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HomeMy WebLinkAboutCopy of 2024-2028 Strategic Plan Implementation Plan - 4-14-24Priority Goal 1 Offer a dynamic and equitable array of health and safety services to enhance livability in our county. Goal 1 Offer a dynamic and equitable array of health and safety services to enhance livability in our county. Goal 1 Offer a dynamic and equitable array of health and safety services to enhance livability in our county. Goal 1 Offer a dynamic and equitable array of health and safety services to enhance livability in our county. Goal 1 Offer a dynamic and equitable array of health and safety services to enhance livability in our county. Goal 1 Offer a dynamic and equitable array of health and safety services to enhance livability in our county. Goal 1 Offer a dynamic and equitable array of health and safety services to enhance livability in our county. Goal 1 Offer a dynamic and equitable array of health and safety services to enhance livability in our county. Goal 1 Offer a dynamic and equitable array of health and safety services to enhance livability in our county. Goal 1 Offer a dynamic and equitable array of health and safety services to enhance livability in our county. Goal 1 Offer a dynamic and equitable array of health and safety services to enhance livability in our county. Goal 1 Offer a dynamic and equitable array of health and safety services to enhance livability in our county. Goal 2 Support and promote a dynamic regional economy that creates opportunities for prosperity for all the people and businesses of our county Goal 2 Support and promote a dynamic regional economy that creates opportunities for prosperity for all the people and businesses of our county Goal 2 Support and promote a dynamic regional economy that creates opportunities for prosperity for all the people and businesses of our county Goal 2 Support and promote a dynamic regional economy that creates opportunities for prosperity for all the people and businesses of our county Goal 2 Support and promote a dynamic regional economy that creates opportunities for prosperity for all the people and businesses of our county Goal 2 Support and promote a dynamic regional economy that creates opportunities for prosperity for all the people and businesses of our county Goal 2 Support and promote a dynamic regional economy that creates opportunities for prosperity for all the people and businesses of our county Goal 2 Support and promote a dynamic regional economy that creates opportunities for prosperity for all the people and businesses of our county Goal 2 Support and promote a dynamic regional economy that creates opportunities for prosperity for all the people and businesses of our county Goal 3 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. Goal 3 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. Goal 3 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. Goal 3 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. Goal 3 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. Goal 3 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. Goal 3 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. Goal 3 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. Goal 3 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. Goal 3 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. Goal 4 Improve the availability of and access to affordable and workforce housing throughout the County. Goal 4 Improve the availability of and access to affordable and workforce housing throughout the County. Goal 4 Improve the availability of and access to affordable and workforce housing throughout the County. Goal 4 Improve the availability of and access to affordable and workforce housing throughout the County. Goal 4 Improve the availability of and access to affordable and workforce housing throughout the County. Goal 4 Improve the availability of and access to affordable and workforce housing throughout the County. Goal 4 Improve the availability of and access to affordable and workforce housing throughout the County. Goal 4 Improve the availability of and access to affordable and workforce housing throughout the County. Goal 4 Improve the availability of and access to affordable and workforce housing throughout the County. Goal 4 Improve the availability of and access to affordable and workforce housing throughout the County. Goal 4 Improve the availability of and access to affordable and workforce housing throughout the County. Goal 4 Improve the availability of and access to affordable and workforce housing throughout the County. Goal 4 Improve the availability of and access to affordable and workforce housing throughout the County. Goal 5 Implement flexible, creative, and diverse methods of attracting, training, retaining, and communicating with our workforce so that people feel valued and recognized. Goal 5 Implement flexible, creative, and diverse methods of attracting, training, retaining, and communicating with our workforce so that people feel valued and recognized. Goal 5 Implement flexible, creative, and diverse methods of attracting, training, retaining, and communicating with our workforce so that people feel valued and recognized. Goal 5 Implement flexible, creative, and diverse methods