What we are going to prioritize and focus on 1 (goals) so we can achieve the vision The Strategic Plan defines What we will measure (performance measures) WHATthe County will so the County can evaluate progress prioritize and focus on. HOW the County carries out A LIVING DOCUMENT that guides the its strategy to reach the vision, -making about: Dd priorities, and goals is defined Budgets 2 in an implementation plan. Long-range capital investments Economic and community development County services This implementation plan is developed by staff AFTER the Strategic Plan is complete. A tool for government transparency and accountability Budget development County services Residents, taxpayers, and the general public know how the County is investing 3 resources, why, and to achieve what results/benefits for the community 5 Planning Process: Plan Development Board Mission Statement Vision Statement Core Values/Guiding Principles Strategic Priorities Strategic Goals County Leadership Current and Future State Strategic Objectives Performance Measures 6 Identify potential opportunities, Help County leaders successfully Provide everyone involved in strategic challenges, and trends that can drive navigate the forces and obstacles that planning with a shared understanding of can hinder the achievement of a shared vision. 7 Environmental Scan Approach Board of Commissioners County Leadership and Staff Community Leaders Community Partners Residents Committees and Commissions Interviews with diverse stakeholders Social Pinpoint Community Engagement Platform Employee survey and Employee focus groups Reviewed other County documents 8 Open Discussion Question: Wghbg Wnqcr Bdrs Ddrbqhad Jdeedqrnm Cntmsx? 9 Source: 2023 Social Pinpoint Site 10 Jefferson County Community Profile 11 About Jefferson County $57,693 Median Household Income Jefferson Population 45,000 38,349 40,000 33,589 32,977 $362,300 35,000 29,872 Median Home 30,000 Value 25,000 20,000 15,000 96.1% 10,000 High School 5,000 Graduate or Higher 0 2010202020222036 Source: U.S. Census Bureau, 2010 and 2020 and Washington State Office of Financial Management (OFM) for 11.2% 21.6% period 2016-2036. Residents in Children in Poverty Poverty Source: U.S. Census Bureau, 2020 and Datausa.io, Jefferson County, 12 Children in Poverty 2020 Demographics: Race and Ethnicity, Gender and Age Race and Ethnicity Age Gender White (Non-hispanic) 0% 1% 2% Hispanic 2% 4% 4% Two or More Races 39% 49% American Indian and Alaska Native 65+ Asian Male 19-64 Female 5-18 Black or African 0-4 46% American Native Hawaiian and 87% 51% Other Pacific Islander 12% 3% Source: U.S. Census Bureau, 2020 Census 13 Employment and Economy Workforce GrowthEmployees Per IndustryEmployees Per Industry Computer, Engineering, & Science, 4.59% Education, Legal, Building & Grounds Service, 19.34% Health Technologists Education Instruction, & Cleaning & Maintenance Community Library Occupations & Technicians Occupations Service, Arts, & Media, 9.62% -37.94%-34.55% -36.41% Healthcare Practitioners & Technical, Sales & 4.33% Office, 21.99% Business & Financial Architecture & Healthcare Support Operations Engineering Management, Occupations OccupationsOccupations Business, & Financial, Protective 62.5%46.63%45.58% 17.62% Service, 1.74% Natural Resources, Construction, & Production, Transportation, Maintenance, & Material Moving, 8.22% 12.54% Source: Datausa.io, Jefferson County, Employment Occupations 2019 to 2020 14 Employment and Economy Unemployment RateWages and Income 8.40% Jobs covered by the 8,640 unemployment insurance system with a payroll of over $393 million. Average annual wage. Below the $45,522 6.60% 6.10% 5.60% Median hourly wage. Less than $24.61 wage at $29.28. January-20January-21January-22January-23 Source: Washington State Employment Source: Washington State Employment Security Department, Labor area summarySecurity Department, Jefferson County Profile, 2020 15 Quality of Life in Jefferson County Median gross Median gross rent 19,293 housing owner costs with $1079 units mortgage $1,672 Households with a 1,010 Total 42.8% in civilian broadband Internet Employer subscription labor force Establishments 87.7% Source: U.S. Census Bureau, 2020 Census, data from 2017-2021 16 Quality of Life in Jefferson County th 5 Best Counties for Outdoor Activities in America (2,767) rd 3 Best Counties for Retirees in Washington (36) th Healthiest Counties in Washington (36) 9 Source: Niche.com 17 Community Perspectives 18 Analysis of Stakeholder Input All individual stakeholder input and survey responses were compiled, analyzed, and coded by theme. A response, idea, or comment had to be mentioned multiple times in order to be listed as a theme. Themes are identified as possible strategic priorities for Board consideration. All specific ideas for improvements have been captured for consideration. These area will be presented to the Board and County staff as strategies and actions to support the vision and strategic goals developed in the planning process. 