HomeMy WebLinkAbout41 23 JEFFERSON COUNTY
STATE OF WASHINGTON
IN THE MATTER OF ADOPTING A FIVE-YEAR } RESOLUTION NO. 41 2 3
JEFFERSON COUNTY STRATEGIC PLAN }
WHEREAS,the Jefferson County Board of Commissioners believes that the development of a strategic
plan including vision, mission, and core value statements and detailing the county's strategic priorities is vital
for the future of our county and our community; and
WHEREAS, county staff, with guidance from the Board, has developed vision, mission and core value
statements and six strategic priorities, each with subordinate objectives and performance measures; and
WHEREAS, the establishment of these statements, strategic priorities, objectives and performance
measures provide the framework for the county going forward and give county staff a direction and sense of
purpose over and above the myriad other functions they perform and services they provide; and
WHEREAS, an implementation plan has been developed to ensure the county achieves the objectives
under each strategic priority and reports progress towards such achievements to the community on an ongoing
basis;
NOW, THEREFORE, BE IT RESOLVED that the Jefferson County Board of Commissioners hereby
adopts the attached 2024-2028 Jefferson County Strategic Plan and commits to achieving the objectives
contained therein.
APPROVED this; 0 day of A r , 2023.
JEFFERS oN COUNTY
BOARD 0 COMMISSIONERS
SEAL:
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v° �-p;. = eg B e on, Chair
ATTEST( N �'
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TA2 Approved Telephonically
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I' OA •WA •VI 0
�a!l111UNINlNN 0 Kate Dean, Member
caw, C eidi Eisenhour, Member
arolyn uallaway, CMC
Clerk of the Board
2024 - 2028
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SON er-
r ,/ Table of Contents
,-L,
w j Message from Your
Board of County Commissioners 3
_ �, A Message from the
"�'y �` County Administrator 4
Axo Your Jefferson County Government 5
IIING
1 4 Vision I Mission' Core Values 6
4
-4, ' to. , Strategic Priorities 7
. iv t ., Community Resilience 8
Economic Vitality 10
Environmental Stewardship 12
,
4 r Housing Accessibility 14
Organizational Health 16
Thriving People 18
! t # How Did We Build This Plan 20
4 Plan Development Timeline 21
�- What's Next? 22
Acknowledgements 23
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4 Photo Credits:
r '„ . . . ., Page 10: Finnriver Farm &Cidery
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"�h; "w_ if } Page 15: Habitat for Humanity of East Jefferson County
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Message from Your Board of
County Commissioners
From the Pacific coast Last to Port Townsend and south to Brinnon,the citizens we serve have a lot on
their minds. Listening to the people of Jefferson County and acting on your concerns are two of the highest
priorities of the Board of County Commissioners. We have heard your desire for the creation of a meaningful
path into the future as we collectively deal with the challenges and opportunities facing our community.
In response to your input,we have worked collaboratively with people throughout the county to craft a
new five-year, community-based vision and strategic plan.
Beginning in February of 2023, the Jefferson County Strategic Plan has come together with input from a
broad cross-section of governmental partners, business and non-profit leaders, internal leaders and staff,
and residents throughout the county who participated in interviews and responded to questionnaires.
We received comments on subjects ranging from animal shelters and zoning to opioids and solid waste.
Using that information and evaluating mountains of feedback.we built a plan that refects a consensus of
the opinions and priorities, which will allow us to focus our time and resources on the issues that matter
most to the people who live here.
We want to thank everyone who engaged in this process.The energy and enthusiasm you demonstrated
helped to make this plan a thoughtful reflection of the concerns ofJefferson County citizens.Your time
and commitment enhanced every step of the process and resulted in a .final plan in which you can take
great pride.
This plan will serve as a guide for County staff and elected officials over the coming years as we prioritize
our time and the allocation of resources entrusted to us by our residents. We are committed to making
every effort to advance the goals identified in the document that follows. Imagine the future we can create
when we unite our efforts in advancing those things that our residents have identified as most important!
We look forward to joining with you in building a bright and vibrant future for everyone in Jefferson County.