of attracting, training, retaining, and communicating with our workforce so that people feel valued and recognized. Goal 5 Implement flexible, creative, and diverse methods of attracting, training, retaining, and communicating with our workforce so that people feel valued and recognized. Goal 5 Implement flexible, creative, and diverse methods of attracting, training, retaining, and communicating with our workforce so that people feel valued and recognized. Goal 5 Implement flexible, creative, and diverse methods of attracting, training, retaining, and communicating with our workforce so that people feel valued and recognized. Goal 5 Implement flexible, creative, and diverse methods of attracting, training, retaining, and communicating with our workforce so that people feel valued and recognized. Goal 5 Implement flexible, creative, and diverse methods of attracting, training, retaining, and communicating with our workforce so that people feel valued and recognized. Goal 5 Implement flexible, creative, and diverse methods of attracting, training, retaining, and communicating with our workforce so that people feel valued and recognized. Goal 6 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. Goal 6 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. Goal 6 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. Goal 6 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. Goal 6 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. Goal 6 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. Goal 6 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. Goal 6 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. Goal 6 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. Goal 6 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. Goal 6 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. Goal 6 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. Objective 1A. Increase opportunities for informed and effective civic engagement and participation in public forums and virtual events to promote a safe and healthy community. 1A. Increase opportunities for informed and effective civic engagement and participation in public forums and virtual events to promote a safe and healthy community. 1B. Engage with partners, schools, businesses, residents, tribes, and community organizations to plan and promote health and safety programs/practices. 1C. Strengthen the community’s emergency preparedness so the county can recover from public health emergencies, environmental hazards, and natural disasters. 1C. Strengthen the community’s emergency preparedness so the county can recover from public health emergencies, environmental hazards, and natural disasters. 1D. Prevent and control communicable diseases to improve the health, well-being, and safety of county residents. 1D. Prevent and control communicable diseases to improve the health, well-being, and safety of county residents. 1E. Close health system gaps so a full continuum of care is accessible to all county residents.   1E. Close health system gaps so a full continuum of care is accessible to all county residents.   1E. Close health system gaps so a full continuum of care is accessible to all county residents.   1E. Close health system gaps so a full continuum of care is accessible to all county residents.   1E. Close health system gaps so a full continuum of care is accessible to all county residents.   2A. Focus economic development efforts on areas of the county with high job-creation potential. 2B. Complete Phase One of Port Hadlock sewer project. 2C. Supporting the closure of broadband connectivity gaps so residents and businesses have internet access that meets their needs. 2C. Supporting the closure of broadband connectivity gaps so residents and businesses have internet access that meets their needs. 2D. Enhance multi-use and business-friendly zoning to encourage more business location and investment in Jefferson County. 2E. Lead planning efforts for LAMIRDs so that development is optimized. 2E. Lead planning efforts for LAMIRDs so that development is optimized. 2F. Promote balanced tourism strategies that incorporate quality of life factors for Jefferson County residents. 2F. Promote balanced tourism strategies that incorporate quality of life factors for Jefferson County residents. 3A. 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. 3B. Reduce community vulnerability to wildfires. 3C. Improve the health of county-owned forest lands through a sustainable forest program. 3D. 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. 3E. Support expansion of electric vehicle charging stations to encourage increased ownership and use of electric vehicles. 3F. Collaborate with community stakeholders to monitor and sustain the forest, agriculture, and aquaculture economies and the ecosystems on which they depend. 3G. Mitigate impacts of sea level rise through support of critical riparian and shoreline infrastructure projects. 3G. Mitigate impacts of sea level rise through support of critical riparian and shoreline infrastructure projects. 3H. Collaborate and share resources with Washington State University to promote environmental education throughout the community. 3I. Encourage alternative work schedules and sustain use of volunteer base for park maintenance, community education and access to parks spaces and facilities. 