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Home My WebLink AboutJefferson County Environmental Scan Day 1 Planning Session_v4Jefferson County Board of Commissioners Strategic Planning Session May 22, 2023 2 Review Environmental Scan Review the County’s Mission Statement Review the County’s Vision Statement Review Core Values/Develop Guiding Principles Develop Strategic Priorities Develop Strategic Goal Statements Agenda 3 1.Speak from your own perspective using “I” statements. 2.Respect others’ viewpoints while listening respectfully and intently. 3.Stay focused on the discussion at hand. 4.Ask questions. Guidelines for Effective Participation 4 Strategic Planning Process 5 Planning Process: What is a Strategic Plan? Dd 1 Defines WHAT, not HOW •What we want the County to become (vision) •What we are going to prioritize and focus on (goals) so we can achieve the vision •What we will measure (performance measures) so the County can evaluate progress 2 3 A LIVING DOCUMENT that guides the County’s decision-making about: •Budgets •Long-range capital investments •Economic and community development •County services A tool for government transparency and accountability •Residents, taxpayers, and the general public know how the County is investing resources, why, and to achieve what results/benefits for the community The Strategic Plan defines WHAT the County will prioritize and focus on. HOW the County carries out its strategy to reach the vision, priorities, and goals is defined in an implementation plan. This implementation plan is developed by staff AFTER the Strategic Plan is complete. •Budget development •County services 6 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 7 What’s An Environmental Scan…and Why Does It Matter? Identify potential opportunities, challenges, and trends that can drive the County’s focus and effectiveness. Provide everyone involved in strategic planning with a shared understanding of the County’s current environment. Help County leaders successfully navigate the forces and obstacles that can hinder the achievement of a shared vision. 8 Environmental Scan Approach ✓Interviews with diverse stakeholders ✓Social Pinpoint Community Engagement Platform ✓Employee survey and Employee focus groups ✓Reviewed other County documents Board of Commissioners County Leadership and Staff Community Leaders Community Partners Residents Committees and Commissions 9 Open Discussion Question: Which Words Best Describe Jefferson County? 10 What’s on your mind Jefferson County? Source: 2023 Social Pinpoint Site 11 Jefferson County Community Profile 12 About Jefferson County 29,872 32,977 33,589 38,349 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 45,000 2010 2020 2022 2036 Jefferson Population Source: U.S. Census Bureau, 2010 and 2020 and Washington State Office of Financial Management (OFM) for period 2016-2036. $57,693 Median Household Income $362,300 Median Home Value 96.1% High School Graduate or Higher 11.2% Residents in Poverty Source: U.S. Census Bureau, 2020 and Datausa.io, Jefferson County, Children in Poverty 2020 21.6% Children in Poverty 13 Demographics: Race and Ethnicity, Gender and Age 87% 4% 4%2% 2%1%0% Race and Ethnicity White (Non-hispanic) Hispanic Two or More Races American Indian and Alaska Native Asian Black or African American Native Hawaiian and Other Pacific Islander 51% 49% Gender Male Female 3% 12% 46% 39% Age 65+ 19-64 5-18 0-4 Source: U.S. Census Bureau, 2020 Census 14 Health Technologists & Technicians -37.94% Building & Grounds Cleaning & Maintenance Occupations -36.41% Education Instruction, & Library Occupations -34.55% Healthcare Support Occupations 62.5% Business & Financial Operations Occupations 46.63% Architecture & Engineering Occupations 45.58% Employment and Economy Workforce Growth Employees Per Industry Computer, Engineering, & Science, 4.59% Education, Legal, Community Service, Arts, & Media, 9.62% Healthcare Practitioners & Technical, 4.33% Management, Business, & Financial, 17.62% Natural Resources, Construction, & Maintenance, 12.54% Production, Transportation, & Material Moving, 8.22% Protective Service, 1.74% Sales & Office, 21.99% Service, 19.34% Source: Datausa.io, Jefferson County, Employment Occupations 2019 to 2020 15 Jobs covered by the unemployment insurance system with a payroll of over $393 million. Average annual wage. Below the state’s average of $76,801. Median hourly wage. Less than that of the state’s median hourly wage at $29.28. Employment and Economy Unemployment Rate Wages and Income Source: Washington State Employment Security Department, Labor area summary 5.60% 8.40% 6.10% 6.60% January-20 January-21 January-22 January-23 Source: Washington State Employment Security Department, Jefferson County Profile, 2020 8,640 $45,522 $24.61 16 Quality of Life in Jefferson County 19,293 housing units Median gross rent $1079 Median gross owner costs with mortgage $1,672 1,010 Total Employer Establishments 42.8% in civilian labor force Households with a broadband Internet subscription 87.7% Source: U.S. Census Bureau, 2020 Census, data from 2017-2021 17 Best Counties for Outdoor Activities in America (2,767) Best Counties for Retirees in Washington (36) Healthiest Counties in Washington (36) Quality of Life in Jefferson County Source: Niche.com 5th 3rd 9th 18 Community Perspectives 19 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. Analysis of Stakeholder Input 20 Social Pinpoint Site 21 Voices from the Community 22 Community Priorities Most important areas you think Jefferson County should prioritize in its next strategic plan. 3.68 4.57 4.87 5.04 5.16 5.33 5.57 5.74 6.15 6.53 6.70 7.15 Equity and Inclusion Criminal justice system Business environment for businesses Growth and development Accessible, efficient, and effective government Emergency Management Maintaining outdoor spaces, parks, and trails Sustainable practices and programs Jobs and workforce development Public safety (Sheriff and Fire) Community health and well-being Ease/quality of transportation (roads, public transportation, bike