HomeMy WebLinkAboutRFP Lobbying and Strategic Plan Request for Proposals (RFP)
Legislative Representation and Lobbying Services
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Date issued: Monday, November 3, 2023
Issued by: County Administrator's Office
RFP Deadline: Friday, November 22, 2023
Page 1
Contents
PURPOSE OF REQUEST ............................................................................................................. 3
SUBMISSIONINFORMATION................................................................................................... 3
QUESTIONS.................................................................................................................................. 3
SELECTION PROCESS................................................................................................................ 3
Reviewof Submissions .............................................................................................................. 3
Interviews and References.......................................................................................................... 4
Scoring........................................................................................................................................ 4
ContractNegotiations................................................................................................................. 4
BoardApproval ..........................................................................................................................4
AnticipatedTimeline..................................................................................................................4
Limitations.................................................................................................................................. 5
SELECTION CRITERIA............................................................................................................... 5
BACKGROUND............................................................................................................................ 6
Governance................................................................................................................................. 6
UniqueChallenges...................................................................................................................... 6
Overarching Legislative Goals................................................................................................... 8
LegislativePriorities................................................................................................................... 8
SCOPEOF WORK........................................................................................................................ 8
PrimaryObjectives..................................................................................................................... 8
Overview of Services ................................................................................................................. 9
MINIMUM QUALIFICATIONS................................................................................................. 10
COMPENSATION....................................................................................................................... 10
CONTRACTDURATION........................................................................................................... 11
PROPOSAL REQUIREMENTS.................................................................................................. 1 1
Format....................................................................................................................................... 11
Contents.................................................................................................................................... 11
Confidential Information.......................................................................................................... 13
ATTACHMENTS ........................................................................................................................ 1
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PURPOSE OF REQUEST
Jefferson County is seeking proposals from qualified individuals or firms(hereinafter referred to
solely as"firm")to provide legislative representation, funding strategy assistance and lobbying
services as described herein.
Jefferson County has engaged in a contract lobbyist firm to represent its interests in the past and
its current contract expires on December 31, 2023. Through this Request for Proposals (RFP),
the County is seeking competitive proposals to continue and potentially expand services as
described in the section"Scope of Work."
Preference will be given to firms with experience representing rural local governments, as well
as proposals offering both state and federal legislative representation and lobbying services.
SUBMISSION INFORMATION
This RFP will be made available on Jefferson County's website at
http://www.co.jefferson.wa.usBids.
Proposals can be submitted electronically via email to mmccauley@co.iefferson.wa.us with the
subject line, "Legislative Representation and Lobbying Services."
Proposals must be received by 4:30 PM Pacific Standard Time on Friday,November 20, 2023 to
be eligible for consideration. Late proposals will not be considered.
QUESTIONS
Members of the evaluation committee and Jefferson County Board of Commissioners may not be
contacted or solicited by any firm intending to submit a proposal. All questions concerning this
RFP and the review process should be directed to Mark McCauley, County Administrator at
mmccauley@co.jefferson.wa.us.
SELECTION PROCESS
This RFP is intended to solicit proposals for the purpose of selecting a firm to provide legislative
representation and lobbying services at the direction of the Jefferson County Board of County
Commissioners and under the management of the County Administrator's Office.
Review of Submissions
Submissions will be kept on file and referenced on an as needed basis; confirmation of receipt of
submission will be provided.
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All proposals will initially be screened by Jefferson County staff. Those proposals determined to
be late, incomplete, or noncompliant, and those respondents that do not meet the minimum
qualifications identified in this RFP may be eliminated from further evaluation at that time. An
evaluation committee will assess the written proposals based on the selection criteria provided in
this RFP.
Interviews and References
Following the initial evaluation,the highest-ranking firms may be invited to attend an interview
(in-person or virtually) with the evaluation committee to answer additional questions. The
County may, at its discretion, interview one or more firms for further consideration. The key
individual(s)that would work directly with the Board of Commissioners and County
Administrator's Office representative(s), if selected, are expected to attend the interview.
The County may request additional information regarding the demonstrated competence and
qualifications and intends to check references.
Scoring
Based on proposals evaluation, interviews (if any), and references,the evaluation committee will
score and rank the proposals. (See"SELECTION CRITERIA"for more information.)
Contract Negotiations
The County will then enter into negotiations with the highest-ranking firm to develop a mutually
acceptable contract for services which will be based upon the firm's submitted proposal and the
sample personal/professional services agreement attached to this RFP.