11
}
Greg Brotherton �� Dean
Board Chair Commissioner Commissioner
3
Message from the
cy,A County Administrator
As County Administrator, I was honored to play a role in the
development in the new five-year strategic plan for Jefferson
County. This plan will help us focus our time and resources on
r the priorities identified by the people we serve.
0 With the help of a dedicated team of County leaders,and the input
received from County employees, residents.and key stakeholders
1 lv throughout Jefferson County,we have put together an ambitious
plan to build a community in which people can live,work, learn,
and play in a healthy, connected, and resilient community.
To learn more, please
I encourage all residents to join with us as we embark on this
take the time to read the
exciting new chapter in the life o`Jefferson County. We are
strategic plan. confident that by focusing on the priorities in this strategic plan
We invite you to join we will not only meet but exceed the expectations and needs of
the people we serve.
with us on this journey
Ultimately,the success of this plan will be measured by you, the
to a bright future. people of Jefferson County.This five-year plan is a living document.
The goals and performance measures set forth may change from
time to time, in response to unexpected circumstances or new
challenges of a higher priority. We will need your continued input
and observations to maintain our momentum, and we look forward
to continuing interaction as we work to implement this plan.
We intend to provide regular progress reports on our website since
we are accountable to you, the people of Jefferson County.
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County Administrator
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YourJefferson
County Government
County government plays _, "r'ique role in the lives of Jefferson t:Jul- y citizens.The responsibilities
of county government officials include law enforcement and justice services,elections, emergency
management, human and environmental health services, housing services,veterans' services. property
tax administration, managing debt and investments, Washington State University(WSU) extension services,
land use planning,zoning and permitting,solid waste and recycling services,sewer service, parks and
recreation, road maintenance and operation, recording services, and support for advisory boards.
The legislative and governing body of the county is the Board of Commissioners. The Commission consists
of three members from three geographical districts. Among their many duties, the Commissioners are
responsible for passing ordinances,adopting a budget, appointing committees, serving on boards,
committees and commissions,and hiring the County Administrator. The County Administrator has the
responsibility for managing the county budget and overseeing the day-to-day operations of governmental
departments. Eight other independently elected officials make up the rest of the governing body of
Jefferson County. Those officials are the Auditor,Assessor,Treasurer, Clerk, Sheriff, Prosecuting Attorney;"
Coroner, District Court Judge, and Superior Court Judge.
Together,with the help of our active and involved citizens,your county government works to provide
a safe, secure,and satisfying way of life for everyone.
s 0,e/(14 I
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Jllie ihanncn Burn;
Director, u!rector,juvenile arc
Emergency Management t Services
lestter
Kate Dean r-el]i Cisenriour Mark
vlcCaui: amen
Commissioner Commissioner County Adm.' - Proses
also:
sue-
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_,ppie Martine
r9c}77r DI 'r 7_?_"" Director.Human ?
?renda Hunting_. 'oe ryols
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AuditorSheriff' Director,
nity Development
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Monte Peinders - ' it Sharma .udy Shepher, ,aiker
Director,Public Works Director,WSU Extension Finance Manager District Court:udge
5
Core Values
All people of Jefferson
County thrive in a healthy Accessible and Responsive
and secure community We understand and respond to the needs of people
of all abilities and react promptly. We are dedicated to
that preserves our natural being available when our support is needed.
resources and cultural
heritage, supports a robust Engaged and Collaborative
economy, innovates, We recognize the need and value of working together
to achieve common goals by sharing expertise
cultivates diversity, and and knowledge while learning from others.
provides leadership
in growth management. Innovative and Forward-Thinking
We engage each other and our community in developing
and implementing creative solutions to resolve challenges.
Professional and Service-Oriented
We serve and invest
We are committed to maintaining exceptional ser„ c
in our community to each other and our community.
by providing and
Respect for All
maintaining meaningful
We foster an equitable and inclusive environment
services to support a by respecting the intrinsic worth of our colleagues
vibrant workforce, and the people in our community.
We are stronger as a result of differing opinions
a successful business
and perspectives.
community, and a
beautiful and protected Trustworthy and Accountable
environment for We are responsible managers of the resources entrusted to us.