4A. Shorten the planning and permitting review and approval process. 4A. Shorten the planning and permitting review and approval process. 4A. Shorten the planning and permitting review and approval process. 4B. Identify and consider re-zoning areas to increase development opportunities and housing supply; eliminate restrictions on neighborhood density where practical and lawful; and encourage development of multi-family housing. 4B. Identify and consider re-zoning areas to increase development opportunities and housing supply; eliminate restrictions on neighborhood density where practical and lawful; and encourage development of multi-family housing. 4C. Identify and remove barriers that prevent residential property owners from developing additional housing to the extent legally possible. 4C. Identify and remove barriers that prevent residential property owners from developing additional housing to the extent legally possible. 4C. Identify and remove barriers that prevent residential property owners from developing additional housing to the extent legally possible. 4C. Identify and remove barriers that prevent residential property owners from developing additional housing to the extent legally possible. 4D. Use fiscal measures to incentivize housing development. 4E. Increase number of housing units within Limited Areas of More Intensive Rural Development (LAMIRDs). 4F. Collaborate with community partners to reduce homelessness. 4F. Collaborate with community partners to reduce homelessness. 5A. Foster a work environment that attracts and retains a quality workforce. 5A. Foster a work environment that attracts and retains a quality workforce. 5A. Foster a work environment that attracts and retains a quality workforce. 5A. Foster a work environment that attracts and retains a quality workforce. 5A. Foster a work environment that attracts and retains a quality workforce. 5B. Develop and increase training and development of supervisors and managers so that leadership and management skills are enhanced. 5C. Create opportunities for cross-department collaboration so that silos are reduced and communication is enhanced. 5D. Develop and implement a robust employee recognition program to recognize outstanding performance of County staff. 5E. Enhance employee engagement to achieve a more satisfied and higher-performing workforce. 5F. Prioritize programs and identify needed staffing to provide critical, essential, and/or enhanced services. 6A. Celebrate the culture, heritage, and diversity of the people in Jefferson County through events and programming. 6A. Celebrate the culture, heritage, and diversity of the people in Jefferson County through events and programming. 6A. Celebrate the culture, heritage, and diversity of the people in Jefferson County through events and programming. 6A. Celebrate the culture, heritage, and diversity of the people in Jefferson County through events and programming. 6A. Celebrate the culture, heritage, and diversity of the people in Jefferson County through events and programming. 6B. Increase the availability of youth-focused activities to offer more opportunities for youth to be engaged in community life. 6B. Increase the availability of youth-focused activities to offer more opportunities for youth to be engaged in community life. 6B. Increase the availability of youth-focused activities to offer more opportunities for youth to be engaged in community life. 6C. Identify and remove physical and digital barriers to access so County services, facilities, and spaces are accessible to all. 6C. Identify and remove physical and digital barriers to access so County services, facilities, and spaces are accessible to all. 6D. Promote access to recreational and wellness activities. 6D. Promote access to recreational and wellness activities. Tactics Work group-involving communication staff throughtout Co. Government to identify and create models for communication. Data collection. Target creation-identification for subject and participation. Identify data sources. Gather past data. Establish baseline for 2023. Communicate with Public Health, Sheriff, and Emergency Management. 1. Assemble quantitative countywide CHA to provide a fully tranparent and accessible community resource; these data serve as a COVID era snapshot up through early 2023 2. Move from CHA to CHIP via community input with CHA data analytics and grassroots organizing. To engage with existing partners and identify new partners. Expand training programs available to the public. Same as above. Mapping and assessing the key systems / processes that will help us be better prepared. ( eg- food systems / medical supplies etc.) also include entities/providers. Outreach, door to door, social media, publications, word of mouth. Partnering with other organizations who serve vulnerable public. 1. Deploy regular stigma-reduction and prevention campaigns associated with CDs. 2. Inform provider networks on notifiable conditions and reporting. 3. Promote CD treatment availability and access countywide, as well as anoymous partner treatment when appropriate. 4. Respond to outbreaks with Public Health expertise in contact tracing and case investigations to mitigate spread. 