If an acceptable contract cannot be negotiated,written notice will be provided, and negotiations
with the next highest-ranking firm will commence.
Board Approval
Finally, County staff will provide the agreed upon contract to the Jefferson County Board of
Commissioners, as a recommendation. The Board of Commissioners will vote on the
recommendation in a public meeting, officially rejecting or approving the provided contract
between the County and the selected firm for legislative representation and lobbying services.
Anticipated Timeline
• Distribution of RFP—November 7, 2023
• Deadline for proposals—November 22, 2023
• Review of submissions—November 29, 2023
• Interviews,references, and scoring—November 30 to December 7, 2023
• Final selection—December 8, 2023
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• Contract negotiations—December 8 to December 13, 2023
• Board of County Commissioners' approval—December 18, 2023
• Contract services commence—January 1, 2024
Limitations
All costs associated with preparing and submitting a proposal are solely the responsibility of the
respondent. Jefferson County may reject any proposal not in compliance with prescribed
procedures and requirements, may reject for good cause any and all proposals, and reserves the
right to waive any informalities or irregularities in the proposals upon a finding of the County
that it is in the public interest to do so.
This solicitation does not obligate Jefferson County to select any single respondent and the
County reserves the right to cancel the procurement,to retain all proposal materials and to use
any material included in the proposal regardless of whether it is selected.
Submissions are considered public records and are subject to the Public Records Act.
Selection Criteria
Jefferson County will select the firm that is determined to be most qualified to fulfill the terms of
the contract. Preference will be given to firms with experience representing rural local
governments, as well as proposals offering both state and federal legislative representation and
lobbying services. Firms should demonstrate experience in securing funding for rural local
governments and have a strong understanding of state and federal agency and legislative
functions and resources.
The criteria listed below will be used by an evaluation committee to score and rank submitted
proposals on a 100-point scale. If necessary,those firms that submit the highest rated proposals
may be invited to participate in an interview in which additional points may be awarded. The
County may request further clarification to assist the evaluating committee in gaining additional
understanding of one or more proposals.
Evaluation Factor Total Points Available
Qualifications and Experience 20
Project Understanding and Approach 20
Project Team 20
Values and Culture"Fit"with County 20
Budget 20
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Background
Jefferson County is nestled in the northeast corner of the Olympic Peninsula, sandwiched
between Clallam County to the north and Mason County to the south. It is the home of people
who love to play in the ocean, fish,hike, garden, ranch, create, and to those who foster this
unique,welcoming and resilient community. Home to about 34,000 residents,the County's
primary industries are maritime,paper products, and tourism/recreation.While residents here
enjoy a beautiful place to call home,there is significant poverty,with many low wage jobs that
do not keep up with the high cost of living. Jefferson County is the oldest median age county in
the state, with many,residents on fixed incomes.
Patrolling roads, inspecting restaurants, issuing building permits, maintaining roadways,
vaccinating kids and adults, conducting elections, holding court—Jefferson County provides a
wide variety of services to our residents, businesses and visitors. Currently, the County employs
more than 360 personnel.
There are a variety of taxing districts that use County dollars to perform a number of functions,
such as rural fire departments,water,health, transportation,recreation, sewer, schools,roads,
and diking districts.
Governance
Jefferson County is governed by a three-member elected Board of Commissioners, each elected
from one of the three geographic districts, and voters also elect eight other county officials. The
County promotes and thrives on collaboration among its elected officials, staff, and residents, as
well as local jurisdictions, businesses, and community partners.
The Jefferson County Board of Commissioners establishes policies, sets the vision of the
County, and appoints a County Administrator. The County Administrator carries out the Board's
policies and oversees the day-to-day operations of the organization.
The Board of Commissioners is progressive and seeks to establish Jefferson County as a unique
and forward-looking rural county, committed to addressing modern problems with innovative
solutions.
Unique Challenges
Jefferson County takes a proactive approach to addressing the issues identified below and
frequently engages governments at various levels in developing solutions. A strong presence
during each State legislative session and healthy relationships with legislators, public officials,
industry organizations, state and federal agencies and other local government agencies are
necessary to expand the County's level of engagement and influence. The Commissioners
comprise a"working board"who will frequently be found in Olympia or Washington DC] in
efforts to further the County's goals for safe communities, healthy people, a resilient economy,
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and quality service delivery. Additionally, frequent contact with our congressional delegation
and other members of Congress is vital year-round and especially when budget proposals are
being formulated. Jefferson County seeks a firm that welcomes active participation from County
Commissioners in myriad advocacy and lobbying venues.
