HomeMy WebLinkAboutJeffersonCo_Strategic Plan_51
2024–2028
Message from Your
Board of County Commissioners 3
A Message from the
County Administrator 4
Your Jefferson County Government 5
Vision | Mission| Core Values 6
Strategic Priorities 7
Community Resilience 8
Economic Vitality 10
Environmental Stewardship 12
Housing Accessibility 14
Organizational Health 16
Thriving People 18
How Did We Build This Plan 20
Plan Development Timeline 21
What’s Next? 22
Acknowledgements 23
Photo Credits:
Page 10: Finnriver Farm & Cidery
Page 15: Habitat for Humanity of East Jefferson County
2
3
From the Pacific coast east 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 reflects 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 of Jefferson 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.
Greg Brotherton Kate Dean Heidi Eisenhour,
Board Chair Commissioner Commissioner
Messsage from Your Board of
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
the priorities identified by the people we serve.
With the help of a dedicated team of County leaders, and the input
received from County employees, residents, and key stakeholders
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.
I encourage all residents to join with us as we embark on this
exciting new chapter in the life of Jefferson County. We are
confident that by focusing on the priorities in this strategic plan
we will not only meet but exceed the expectations and needs of
the people we serve.
Ultimately, the success of this plan will be measured by you, the
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.
Mark McCauley
County Administrator
Message from the
To learn more, please
take the time to read the
strategic plan.
We invite you to join
with us on this journey
to a bright future.
4
5
Yourr Jefferson
County government plays a unique role in the lives of Jefferson County 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.
Willie Bence Shannon Burns Jeff Chapman Wendy Davis Greg Brotherton
Director, Director, Juvenile and Assessor Communications Board Chair
Emergency Management Family Court Services Specialist
Kate Dean Heidi Eisenhour Mark McCauley James Kennedy
Commissioner Commissioner County Administrator Prosecutor
Apple Martine Sarah Melancon Brian Gleason Amanda Hamilton
Director, Public Health Director, Human Resources District Court Administrator Clerk
Brenda Huntingtord Joe Nole Josh Peters Stacie Prada
Auditor Sheriff Director, Treasurer
Community Development
Monte Reinders Amit Sharma Judy Shepherd Mindy Walker
Director, Public Works Director, WSU Extension Finance Manager District Court Judge
Accessible and Responsive
We understand and respond to the needs of people
of all abilities and react promptly. We are dedicated to
being available when our support is needed.
Engaged and Collaborative
We recognize the need and value of working together
to achieve common goals by sharing expertise
and knowledge while learning from others.
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 are committed to maintaining exceptional service
to each other and our community.
Respect for All
We foster an equitable and inclusive environment
by respecting the intrinsic worth of our colleagues
and the people in our community.
We are stronger as a result of differing opinions
and perspectives.
Trustworthy and Accountable
We are responsible managers of the resources entrusted to us.
We are honest, ethical, principled, and accountable.
We live up to the high expectations of the people
with whom we work and those we serve.
Vision
All people of Jefferson
County thrive in a healthy
and secure community
that preserves our natural
resources and cultural
heritage, supports a robust
economy, innovates,
cultivates diversity, and
provides leadership
in growth management.
Mission
We serve and invest
in our community
by providing and
maintaining meaningful
services to support a
vibrant workforce,
a successful business
community, and a
beautiful and protected
environment for
Jefferson County residents.
6
7COMMUNITY RESILIE
NCEHOU
SINGACC E S S IB ILITYTHRIVINGPEO P L E
ENVIRO N M E N TALSTEWARDSHIPECON
O
MI
CVITALITYORGANIZATI
ONA
L
HEALTH
Plan ataGlance
Objective 1
Increase opportunities for informed and effective civic engagement
and participation in public forums and virtual events to promote a
safe and healthy community.
Performance Measures
• Number of people reached at public and digital events
supported by Jefferson County aimed at the health and safety
of our community.
• Number of public and digital events led by Jefferson County
aimed at the health and safety of our community.
Objective 2
Engage with partners, schools, businesses, residents, tribes, and
community organizations to plan and promote health and safety
programs and practices.
Performance Measure
• 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.
8
Our Goal
Offer a dynamic
and equitable array
of health and safety
services to enhance
livability in our county.
The strength of our community
lies in the strength of our people.
Community
Resilience
9
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.
• Number of county-supported wrap-around home
healthcare visits.
• Number of behavioral health crisis calls (e.g. 911 & 988 calls).
• Monitoring ‘Right Time / Right Place’ healthcare access
through number of emergency room visits.
• Number of Sheriff’s Office Mental Health Navigator
Program calls compared to number of people
served per year.
Community
Resilience
Objective 1
Focus economic development efforts on areas of the county with
high job-creation potential.
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.
Objective 2
Complete Phase One of Port Hadlock sewer project.
Performance Measure
• Complete 50 sewer connections by the end of 2025.
Objective 3
Support the closure of broadband connectivity gaps so residents
and businesses have internet access that meets their needs.
Performance Measures
• Number of new high-speed broadband connections annually.
• Percentage of new connections made among Jefferson County
Public Utility District’s (JeffPUD) potential high-speed broadband
customers currently without access.
Objective 4:
Enhance multi-use and business-friendly zoning to encourage
more business location and investment in Jefferson County.
Performance Measure
• Increase multi-use zoning by 50 acres.
10
Our Goal
Support and promote
a dynamic regional
economy that creates
opportunities for
prosperity for all
the people and
businesses of
our county.