5. Track percent change in transmission rates for CDs. 1. Deploy vaccine equity strategies so that vaccines are accessible with emphasis in low-healthcare resourced areas. 2. Prioritize underserved and remote communities with mobile vaccine services. 3. Encourage youth engagement in their School Based Health Centers. low-barrier locations on school campuses for getting up-to-date on immunizations. 4. Continue presence in school districts collaborations that support infectious disease prevention and mitigation with vaccinations for healthy and safe learning environments. 1. Do community-based qualitative work and participatory research to inform the CHIP by addressing health system gaps with sub-population emphasis. 2. Co-designing process with community level facilitation to address their biggest needs for equitable access to health and safety resources. Data offer- some programs in PH for home visit services, separate from the Hospital service. PH does not specific provide home health care. - create data base to process this. Make sure enough health care is being provided to all in need. 1. Public Health's Assessment Team will monitor number of emergency room visits. 2. Public Health will continue to advance its relationships with, and support of, field-based approaches to connecting community members to care for preserving emergency services, reducing costs, and supporting access to pre-hospital care. Establish baseline. Track calls per year. Identify key stakeholders. Schedule quarterly meetings. Design and implementation entire Wastewater System for the Port Hadlock UGA, Core Area Reach out to PUD for connection data and connectivity gap maps. Reach out to PUD for connection data and connectivity gap maps. Note: GMA limits rezoning to commercial in rural areas. Define what this means: What is the intent? Rezone vacant Rural Residential land? Commercial Forest? Agricultural Land? Urban Growth Area? Establish criteria. Re-analyze each LAMIRD to see whether it would be defensible to alter the Logical Outer Boundary (LOB). Establish a tourism tax revenue baseline and track changes. Coordinate with EDC for tourism job data. Establish baselines and measure change. Marshal resources, including consultant help. Reconvene Growth Management Steering Committee. Develop a Community Wildfire Ptotection Plan (CWPP). Work with the County Forester to develop a Five Year Plan Work with the Assessor on updating the program. Search for grant opportunities and apply. Identify appropriates sites for chargers. Plan for new county electric vehicles and chargers, Work with the County Forester and EDC on the forest economy. Work with the EDC on the agriculture economy. Adopt the SMP which limits regulation of aquaculture at reasonable levels. Complete scope of work for Department of Commerce Climate Planning Grant. Integrate "Shore Friendly" program into shoreline permitting guidance. DCD: Community Assistance Visit (CAV) with FEMA. Amend JCC 15.15 to incorpoate FEMA requirements. Work with WSU Extension to identify opportunities. Work to provide resources for increased engagement. Actively recruit new volunteers using laternate works schedules/flexible schedules. Complete the implementation of the new system. Evaluate the effectiveness of the system. Establish baseline, analyze and implement. Expand infrastructure or look for infrastructure alternative. Establish base line for permit review timelines. Examine development regulations for rural housing. Identify opportunities for constructive change. Part of the Comp Plan Periodic Update. Establish baseline. Examine development regulations for rural housing. Identify opportunities for constructive change. Ease requirements through the new SMP. Review PRRD regulations to see what additional flexibility can be incorporated. Identify potential fiscal incentices. Workshop with the BOCC to get their guidance. Count and monitor number of housing units in LAMIRDS. Identify partners and enter into agreements. Identify partners and enter into agreements. Identify priorities, Establish timelines, Review and assess County economic outlook, Strategize with leaders, Develop plans. Define flexible work schedule, Develop Outreach to Departments. Not used: Excessive variability of inputs, Labor intensive, No value added-other outcome measures tell the story. Identify metrics and needed report, Establish report frequency, Develop plan for gathering and reporting data. Identify metrics and needed report, Establish report frequency, Develop plan for gathering and reporting data. Identify topics and priorities, Establish timelines, Strategize with stakeholders, Develop plans, Identify trainers, Reach out to departments. Identify priorities, Establish timelines, Strategize with stakeholders, Develop plans, Identify trainers, Reach out to departments. Meet with Directors/Electeds to develop ideas for a sustainable employee recognition program, Evaluate ideas, Select one or more ideas, Develop actions and timelines and assign responsibilities. Identify survey tool options, Evaluate survey tool options, Select survey tool. Evaluate staffing needs.Evaluate training needs. Identify data sources. Gather past data. Establish baseline for 2023. Communicate with Public Health, Sheriff, and Emergency Management. Identify organizations