As a small local government with limited staff capacity, Jefferson County relies on a contracted
lobbying firm in order to stay up to date on funding opportunities,relevant policy and political
happenings that effect our region.
General Fund Revenues
The County's general fund is composed of two primary revenue sources; property taxes and sales
taxes. General Fund revenues have not kept pace with inflation and have grown more slowly
than the County's expenses for a number of years. The County's needs and expenses are
outpacing its revenue. While property taxes are dependable and don't decline during recessions,
this is not true of sales tax and other revenues. IN addition, Washington State frequently imposes
unfunded mandates on local governments they simply can't afford.
Tourism
Within a two-hour ferry ride/drive to the Seattle metropolitan area, Jefferson County hosts a
large visitor population year around. While these visitors are vital in supporting the local
economy,the County is limited in its ability to recoup costs that tourism imposes on public
infrastructure and services. During peak tourism season,the County, in essence,provides
services and infrastructure to a community of approximately 120,000 people with a revenue mix
supporting 34,000 residents. This revenue gap creates significant strains on the County's ability
to effectively serve residents and visitors.
Housing
The lack of affordable and transitional housing is a critical issue impacting individual and family
decisions regarding staying in or moving to Jefferson County. Jefferson County is one of the
most expensive housing markets in the entire state with median incomes inadequate to afford
rentals for home purchases.
The County declared a housing emergency in 2019 and has focused much of its energy on
addressing the critical local issue with mixed results.
More recently, in response to the pandemic and increased remote work options, some people are
choosing to leave more densely populated cities/counties and relocate to more rural areas. These
people in addition to climate refugees and recent retirees relocating from other states are driving
housing prices inexorably upwards.
Service Capacity and Access to State Funds
Jefferson County frequently lacks the resources required to pursue or participate in Federal and
State funding opportunities or pilot programs/initiatives. Funding formulas for award
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distributions regularly do not account for the unique challenges faced by rural and coastal
communities.
Most commonly,the County lacks the pre-existing social service infrastructure or administrative
support required to access available State and Federal funds.
Overarching Legislative Goals
• Support legislation that balances economic interests and growth with a healthy and
sustainable environment.
• Help develop innovative strategies for unique rural challenges: GMA, small tax base, lack
of capacity, etc.
• Oppose unfunded mandates.
• Serve as an active participant with other local and regional governments, including the
Washington State Association of Counties(WSAC) and the North Olympic Legislative
Alliance(NOLA)to address legislative/regulatory issues that are important to the County
and the region.
Legislative Priorities
Jefferson County's legislative priorities continue to evolve to proactively address emerging
community needs and respond to recent and proposed changes to state and federal policy.
Current priorities include, but are not limited to:
1. Rural Infrastructure
2. Growth management/ LAMIRD flexibility
3. Financial sustainability
4. Affordable housing for non-urban communities
Scope of Work
The selected firm will be responsible for providing legislative representation and lobbying
services on behalf of the Jefferson County Board of Commissioners. Services to be provided
may include, but are not limited to,the responsibilities,tasks, and activities listed below. Firms
may include additional services with the knowledge that Jefferson County may select all or a
portion of those proposed and will negotiate a final contract price based on the range chosen.
Primary Objectives
1. Act as Jefferson County's representative to our congressional delegation,the full
Congress, Washington State Legislature and the Governor's Office and lobby on behalf
of the County in accordance with priorities set by the County.
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2. Both proactively and at the direction of the County, advise and assist the County and its
Board of Commissioners in developing and executing effective legislative and funding
strategies to protect and advance the County's needs and priorities.
3. Educate legislators, legislative staff, State agencies, State advisory boards/committees,
and other stakeholders with legislative influence or decision-making authority on the
impact of legislation on the County's ability to serve its residents.
Overview of Services
Both proactively and at the direction of the County:
• Work with County Commissioners to develop and execute legislative and funding
strategies that are important to the County
• Establish, strengthen, and maintain relationships with legislators, legislative staff, State
agencies, State advisory boards/committees, and other relevant stakeholders to gain
support for the County's legislative priorities.
• Assist the County in researching and preparing position papers, exhibits,testimony,
correspondence, proposed bill text, funding requests and amendments as necessary.
• Secure sponsors for County proposed legislation.