paths) Source: 2023 Social Pinpoint Community Survey 23 6 14 21 34 36 43 48 51 59 59 61 104 107 0 10 20 30 40 50 60 70 80 90 100 110 Housing Community development duties (permitting, inspections, etc.) Criminal justice system Responsiveness and customer service mentality Smart, efficient management of public funds Human services Equity and inclusion Transportation infrastructure (roads, bridges, center, etc.) Engagement with communities and residents Road and bridge maintenance Emergency Management Public health Public safety (Sheriff and Fire) Community Perspectives What are some things that Jefferson County does well? Source: 2023 Social Pinpoint Community Survey 24 32 32 39 40 41 47 72 77 78 87 89 130 155 0 20 40 60 80 100 120 140 160 Emergency Management Public health Public safety (Sherrif and Fire) Human services Equity and inclusion Criminal justice system Engagement with communities and residents Responsiveness and customer service mentality Transportation infrastructure (roads, bridges, center, etc.) Road and bridge Maintenance Smart, efficient management of public funds Community development duties (permitting, inspections, etc.) Housing Community Perspectives What are some things that Jefferson County could do better? Source: 2023 Social Pinpoint Community Survey 25 5.26 5.32 5.48 5.63 5.84 6.72 7.66 7.8 8.34 8.51 8.61 9.03 10.11 0 2 4 6 8 10 12 Business environment for businesses Accessible, efficient and effective government Maintaining outdoor spaces, parks and trails Equity and Inclusion Growth and development Sustainable practices and programs Jobs and workforce development Ease/quality of transportation (roads, public transportation, bike paths) Community health and well-being Emergency Management Criminal justice system Accessible, efficient, and effective government Public safety (Sheriff and Fire) Employee Priorities Most important areas you think Jefferson County should prioritize in its next strategic plan. Source: 2023 Employee Survey 26 7 13 34 35 42 45 45 45 56 57 57 71 94 98 0 10 20 30 40 50 60 70 80 90 100 Housing Community development duties (permitting, inspections, etc.) Equity and inclusion Employee engagement Human services Smart, efficient management of public funds Engagement with communities and residents Criminal justice system Responsiveness and customer service mentality Emergency Management Transportation infrastructure (roads, bridges, center, etc.) Road and bridge maintenance Public safety (Sherriff and Fire) Public health Employee Perspectives What are some things that Jefferson County does well? Source: 2023 Employee Survey 27 13 19 20 21 27 28 32 34 37 43 54 60 79 109 0 20 40 60 80 100 Public health Human services Public safety (Sheriff and Fire) Emergency Management Criminal justice system Responsiveness and customer service mentality Equity and inclusion Transportation infrastructure (roads, bridges, center, etc.) Road and bridge Maintenance Engagement with communities and residents Smart, efficient management of public funds Employee engagement Community development duties (permitting, inspections, etc.) Housing Employee Perspectives What are some things that Jefferson County could do better? Source: 2023 Employee Survey 28 Employee Perspectives Please indicate how likely the following will improve your work environment. Source: 2023 Employee Survey 0.00%5.00%10.00%15.00%20.00%25.00%30.00%35.00%40.00%45.00% Access to more training More opportunities to learn and advance Flexible work hours Better automation tools Better communication from my supervisor/manager Greatly Improve Improve Slightly Improve Would not likely improve N/A 29 Employee Perspectives Please indicate how likely the following will improve your work environment. Source: 2023 Employee Survey 0.00%10.00%20.00%30.00%40.00%50.00%60.00%70.00% Clarity about work procedures More collaboration between County departments Better feedback about my performance More recognition for accomplishments Cost of living adjustments More staffing within my department Greatly Improve Improve Slightly Improve Would not likely improve N/A 30 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 Ideal Future What should Jefferson County look and feel like five years from now? Source: 2023 Stakeholder Interviews 31 Top Four Priorities •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 Social Pinpoint Comments and Survey •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 Stakeholder Interviews Source: 2023 Social Pinpoint Community Survey, 2023 Social Pinpoint Comments, and 2023 External Stakeholder Interviews 32 Top Four Priorities •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 Survey •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 Employee Focus Groups Source: 2023 Employee Survey and 2023 Employee Focus Groups 33 Timeline for the Next 1-2 years and 3-5 years 1-2 years •Growth and infrastructure planning •Environmental protection actions •Expanding all services throughout the County 3-5 years •Housing options and regulations •Creation and availability of livable wages •Recreation opportunities and attraction of younger families Source: 2023 Social Pinpoint Community Survey, 2023 Employee Survey, and 2023 Stakeholder Interviews 34 0 20 40 60 80 100 120 1 2 3 4 5 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? Source: 2023 Social Pinpoint Community Survey, 2023 Employee Survey, and 2023 Stakeholder Interviews 35 SWOC stands for strengths, weaknesses, opportunities, and challenges. A SWOC analysis assesses the organization’s current position before 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. Environmental Scan –SWOC Analysis COWS 36 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 that it can capitalize on? For community impact? For County operations, 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? Environmental Scan –SWOC Analysis Discussion COWS 37 Existing SWOC Analysis:What should be added or removed? What are the strengths? •Preservation and protection of the County’s natural spaces and resources •Natural beauty and outdoor recreational experiences •Safe community, low crime rate •Justice system is rehabilitation-focused •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 weaknesses? •Residents do not agree on the definition of sustainable growth •Lack of diverse jobs and businesses throughout the County •Structural accessibility barriers that are hard to fix What are the opportunities? •Restructure and streamline permitting and department review processes •Communicating County government's role and responsibilities,rules and regulations •Building on the strength of the marine trade, agriculture and service industry •Port Hadlock sewer expansion •More emphasis on employee retention What are the challenges? •Housing availability and affordability; gentrification •Lack of economic diversity •Limitations to commercial development •Geographical location and remoteness •Limited transportation options •"Bedroom community" locked between cities with more amenities •Perception that County government is understaffed and there is a lack of resources 38 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? 39 Strategic Planning Session: Day 1 with Board 40 Mission, Vision, Guiding Principles, and Strategic Priorities How are they connected? 41 A mission statement describes an organization’s purpose or reason for 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? Review Mission Statement What is a Mission Statement? 42 As you reflect on this statement, does it accurately describe the 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? Enhancing the quality of life for present and future generations. Review the Mission Statement Mission Statement Discussion Current Mission Statement Outcome:A short, concise statement that clearly defines the scope of the organization. 43 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? Review Vision Statement What is a Vision Statement? 44 Where do you want to see Jefferson County in five years? What do you want the County to look and feel like? How do you want Jefferson County to be described? What has been achieved? The future of Jefferson County is in the hands of its citizens. We envision a variety of sustainable communities 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 private services necessary to thrive. Government and citizens partner together to meet public needs guided by legal mandates and community aspirations. Citizens are engaged, decisions are fact based, and government is sized to match the resources its citizens provide. Jefferson County is a great place for all stages of life. Review the Vision Statement Vision Statement Discussion Current Vision Statement Outcome:A clear picture of the future the Board envisions for Jefferson County. 45 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. Review Core Values/Develop Guiding Principles 46 What principles accurately capture how Commissioners would like the County to carry out its mission and vision? Review Core Values/Develop Guiding Principles Guiding Principles Discussion Current Core Values Outcome:Short set of essential values or guiding principles. Integrity Professionalism Accountability Prudence Transparency Innovation Empowerment Service 47 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. Examples of Guiding Principles 48 Develop Strategic Priorities What are strategic priorities? Strategic Priorities are the most important areas your organization needs to focus on. They are the small number of focal points that you have determined to be critical in achieving your mission and vision. It is best to keep this list to four to six focus areas so that they are achievable, and the organization is not overwhelmed by multiple priorities. 49 Based on what we learned from the Environmental Scan and what we collectively know about Jefferson County, what are the four to five strategic areas of focus that should guide the next two to five years so we can make progress toward our shared vision? If we make gains in these areas, will we achieve our vision? If the answer is no, what should we focus on instead? Develop Strategic Priorities Strategic Priorities Discussion Brainstorming Instructions Outcome:The ideal is to identify four to five strategic priorities that focus the County’s energy, resources, and capacity toward achieving the long-term vision. 1.Reflect for a few moments on the outcome you want to achieve for each strategic priority. 2.Decide on the ideas you want to share with the full group 3.Write your ideas for each priority on Post-It notes •One idea per card •5 words maximum •Use markers •Write BIG! 50 Strategic goals are long-term, broad, continuous statements that define how you will make progress toward your vision within each of the strategic priorities. Develop Strategic Goals What are strategic goals? 51 Are the results the organization to achieve for each priority Usually achieved over a specific time period (usually five years). Help to define and focus a strategic priority. Strategic Goals Discussion Brainstorming Instructions Outcome:Identify a long-term goal that defines each strategic priority and provides the framework for the County’s plan. 1.Reflect for a few moments on the outcome you want to achieve for each strategic priority. 2.Decide on the ideas you want to share with the full group 3.Write your ideas for each priority on Post-It notes •One idea per card •5 words maximum •Use markers •Write BIG! Develop Strategic Goals 52 Reflection and Closure What worked well today? Is there anything we could have done differently to make the experience better? Is there any additional guidance you would give the consulting team and County leadership team in preparation for developing objectives and performance and outcome measures? How did this retreat contribute to your ability to work together collaboratively as Commissioners to serve the needs of the County? What are your expectations for monitoring and reporting progress on the plan? What is your process for considering changes or additions to the plan in the current cycle? 53 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. Next Steps