that do this. Establish baseline. Contact these organizations to offer partnership. Measure the number of proclamations that have follow-up actions. Measure the number of proclamation-related activities attended by County officials or staff. Identify metrics and information available to determining number of events and programs that celebrate culture, heritage and diversity. (1) Continue to offer the highest quality, most affordable and consistent programming possible year after year so families can count on it. (2) Maximize registration in existing recreation programs by reducing the friction of joining the program, and increasing information when it is needed - often months in advance of the program start date. (3) Increase recognition of, and understanding of how high quality and beneficial existing recreation programs are. (4) Increase staff resources in the Recreation Program. Establish a baseline for measurement purposes. Identify opportunities for youth focused activities and plan and execute them. Establish a baseline for measurement purposes. Identify opportunities for youth focused activities and plan and execute them. Update Jefferson County’s Americans with Disabilities Act (ADA) Self-Evaluation and Transition Plan by end of 2025. Update Jefferson County’s Americans with Disabilities Act (ADA) Self-Evaluation and Transition Plan by end of 2025. (1) Present the best possible facilities through outstanding maintenance and operations 24/7/365. Be sure that the community is aware of the Jefferson County Facilities that are available to them, and know how to gain access. Build new facilities. Create repeat events. (2) Continue to bring 'extra' resources to parks maintenance - resulting in better quality parks. (3) Provide professional maintenance and operations services at all parks. (1) Promote activities that most people are already aware of an may have an interest in (as shown in the Washingon State Comprehensive Outdoor Recreation Plan). (2) Work to remove the top three barriers to park use which are: financial, not feeling comfortable or safe in the outdoors, and not having information about where to go. (3) Concentrate on small initial steps that people who are new to outdoor activities can take then build on. Actions forum-well advertise, outreach. Identify coms contact. Gather current data, how many departments are working forward, who needs to. Monthly check ins. Live doc/calendar of events. Gather data.Prepare report. Complete community health assessment (CHA) to update Community Health Improvement Plan (CHIP) and associated measures. Hold annual all-county picnic, and invite partners, new partners and public. Variable referrals-everyone to have many services or to know where to find the help. Networking. Who do you talk to, what data do you use. , Monitoring ‘Right Time / Right Place’ healthcare access through number of emergency room visits. Develop and implement strategies that stimulate economic development. 1. Construct a Membrane Bioreactor (MBR) Wastewater Treatment Plant (WWTP); 2. Construct the sewer collection lines within state and county rights-of-way; and 3. design and construct individual properties on-site sewer connection to the sewer collection lines. Measure number of existing connections, construction occuring and number without connection Establish baseline. Once definitions/intent are determined track increases. Calculate vacant acres and potentially redevelopable acres in LAMIRDs throughout county. Where defensible and reasonable, consider changing one or more LOBs. [Board action: Consider lobbying Legislature for GMA amendment to enable LOB changes.] Capture barriers to tourism, economic issues, transportation, access, understand what is helping or hurting tourism. Follow scope of work for completion of 2025 Periodic Update. Fulfill Department of Commerce checklist. Followng the approval of the CWPP apply for grants. Implement the Five Year Plan. Establish baseline and report changes. Create an annual plan and execute it. Resiliency subelement developed for Comp Plan by June 30, 2025 and adopted by end of 2025. Track applications for "soft" bank protection projects. Track and report riparian or shoreline emergencies annually. Sign up new volunteers. Fully staff Permit Center. Implement Senate Bill 5290 regarding permit timelines and digitization. Develop more sophisticated tracking tools. Establish methodology to track and improve. Set goals for efficientcy. Integrate systems. Measure progress. Identify housing needs by income group and set targets. Not likely to increase until completion of the sewer project. Track and report increases. Track and report additional housing units created, by type. Complete SMP Periodic Review process. Track and report number of housing units built using stock plans. Change PRRD regulations where feasible to increase flexibilty. Implement the Board's guidance. Establish baseline. Track and report additions. Establish a baseline and track chaqnge. Establish a baseline and track chaqnge. Draft and issue RFP for exempt employee salary study, Select and Contract with consultant, Evaluate results and implement changes. Use collective bargaining to adjust pay and benefits for Union employees. Collect data from departments, Prepare Report, Share