• Facilitate a process to identify and prioritize bills introduced during legislative sessions
which may be of interest to the County and which may require active lobbying on the
County's behalf.
• Monitor and track proposed legislation, programs, and proposals of interest to the
County. Furnish comprehensive reports regarding the status of such at the following
frequency:
o Weekly—during State legislative sessions
o Monthly—outside of State legislative sessions
o As-necessary—regarding time sensitive
information
• Review periodic revenue forecasts and the proposed biennial State budget and alert the
County to opportunities and obstacles. Identify funding opportunities and assess program
requirements and guidelines.
• Coordinate and facilitate remote meetings with County Administrator's Office
representative(s) and as requested to provide timely updates and strategic direction.
• Report on legislative progress at the Board of County Commissioners' meetings as
requested.
• Provide introductions to individual legislators, and arrange meetings, manage logistics,
and prepare County officials for interaction with legislators, legislative staff, committees,
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interim work groups, and other public officials. This may be in Olympia, Washington DC
or other remote locations.
• Work directly with members of Congress, legislators and staff,the Governor's Office,
public officials and State agencies, special interest and industry groups, local
governments, AOC, and other professional organizations to develop support for or
opposition to proposed legislation, funding,policy, and regulatory decisions that may
affect the County.
• ttend meetings (e.g. briefings, informational meetings,public hearings, work sessions,
etc.) as necessary and appropriate to influence outcomes of legislation.
• Work with the Washington Association of Counties lobbyists on bills of interest to
Jefferson County to further impact of lobbying efforts.
• Assist Jefferson County in preparing and submitting Community Funding and
Congressionally Directed Spending requests to representatives in Congress.
Minimum Qualifications
Firms must:
1. Be registered with the Washington Public Disclosure Commission to conduct lobbying
with State legislators and public officials and be in good standing concerning standards of
conduct and the filing of periodic expenditure and other required reports.
2. Be able to certify that, in performing the specified work,that they will not discriminate
against any person on the basis of race, color, religion,political affiliation, sex, gender
identify, sexual orientation, age,pregnancy, marital or family status, physical or mental
disability, national origin, Limited English Proficiency(LEP),military status, genetic
information, or ancestry unless the reasonable demands of employment are such that they
cannot be met by such a person.
3. Maintain an accounting and financial management system which complies with generally
accepted accounting principles and which is adequate to meet federal and state
government requirements. The system must provide adequate documentation, monitoring,
access and reporting concerning the organization's financial position.
4. Have experience and a successful track record of representing progressive rural counties
in Washington State and the federal government. This includes familiarity with legislative
and congressional delegations,a demonstrated understanding of political forces and
happenings, and strong working relationships with state and federal agencies.
Compensation
Based on the information provided in the proposal, the County may select all or a portion of the
services itemized and will negotiate a total contract price with the successful firm accordingly.
Page 110
The services will be evaluated annually during the term of the contract to assess effectiveness.
Continuation of the contract will be dependent on evaluation results.
Contract Duration
The contract term for legislative and lobbying services resulting from this RFP is intended to
begin January 1, 2024 and will extend through December 31, 2024. The contract maybe
extended under the same or new terms depending on the mutual desires of the parties but in no
case will the contract extend beyond December 31, 2028. The County may also decide to initiate
a new RFP process at the close of any contract period or upon termination.
Proposal Requirements
Format
Proposals shall be submitted in PDF format and may not exceed 20 pages of single-spaced text
(excluding the appendix). The contents of each proposal must be organized as follows:
1. Table of Contents
2. Cover Letter
3. Qualifications and Experience
4. Project Understanding and Approach
5. Project Team
6. Budget
7. Appendix: Supporting Documents
Contents
Cover Letter
1. Confirm understanding and agreement of the terms and conditions of this RFP.
2. Provide a statement of intent to perform the services as outlined.
3. Provide a brief summary of qualifications and experience.
4. State, if any, exceptions taken to the scope of work.
5. Outline any contractual terms and conditions the firm requires that are not already
addressed in this RFP.
6. A single person for possible contact during the RFP review process. Qualifications and
Experience
1. Describe the nature and scope of the firm's experience in providing legislative and
lobbying services for local government agencies.
2. Describe the firm's understanding of current trends and issues for Washington's rural,
coastal, and/or recreational counties.