19 Social Pinpoint Site 20 Voices from the Community 21 Community Priorities Most important areas you think Jefferson County should prioritize in its next strategic plan. Ease/quality of transportation (roads, public transportation, bike paths) 7.15 Community health and well-being 6.70 Public safety (Sheriff and Fire) 6.53 Jobs and workforce development 6.15 Sustainable practices and programs 5.74 Maintaining outdoor spaces, parks, and trails 5.57 Emergency Management 5.33 Accessible, efficient, and effective government 5.16 Growth and development 5.04 Business environment for businesses 4.87 Criminal justice system 4.57 Equity and Inclusion 3.68 Source: 2023 Social Pinpoint Community Survey 22 Community Perspectives What are some things that Jefferson County does well? Public safety (Sheriff and Fire) 107 Public health 104 Emergency Management 61 Road and bridge maintenance 59 Engagement with communities and residents 59 Transportation infrastructure (roads, bridges, center, etc.) 51 Equity and inclusion 48 Human services 43 Smart, efficient management of public funds 36 Responsiveness and customer service mentality 34 Criminal justice system 21 Community development duties (permitting, inspections, etc.) 14 Housing 6 0102030405060708090100110 Source: 2023 Social Pinpoint Community Survey 23 Community Perspectives What are some things that Jefferson County could do better? Housing 155 Community development duties (permitting, inspections, etc.) 130 Smart, efficient management of public funds 89 Road and bridge Maintenance 87 Transportation infrastructure (roads, bridges, center, etc.) 78 Responsiveness and customer service mentality 77 Engagement with communities and residents 72 Criminal justice system 47 Equity and inclusion 41 Human services 40 Public safety (Sherrif and Fire) 39 Public health 32 Emergency Management 32 020406080100120140160 Source: 2023 Social Pinpoint Community Survey 24 Employee Priorities Most important areas you think Jefferson County should prioritize in its next strategic plan. Public safety (Sheriff and Fire) 10.11 Accessible, efficient, and effective government 9.03 Criminal justice system 8.61 Emergency Management 8.51 Community health and well-being 8.34 Ease/quality of transportation (roads, public transportation, bike paths) 7.8 Jobs and workforce development 7.66 Sustainable practices and programs 6.72 Growth and development 5.84 Equity and Inclusion 5.63 Maintaining outdoor spaces, parks and trails 5.48 Accessible, efficient and effective government 5.32 Business environment for businesses 5.26 024681012 Source: 2023 Employee Survey 25 Employee Perspectives What are some things that Jefferson County does well? Public health 98 Public safety (Sherriff and Fire) 94 Road and bridge maintenance 71 Transportation infrastructure (roads, bridges, center, etc.) 57 Emergency Management 57 Responsiveness and customer service mentality 56 Criminal justice system 45 Engagement with communities and residents 45 Smart, efficient management of public funds 45 Human services 42 Employee engagement 35 Equity and inclusion 34 Community development duties (permitting, inspections, etc.) 13 Housing 7 0102030405060708090100 Source: 2023 Employee Survey 26 Employee Perspectives What are some things that Jefferson County could do better? Housing 109 Community development duties (permitting, inspections, etc.) 79 Employee engagement 60 Smart, efficient management of public funds 54 Engagement with communities and residents 43 Road and bridge Maintenance 37 Transportation infrastructure (roads, bridges, center, etc.) 34 Equity and inclusion 32 Responsiveness and customer service mentality 28 Criminal justice system 27 Emergency Management 21 Public safety (Sheriff and Fire) 20 Human services 19 Public health 13 020406080100 Source: 2023 Employee Survey 27 Employee Perspectives Please indicate how likely the following will improve your work environment. Better communication from my supervisor/manager Better automation tools Flexible work hours More opportunities to learn and advance Access to more training 0.00%5.00%10.00%15.00%20.00%25.00%30.00%35.00%40.00%45.00% Greatly ImproveImproveSlightly ImproveWould not likely improveN/A Source: 2023 Employee SurveySource: 2023 Employee Survey 28 Employee Perspectives Please indicate how likely the following will improve your work environment. More staffing within my department Cost of living adjustments More recognition for accomplishments Better feedback about my performance More collaboration between County departments Clarity about work procedures 0.00%10.00%20.00%30.00%40.00%50.00%60.00%70.00% Greatly ImproveImproveSlightly ImproveWould not likely improveN/A Source: 2023 Employee SurveySource: 2023 Employee Survey 29 Ideal Future What should Jefferson County look and feel like five years from now? Sustain the beauty and health of the environment balanced with tourism Maintain the county's rural character with options in urban/town centers Make it affordable for people who value this place and want to live in Jefferson County to do so Sewer project in Hadlock has been leveraged to support future housing and commercial development Increased age diversity not just a retirement community New and more diverse modes of transit Better service to support families and workers (child care) Diverse businesses/job opportunities exist throughout the county Source: 2023 Stakeholder Interviews 30 Top Four Priorities Social Pinpoint Comments and Survey Affordable workforce housing Economic opportunity and job/business availability Environmental protections and climate change actions Recreation options/attractions for people to relocate and stay here Stakeholder Interviews Affordable and accessible housing Livable and competitive wages, economic diversification,afforable for businesses