We are honest,ethical, principled, and accountable.
Jefferson County residents. We live up to the high expectations of the people
with whom we work and those we serve.
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EMERGENCY / i
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Objective 1
.
�- Increase opportunities for informed and effective civic engagement
HAM and participation in public forums and virtual events to promote a
safe and healthy community.
Radio
•cI., Performance Measures
• Number of people reached at public and digital everts
supported by Jefferson County aimed at the health and safety
of our community.
Otte 00a/ • Number of public and digital events led by Jefferson County
aimed at the health and safety of our community.
Offer a dynamic
and equitable array
Objective 2
Engage with partners,schools, businesses, residents.tribes, and
of health and safety community organizations to plan and promote health and safety
programs and practices.
services to enhance
Performance Measure
livability in our county. • Complete community health assessment (CHA) to update
Community Health Improvement Plan (CHIP) and associated
measures.
Objective 3
Strengthen the community's emergency preparedness so
the county can recover from public health emergencies,
environmental hazards.and natural disasters.
Performance Measures
• Attendance at the all-county picnic.
• Number of residents participating in Neighborhood
Preparedness Program annually.
The strength of our community
lies in the strength of our people.
Community ~�� I.
Resilience
it.
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Objective 4
Prevent and control communicable diseases to improve the health,
well-being,and safety of county residents.
Performance Measures
• Percentage change in communicable disease transmission rates annually.
• Percentage change in vaccination rates annually.
Objective 5
Close health system gaps so a full continuum of care is accessible '' `-
to all county residents. ,; �'
Performance Measures -
• Report on health system gaps from CHIP. EVACeATION , '
• Number of county-supported wrap-around home ! . , ;, •
healthcare visits. 4
ROUTE z, •
• Number of behavioral health crisis calls (e.g.911 &988 calls). +1'
• Monitoring 'Right Time,/ Right Place' healthcare access
through number of emergency room visits. r�#r
• Number of Sheriff's Office Mental Health Navigator • .� ' `
Program calls compared to number of people C . '
served per year.
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Objective 1
4N1 .. , to
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,, VI Focus economic development efforts on areas of the county with
high job-creation potential.
r' N _ ` Performance Measure
• Facilitate quarterly meetings with key stakeholders for the
development of the Port Hadlock Urban Growth Area (UGA)
and the Glen Cove Industrial Area.
Oea' 6ocil' Objective 2
Complete Phase One of Port Hadlock sewer project.
Support and promote
Performance Measure
a dynamic regional • Complete 50 sewer corrections by the end of 2025.
economy that creates
opportunities for Objective 3
Support the closure of broadband connectivity gaos so residents
prosperity for all and businesses have internet access that meets their needs.
the people and Performance Measures
businesses of • Number of new high-speed broadband connections annually.
our county. • Percentage of new connections made among Jefferson County
Public Utility District's (JeffPUD) potential high-speed broadband
customers currently without access.
Objective 4:
- business-friendly Enhance multi use and business : endly zoning to encourage
more business location and investment in Jefferson County.
1 —.S° Performance Measure
ncrease multi-use zoning by, Hill SC acres.
A flourishing economy depends on diverse
opportunities for growth and prosperity.
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Objective 5:
Lead planning efforts for Limited Areas of More Intensive Rural Development (LAMIRD)
so that development is optimized.
Performance Measures
• By June 30,2024. identify number of vacant LAMIRD acres available for
potential development or redevelopment.
• Periodic assessment to consider legally permitted charges to
LAMIRD Logical Outer Boundaries.
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Objective 6: - r
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Promote balanced tourism strategies that incorporate
quality of life factors for Jefferson County residents.
Performance Measures -w
• Tourism tax revenues year-over-year.
• Number of jobs sustained by tourism industry. - •
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.,...: Balance development with the preservation of the county's rural
character, natural areas, and open spaces so that unique quality
r of life factors are sustained.
` '` Performance Measure
• Complete an updated Comprehensive Plan by June 30, 2025.
Objective 2
/ 00a/ Reduce community vulnerability to wildfires.