Page 111
3. Describe the firm's knowledge and experience in analyzing and reviewing proposed
legislation,participating in administrative rule development and interim work groups,
analyzing the proposed State budget, educating clients about the impact of legislation,
advising clients on potential courses of action, and preparing legislative strategies and
plans in advance of the legislative session;
4. Outline a process for establishing and maintaining strong working relationships with
Federal and State legislators and staff representing all political affiliations, public
officials and State agencies, special interest and industry groups, local governments, and
other organizations involved in the legislative process; and
5. Describe legislative information and bill-tracking software used by the firm to identify
and monitor introduced legislation of interest to the County and to generate weekly status
reports.
Project Understanding and Approach
1. Describe from a project management and logistical perspective how the firm would carry
out the scope of work specified in this RFP.
2. Explain the firm's philosophy and strategy used to achieve the best possible outcomes for
clients as a result of the legislative session.
3. Document examples of success in providing lobbying services to clients in the following
areas:
a. achieving passage of legislation
b. defeating legislation
c. amending legislation
4. Provide assurance that the firm is capable of providing the described services to Jefferson
County in addition to other responsibilities or commitments of the firm.
5. Describe the firm's overall knowledge and understanding of issues that are likely to be of
specific concern to Jefferson County.
6. Describe the firm's process for identifying, avoiding, and resolving and/or managing
conflicts or potential conflicts that may arise from representing various clients who hold
opposing views on legislative issues.
7. Outline internal procedures and/or policies related to work quality and cost control.
Project Team
1. Describe the firm's management and organizational structure.
2. Explain the extent of involvement with the contracted services by the firm's owner or
chief executive officer.
3. Provide names and locations of key staff members and provide brief biographical data
describing their background, qualifications, and experience. Identify those who would be
assigned to work with Jefferson County.
4. Describe how the assigned staff members will interact with Jefferson County
Commissioners and staff.
Page 112
5. Estimate the number of hours key project staff members will dedicate to the contractual
obligations.
6. Describe team experience with similar or related contractual services.
Budget
Provide a detailed budget for the full contractual period itemized in accordance with each of the
responsibilities, tasks, and activities outlined in the scope of work as well as any additional
elements proposed. The budget should be organized in such a way that each item is priced
individually, allowing Jefferson County to select all or a portion of the services and negotiate a
total contract price accordingly.
Appendix: Supporting Documentation
Please attach the following supporting documents:
1. Proof of registration with the Washington State Public Disclosure Commission to conduct
lobbying with State legislators and public officials.
2. A list of clients from the 2021, 2022, and 2023 congressional and state legislative
sessions.
3. Recent audit report by an independent certified public accountant.
4. An organizational chart.
5. Resumes of key project staff.
6. A sample legislative tracking report.
7. Three references, including a contact name,phone number, and email address, of
agencies for which similar services have been performed.
Confidential Information
All proposals submitted in response to this RFP shall become the property of the County and
may be utilized in any manner and for any purpose by the County. Be advised that proposals and
all documents submitted in response to this RFP are subject to public disclosure as required by
applicable state and/or federal laws. If you intend to submit any information with your proposal
which you believe is confidential,proprietary, or otherwise protected from public disclosure
(trade secret, etc.), it must be provided as a separate document and clearly identify all such
material. The cover page of the separate document must be red, and the header or footer for each
page must provide as follows: "Not Subject to Public Disclosure". Where authorized by law, and
at its sole discretion, the County will endeavor to resist disclosure of properly identified portions
of the proposals.
Attachment
• Jefferson County 2024-2028 Strategic Plan
Page 113
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:
*0“•!!!«l,,,
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:
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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.
t ;
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i`iarK ilcCauiey
County Administrator
4
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
VOW OPP
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-
, OithAitN
_,ppie Martine
r9c}77r DI 'r 7_?_"" Director.Human ?
?renda Hunting_. 'oe ryols
��
AuditorSheriff' Director,
nity Development
e141•Y 4fIlaatiblu"
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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Community
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EMERGENCY / i
NEW
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.
0�
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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•AI Economic Vitality, .
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Objective 1
4N1 .. , to
4kr
,, 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.
+g.
Objective 6: - r
y ri
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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Stewardship r _
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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. _
R r t
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. `'"
• +ter `
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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19
ta : _ Did We Build This Plan?
liP 1
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9) • •
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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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• si000°11141 II
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2 2
Board of Commissioners work sessions County Leadership work sessions
,g 8
8mediapostso ri ° 2825 '•�(
qss)I,..<
emails sent ••�
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Tube Social media —••
engagements s �"
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Plan Development Timeline felt
II
1'si -NC
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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