to thrive Focus on middle-class and lifetime/life cycle to attract and retain people Sustainable growth is supported with necessary infrastructure Source: 2023 Social Pinpoint Community Survey, 2023 Social Pinpoint Comments, and 31 2023 External Stakeholder Interviews Top Four Priorities Employee Survey Cost of living adjustments More employment opportunities and advancements More services in rural areas including food, healthcare, child care, and broadband Housing opportunities and homelessness Employee Focus Groups Wages are not competitive with neighboring counties and cities High turnover rates and limited time for training Non-centralized workplace is an obstacle to intradepartmental collaboration County is making progress to demonstrate the value of investing infrastructure projects Source: 2023 Employee Survey and 2023 Employee Focus Groups 32 Timeline for the Next 1-2 years and 3-5 years Growth and infrastructure planning Environmental protection actions Expanding all services throughout the County 1-2 years Housing options and regulations Creation and availability of livable wages Recreation opportunities and attraction of younger families 3-5 years Source: 2023 Social Pinpoint Community Survey, 2023 Employee Survey, 33 and 2023 Stakeholder Interviews Stakeholder Views On a scale of 1 to 5, with 5 being most confident and 1 being least confident, how confident are you that Jefferson County will be an even better place to live five years from now? 120 100 80 60 40 20 0 12345 Source: 2023 Social Pinpoint Community Survey, 2023 Employee Survey, and 34 2023 Stakeholder Interviews Environmental Scan SWOC Analysis SWOCstands for strengths, weaknesses, opportunities, and challenges. O S A SWOC analysis assesses the W C deciding on any strategies. Using a SWOC analysis allows the County to make the most of its strengths and reduces the chances of failure by understanding what is lacking and eliminating obstacles that get in the way of effective strategy. 35 Environmental Scan SWOC Analysis Discussion What are the strengths of the Community? Of the County Government? What are weaknesses that need to be considered? Community? County government? What opportunities does the County have O S that it can capitalize on? For community impact? For County operations, W C organizational culture, etc. What challenges is the community facing now and for its future? What threats does the County government face to effectively serving the community now and in the future? 36 Existing SWOC Analysis:What should be added or removed? What are the strengths?What are the weaknesses? Residents do not agree on the definition of spaces and resourcessustainable growth Natural beauty and outdoor recreational experiencesLack of diverse jobs and businesses throughout the Safe community, low crime rateCounty Justice system is rehabilitation-focusedStructural accessibility barriers that are hard to fix County government is willing to collaborate with public and private entities County Commissioners are seen as accessible and willing to listen Strong volunteer ethic in the community What are the opportunities?What are the challenges? Restructure and streamline permitting and Housing availability and affordability; gentrification department review processesLack of economic diversity Communicating County government's role and Limitations to commercial development responsibilities,rules and regulationsGeographical location and remoteness Building on the strength of the marine trade, Limited transportation options agriculture and service industry"Bedroom community" locked between cities with Port Hadlock sewer expansionmore amenities More emphasis on employee retentionPerception that County government is understaffed and there is a lack of resources 37 Environmental Scan Discussion What stood out in the presentation? Did you learn anything new? Which themes are the most important in shaping your thinking about the future direction of Jefferson County? 38 Strategic Planning Session: Day 1 with Board 39 Mission, Vision, Guiding Principles, and Strategic Priorities How are they connected? 40 Review Mission Statement What is a Mission Statement? A mission statementdescribes an existing. It is the public statement of the contribution it promises to make to help accomplish the community vision. It answers the questions: Why do we exist? What do we do? 41 Review the Mission Statement Mission Statement DiscussionCurrent Mission Statement As you reflect on this statement, Enhancing the quality of life for present does it accurately describe the and future generations. purpose of Jefferson County? Does it describe what you do, why you do it, and how you do it? If not, what needs to be changed? Outcome:A short, concise statement that clearly defines the scope of the organization. 