Performance Measure
Build climate resilience
• Community Wildfire Protection Plan (CWPP) completed
while protecting and by December 31.2023.
preserving our natural
Objective 3
areas and resources and Improve the health of county-owned forest lands through a
improve access to shared sustainable forest program.
natural spaces to Performance Measure
• Percentage of c:un:y-owned forest land actively managed.
enhance the experience
of county residents. Objective 4
Update the County's Public Benefit Rating System used with the
Open Space program under RCW 84.34 to reflect current priorities
with a changing climate and population demographics.
Performance Measure
• Number of current participants and new applicants.
,y 4 } Objective 5
Support expansion of electric vehicle charging stations to
-:',1:.--
¢� encourage increased ownership and use of electric vehicles.
Performance
a ce Measure
`' • Increase number of electric vehicle charging stations provided
or facilitated by Jefferson County.
-
Our unique natural environment supports jobs,
recreation, and community life.
12
Environmental °e't
Stewardship
Objective 6
Collaborate with community stakeholders to monitor and sustain the forest,agriculture.
and aquaculture economies and the ecosystems on which they depend.
Performance Measures
• Identify and document active partnerships aimed at promoting the health of forest, agriculture.
and aquaculture economies by December 31,2024.
• Number of active partnerships aimed at promoting the health of forest.
agriculture,and aquaculture economies—and the ecosystems on which
they depend.
Objective 7
s -
Mitigate impacts of sea level rise through support of critical
riparian and shoreline infrastructure projects. — - '
Performance Measures
• Number of riparian and shoreline infrastructure and
non-structural projects seeking
permits annually.
• Number of riparian or shoreline emergencies declared annually.
Objective 8
Collaborate and share resources with WSU to
promote environmental education throughout
the community. _
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Performance Measure
• Number of WSU-coordinated
partnerships with the community.
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Objective 9: ,.
Encourage alternative work schedules
and sustain use of volunteer base for
park maintenance, community
education,and access to parks
•
spaces and facilities.
Performance Measure :4
• Number of volunteer hours
year-over-year.
Housing
Accessibility
• OM a ill
Objective 1
.oir 0� ,,' _ Shorten the planning and permitting review and approval process.
,Ii, '` Performance Measures
• Create a performance tracking system for permitting
`" by 2025 or sooner.
ate • Migrate to a fully online permit application and processing
system by December 31,2024.
• Establish a baseline and set a goal for annual percent decrease
��le 00a/ in permit processing times by June 30,2025.
Improve the availability of Objective 2
and access to affordable Identify and consider re-zoning areas to increase development
opportunities and housing supply: eliminate restrictions on neigh-
and workforce housing borhood density where practical and lawful: and encourage devel-
throughout the County. opment of multi-family housing.
Performance Measures
• Increase in number of total housing units: complete assessment
of reeds by income group and set targets by June 30,2025.
• Increase in number of targeted income group dwelling units.
Objective 3
Identify and remove barriers that prevent residential property
owners from developing additional housing to the extent legally
possible.
Performance Measures
• Number and type of additional housing units created by
non-commercial residential property owners
• Reduce conditional use permits on the shoreline.
• Number of housing units developed using pre-approved
stock plans.
• Increase the Planned Rural Residential Development (PRRD)
wei„z-,- applications.
Participation in community begins
with a safe, secure place to live.
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Housing
Accessibility //
Objective 4
Use fiscal measures to incentivize housing development.
Performance Measure
• Number of affordable and workforce housing units constructed using fiscal incentives.
Objective 5
increase number of housing units within LAMIRDs.
Performance Measure
Quantify and increase number of housing units added within
LAMIRDs. `'"
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Objective 6
Collaborate with community partners to reduce homelessness.
Performance Measures
• Number of unhoused people across Jefferson County
year-over-year.
• Annual number of unhoused people transitioned
into housing by Jefferson County in collaboration + .
with community partners.
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le 1' r. . Foster a work environment that attracts and retains a
I! qualityworkforce.
Performance Measures
_ic�
-.4 • Review and implement equitable and competitive salary
and benefits by the end of 2024.
• Implement flexible work schedules where practical.