A flourishing economy depends on diverse
opportunities for growth and prosperity.
Economic Vitality
11
Economic Vitality
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 changes to
LAMIRD Logical Outer Boundaries.
Objective 6:
Promote balanced tourism strategies that incorporate
quality of life factors for Jefferson County residents.
Performance Measures
• Tourism tax revenues year-over-year.
• Number of jobs sustained by tourism industry.
Objective 1
Balance development with the preservation of the county’s rural
character, natural areas, and open spaces so that unique quality
of life factors are sustained.
Performance Measure
• Complete an updated Comprehensive Plan by June 30, 2025.
Objective 2
Reduce community vulnerability to wildfires.
Performance Measure
• Community Wildfire Protection Plan (CWPP) completed
by December 31, 2023.
Objective 3
Improve the health of county-owned forest lands through a
sustainable forest program.
Performance Measure
• Percentage of county-owned forest land actively managed.
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.
Objective 5
Support expansion of electric vehicle charging stations to
encourage increased ownership and use of electric vehicles.
Performance Measure
• Increase number of electric vehicle charging stations provided
or facilitated by Jefferson County.
12
Our Goal
Build climate resilience
while protecting and
preserving our natural
areas and resources and
improve access to shared
natural spaces to
enhance the experience
of county residents.
Our unique natural environment supports jobs,
recreation, and community life.
13
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
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.
Performance Measure
• Number of WSU-coordinated
partnerships with the community.
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
• Number of volunteer hours
year-over-year.
Objective 1
Shorten the planning and permitting review and approval process.
Performance Measures
• Create a performance tracking system for permitting
by 2025 or sooner.
• 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
in permit processing times by June 30, 2025.
Objective 2
Identify and consider re-zoning areas to increase development
opportunities and housing supply; eliminate restrictions on neigh-
borhood density where practical and lawful; and encourage devel-
opment of multi-family housing.
Performance Measures
• Increase in number of total housing units; complete assessment
of needs 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)
applications.
14
Our Goal
Improve the availability of
and access to affordable
and workforce housing
throughout the County.
Participation in community begins
with a safe, secure place to live.
15
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.
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.
Objective 1
Foster a work environment that attracts and retains a
quality workforce.
Performance Measures
• Review and implement equitable and competitive salary
and benefits by the end of 2024.
• Implement flexible work schedules where practical.
• Percent decrease in employee vacancy rate.
• Median length of employee tenure.
• Average length of advertised position vacancy.
Objective 2
Develop and increase training and development of supervisors and
managers so that leadership and management skills are enhanced.
Performance Measure
Manager and supervisor training program developed by June 2024.
Objective 3
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.
16
Our Goal
Implement flexible,
creative, and diverse
methods of attracting,
training, retaining,
and communicating
with our workforce
so that people feel
valued and recognized.
The organizational health of our workforce is
directly tied to the betterment of our community.
17
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,
essential, and/or enhanced services.
Performance Measure
Secure resources for staffing and training for 2024-2025 budget.
Objective 1
Celebrate the culture, heritage, and diversity of the people
in Jefferson County through events and programming.
Performance Measures
• 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.
• Number of proclamations that have follow-up actions.
• Number of proclamation-related activities attended by
County officials or staff.
• Create a tracking system and/or dashboard for these activities.
Objective 2
Increase the availability of youth-focused activities to offer more
opportunities for youth to be engaged in community life.
Performance Measures
• Youth participation rates in Parks & Recreation activities annually.
• Number of youth representatives serving on boards and
committees.
• Number of community partnerships serving youth in
Jefferson County.
18
Thriving People
Our Goal
Promote a sense of
belonging so that
residents and visitors
feel welcomed to share
in the many activities,
opportunities, and
experiences available
across Jefferson County.
We thrive together when individuals belong.
19
Thriving People
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.
20
How Did We Build This Plan?
4399
Online interactions
with Social Pinpoint
2
County Leadership work sessions
23 Interviews
240
Community
survey responses
11
Ideas Wall
comments
8
3509
Social media
engagements
Social
media posts 2825
emails sent
169
Employee
survey responses
2
Board of Commissioners work sessions
3
Focus groups with
County staff and leadership
21
Plan Development Timeline
FEBRUARY – MARCH
Project Initiation
and Planning
OCTOBER 2023 –
SEPTEMBER 2028
Implement
Jefferson County Strategic Plan
APRIL – MAY
Social Pinpoint
Engagement Platform,
Interviews, Focus GroupsMAY
County Board
Planning Session: May 22
County Leadership
Planning Session: May 26
JUNE
Refine strategic plan
objectives and
performance measuresJULY
County Board review
of initial Strategic Plan
AUGUST
Finalization of the
Strategic Plan
AUGUST – SEPTEMBER
Implementation Planning
SEPTEMBER
County Board Adoption
of Final Strategic Plan
22
What’s Next?
Putting the Plan into Action
Built to endure the 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 their day-to-day work.
Keeping Track of Progress
The 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 on 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 presented to the Board of Commissioners and posted on the County’s website,
https://www.co.jefferson.wa.us, for community access.
23
Acknowledgements
This strategic plan is the result of the combined efforts of our County’s 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 McCauley, 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
24
2222222222222222222222222222222222222222222222222222222222222222222222220000000000000000000000000000000000000000000002222222222222222222222222222222222222222222222244444444444444444444444444444444444444 –––––––––––––––––2222222222222222222222222222222222222222000000000000000000000000000000000000000000000000000000000000000000002222222222222222222222222222222222222222222888888888888888888888888888888888888888888