42 Review Vision Statement What is a Vision Statement? A vision statement defines your desired future state and provides directions for where you are going as an organization. It is aspirational and answers the questions: What will Jefferson County look like 5 10 years from now? 43 Review the Vision Statement Vision Statement DiscussionCurrent Vision Statement The future of Jefferson County is in the hands of its Where do you want to see Jefferson citizens. We envision a variety of sustainable communities County in five years? offering high quality of life and personal opportunity. We picture a strong economy with a healthy environment, where people are safe, well, and have the public and What do you want the County to look private services necessary to thrive. and feel like? Government and citizens partner together to meet public needs guided by legal mandates and community How do you want Jefferson County to aspirations. Citizens are engaged, decisions are fact be described? based, and government is sized to match the resources its citizens provide. What has been achieved? Jefferson County is a great place for all stages of life. Outcome:A clear picture of the future the Board envisions for Jefferson County. 44 Review Core Values/Develop Guiding Principles Guiding principles are the precepts that guide an organization throughout its life in all circumstances, irrespective of changes in its goals, strategies, type of work or the top management. They are expectations for how the County will conduct its business, make decisions, and deliver programs and services to the community. 45 Review Core Values/Develop Guiding Principles Guiding Principles DiscussionCurrent Core Values Integrity What principles accurately capture Professionalism how Commissioners would like the County to carry out its mission and Accountability vision? Prudence Transparency Innovation Empowerment Service Outcome:Short set of essential values or guidingprinciples. 46 Examples of Guiding Principles Resilience and Tenacity: We employ local solutions and the fortitude and endurance of our community to rise above challenges, celebrate successes and remain strong into the future. Accountability: We apply best practices, invest wisely and use County resources responsible because we value our service to the public and the trust of our community. Embracing Diversity: We create an inclusive community where everyone is welcomed, diversity is celebrated and the perspectives and opinions of all are used to develop, support and maintain superior services that are equitable and accessible. Financial Stewardship: We responsibly manage all resources entrusted to our care for the benefit or current and future generations. Innovative and Adaptive: We are flexible and adaptive to the changing needs of our community, applying new approaches and innovative practices to solve problems and promote positive change. People-Focused and Connected: We create a sense of community by serving residents, businesses, employees and visitors with compassion, kindness, equity and respect. 47 Develop Strategic Priorities What are strategic priorities? Strategic Priorities are the most important It is best to keep this list to four to six areasyour organization needs to focus on. They focus areas so that they are achievable, are the small number of focal points that you have and the organization is not overwhelmed determined to becritical in achieving your mission by multiple priorities. and vision. 48 Develop Strategic Priorities Strategic Priorities DiscussionBrainstorming Instructions 1.Reflect for a few moments on the outcome you Based on what we learned from the want to achieve for each strategic priority. Environmental Scan and what we collectively 2.Decide on the ideas you want to share with the know about Jefferson County, what are the full group four to five strategic areas of focus that should guide the next two to five years so we 3.Write your ideas for each priority on Post-It notes can make progress toward our shared One idea per card vision? 5 words maximum If we make gains in these areas, will we Use markers achieve our vision? Write BIG! If the answer is no, what should we focus on instead? Outcome:The ideal is to identify four to five resources, and capacity toward achieving the long-term vision. 49 Develop Strategic Goals What are strategic goals? Strategic goals are long-term, broad, continuous statements that define how you will make progress toward your vision within each of the strategic priorities. 50 Develop Strategic Goals Strategic Goals DiscussionBrainstorming Instructions 1.Reflect for a few moments on the outcome you Are the results the organization want to achieve for each strategic priority. to achieve for each priority 2.Decide on the ideas you want to share with the full group Usuallyachieved over a specific 3.Write your ideas for each priority on Post-It notes time period(usually five years). One idea per card Help to define and focus a 5 words maximum strategic priority. Use markers Write BIG! Outcome:Identifya long-term goal that defines each strategic priority and provides 51 Reflection and Closure Is there any additional How did this retreat What worked well today? Is guidance you would give the contribute to your ability to What is your process for What are your expectations there anything we could consulting team and County work together considering changes or have done differently to leadership team in for monitoring and reporting collaboratively as additions to the plan in the make the experience preparation for developing progress on the plan? current cycle? Commissioners to serve the better?objectives and performance needs of the County? and outcome measures? 52 Next Steps Develop draft language for Mission, Vision, Core Values/Guiding Principles, Strategic Priorities, and Goal Statements. Hold Strategic Planning Session 2 with staff to develop objectives and performance/outcome measures. Develop Draft Strategic Plan for review and adoption by the Board. 53