• Percent decrease in vacancy employeerate.
Oar 00a/ • Median length of employee terure.
• Average length of advertised position vacancy.
Implement flexible,
creative, and diverse Objective 2
methods of attracting, Develop and increase training and development of supervisors and
managers so that leadership and management skills are enhanced.
training, retaining,
Performance Measure
and communicating
Manager and supervisor training program developed by June 2024.
with our workforce
so that people feel Objective 3
valued and recognized. Create opportunities for cross-department collaboration so that
• silos are reduced and communication is enhanced.
Performance Measure
Conduct three 'Lunch and Learn' programs by March 31,2024.
Objective 4
Develop and implement a robust employee recognition program
to recognize outstanding performance of County staff.
Performance Measure •
Employee recognition program established by June 30.2024.
The organizational health of our workforce is
directly tied to the betterment of our community.
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Objective 5
Enhance employee engagement to achieve a more satisfied and higher-performing workforce.
Performance Measure
Year-over-year improvement in employee engagement measured by annual engagement survey;
`first survey completed in 2024.
Objective 6
Prioritize programs and identify needed staffing to provide critical, --- i L 1-. 1.!.,
essential.andior enhanced services. I
„-Perfor AOr - ;
mance Measure Tr:" -1, !�
Secure resources for staffing and training for 2024-2025 budget. \ �1
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;,► = Objective 1
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' .-..4' -'A. ' - . Celebrate the culture, heritage.and diversity of the people
°':� F. , - _ . - in Jefferson County through events and programming_
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Performance Measures
ji
_'' ` ,. • Instances of outreach from Jefferson County aimed at celebrating
culture, heritage, and diversity reported annually.
• Numbers of partnerships with organizations that highlight
culture. heritage,or diversity in their mission statement.
Oat' 00a-/ • Number of proclamations that have follow-up actions.
• Number of proclamation-related activities attended by
Promote a sense of County officials or staff.
belonging so that • Create a tracking system and/or dashboard for these activities.
residents and visitors
Objective 2
feel welcomed to share Increase the availability of youth-focused activities to offer more
in the many activities, opportunities for youth to be engaged in community life.
opportunities, and Performance Measures
• Youth participation rates in Parks& Recreation activities annually.
experiences available
• Number of youth representatives serving or boards and
across Jefferson County. committees.
• Number of community partnerships serving youth in
Jefferson County.
We thrive together when individuals belong.
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Objective 3
Identify and remove physical and digital barriers to access.
so County services,facilities, and spaces are accessible to all.
Performance Measures
• Update Jefferson County's Americans with Disabilities Act (ADA)
Self-Evaluation and Transition Plan by 2025.
• Percent change in Jefferson County's website accessibility score
in accordance with Web Content Accessibility Guidelines. ..
Objective 4
Promote access to recreational and wellness activities.
Performance Measures
• Number of events and reservations for recreational and
wellness activities across Jefferson County facilities. -•, !
• Participant usage of Jefferson County facilities for
recreational and wellness activities. ,
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ta : _ Did We Build This Plan?
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4399 240 Ideas Wall
comments
Online interactions Community
with Social Pinpoint survey responses
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Employee 231 ,
Focus groups with
survey responses Interviews County staff and leadership
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Board of Commissioners work sessions County Leadership work sessions
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emails sent ••�
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engagements s �"
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Plan Development Timeline felt
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FEBRUARY - MARCH
•
Project Initiation '_
and Planning
APRI L - MAY
•
Social Pinpoint
1 Engagement Platform,
MAY Interviews, Focus Groups
County Board
Planning Session: May 22
County Leadership
Planning Session: May 26
Refine strategic plan
objectives and
JULY performance measures
• rd.'
County Board review \ i
of initial Strategic Plan
AUGUST
kkiit •
Finalization of the
Strategic Plan
AUGUST - SEPTEMBER ef
• fir.
Implementation Planning c `
SEPTEMBER
•
Q County Board Adoption
OCTOBER 2023 — of Final Strategic Plan
SEPTEMBER 2028 . 7,-
• Y .
Implement
Jefferson County Strategic Plan
Putting the Plan into Action
Built to endure ne changes of a five-year period while staying relevant.this Strategic Plan is high level.
It includes what the County will focus on to achieve the desired future for Jefferson County. The County's
departments will work together to develop detailed implementation plans that lay out the actions and
timelines required to fulfill each strategic goal and objective.
We are committed to focusing resources on the priorities that best serve the needs and desires expressed
by our community and captured in this plan.As needs or opportunities shift during the life of the plan the
County expects to address any needed changes as part of the County's budget process.
The County will also address the core values identified by the County Board and County staff during the
strategic planning process. These values are expectations for how the City makes decisions and delivers
services. Employees will apply these principles in :heir day-to-day work.
Keeping Track of Progress
Ire County will monitor progress toward our Strategic Plan goals and objectives, as well as report
on the performance measures.Tracking keeps us transparent and holds us accountable.
The County will provide the community with an annual report and year-end Board presentation.
Community members can expect to understand what the County is working on and the benefits
that will result for residents, cities, towns, businesses, and the community overall.
Monthly
County staff will meet and discuss progress on strategic plan goals and objectives.
Quarterly
County leadership will provide the County Administrator with updates or progress toward each strategic
priority and goal.
Twice A Year
The County Administrator will provide Board of Commissioners with an update on progress toward each
strategic priority and goal, including successes and challenges.
Annually
The County Administrator will provide a year-end report detailing progress on each strategic goal and
objective.The report will be oresented to the Board of Commissioners and posted on the County's website,
https://www.co.jefferson.wa.us,for community access.
22
�`FAO N
Acknowledgements
This strategic plan is the result of the combined efforts of our Counts residents,elected officials,employees,
and community stakeholders.Jefferson County would like to thank everyone who provided their knowledge
and insights throughout the process and who dedicated their time to making this Strategic Plan come to life.
Board of Commissions
Greg Brotherton, Board Chair
Kate Dean,Commissioner
Heidi Eisenhour.Commissioner
County Leadership and Elected Officials
Mark McCauiey. County.Administrator
Amanda Hamilton, Clerk
Apple Martine, Director, Public Health
Brandon Mack, Superior Court Judge
Brenda Huntingford, Auditor
Brian Gleason. District Court Administrator
Bridget Gregg, Interim Director. WSU Extension
Chris Goy. Director, Central Services
James Kennedy, Prosecutor
Jeff Chapman,Assessor
Joe Nole. Sheriff
Josh Peters, Director,Community Development
Judy Shepherd, Finance Manager
Mindy Walker, District Court Judge
Monte Reinders, Director, Public Works
Sarah Melancon, Director, Human Resources
Shannon Burns, Director,Juvenile and Family Court Services
Stacie Prada,Treasurer
Wendy Davis, Communications Specialist
Willie Bence, Director, Emergency Management
BerryDunn Consulting Team
Seth Hedstrom, Principal
Michelle Kennedy, Project Manager and Lead Facilitator
Renee Bryant, Facilitator
Maddison Powers Spencer, Research Analyst
23
STRATEGIC PLAN
s��T or, 2024 - 2028
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JEFFERSON COUNTY
BOARD OF COUNTY COMMISSIONERS
REGULAR AGENDA REQUEST
TO: Board of Commissioners
FROM: Mark McCauley, County Administrator
DATE: October 2,2023
RE: Resolution re: Adoption of the 2024-2028 Jefferson County Strategic Plan
STATEMENT OF ISSUE:
Jefferson County has been engaged in a strategic planning effort for most of 2023. The effort
involved seeking input from local leaders, county employees and the larger community
combined with guidance from the Board of County Commissioners during a Board retreat earlier
this year and a subsequent workshop.
ANALYSIS:
After many months the final Strategic Plan is now ready for consideration by the Board of
County Commissioners. The Board may adopt the plan or provide guidance to staff regarding
changes or revisions.
FISCAL IMPACT:
This request has no fiscal impact.
RECOMMENDATION:
Staff recommends that the Board of County Commissioners adopt the Strategic Plan by
approving the attached resolution.
RE ' , ED BY:
Mark McCa 11", , County Administrator Da