report, Communicate with employees. Track the data, Prepare reports, Communicate the results. Track the data, Prepare reports, Communicate the results. Schedule training, Prepare information for distribution to employees, Conduct training, Request and analyze feedback for future needs/offerings. Schedule dates/resources, Communicate with employees. Request and analyze feedback for future needs/offerings. Complete actions, Implement program, Communicate with staff. Conduct survey, Evaluate results, Identify where to improve and where to sustain, Communicate results with employees. Request additional FTE. Request training funding. Gather data.Prepare report. Form partnerships. Sponsor and/or plan and conduct events. Create a tracking system and/or dashboard for these activities. (1) Strenthen promotion of youth leagues that occurs well in-advance so families are aware that registration often occurs months before league play begins. (2) Invest in the parks and recreation 'brand' - new logo, unique instagram account etc. (3) Reach new residents, especially those with young children, by getting their addresses from the elementary schools and sending an invitation. (4) Finalize funding and recruit widely for an outstanding recreation supervisor; challenge them to bolster the sustainability of existing programs, create new programs, and increase participation in all programs. Inventory all boards and committees/communicate with departments to include ones not tracked by commissioner's office. Track and report on youth focused activites. Track and report on youth focused activites. Eliminate barriers identified in the transition plan. Eliminate barriers identified in the transition plan. (1) Reduce barriers to impromptu and planned, but informal use of parks for activities such as school groups, kids birthday parties, informal weekly gatherings such as skating etc by: creating a new category in the parks reservation database so that the event can happen and staff will be informed, welcoming such events when possible and increasing maintenance staff required to prepare and clean up after the events. (2) Re-brand the facilities with a more consistent and welcoming design language that projects and reinforces the value of using the facilities. Increase maintenance staff so that the additional events can be handled and professional maintenance can begin to provide support for volunteers at Irondale Beach Park and Indian Island Park. (1) Promote at all parks - the two most popular, accessible and healthy outdoor activities: walking (or rolling a wheelchair), & bicycling. Promote for all ages and diverse backgrounds. Use marketing, maps, signs, social media, site improvements, and unique passive programming. Emphasize that county parks are 'free', bus is available, and no equipment is needed. (2) Do park specific surveys to assess how welcome and safe people feel in selected parks, and what barriers or issues may be impacting park users. Use the info to address any issues to feeling safe and secure. Outcome Measure Number of people reached at public and digital events supported by Jefferson County aimed at the health and safety of our community. (How many people came to the event) Number of public and digital events led by Jefferson County aimed at the health and safety of our community. Completed CHA & CHIP Attendance at the all-county picnic. Count of public and partner attendees. Number of residents participating in Neighborhood Preparedness Program annually. Percent change in communicable disease transmission rates annually. Percent change in vaccination rates annually. 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).  Number of Sheriff’s Office Mental Health Navigator Program calls compared to number of people served per year. Facilitate quarterly meetings with key stakeholders for the development of the Port Hadlock Urban Growth Area (UGA) and the Glen Cove Industrial Area. Complete 50 sewer connections by the end of 2025. Number of new high-speed broadband connections annually. And number without connection if possible Percentage of new connections made among Jefferson County Public Utility District’s (JeffPUD) potential high-speed broadband customers currently without access. Increase multi-use zoning by 50 acres. Identify number of vacant LAMIRD acres available for potential development or redevelopment. With acreage and capacity for development with infrastructure improvements Periodic assessment to consider legally permitted changes to LAMIRD Logical Outer Boundaries. Tourism tax revenues year-over-year. Number of jobs sustained and added by tourism industry. Complete 2025 Periodic Update of Comprehensive Plan and development regulations. Community Wildfire Protection Plan (CWPP) completed by June 30, 2024. Grants obtained. Percent of county-owned forest land actively managed. Number of current participants and new applicants. Increase number of electric vehicle charging stations provided or facilitated by Jefferson County. Identify and document active partnerships aimed at promoting the health of forest, agriculture, and aquaculture economies by December 31, 2024. Number of riparian and shoreline infrastructure and non-structural projects seeking permits annually. Number of riparian or shoreline emergencies declared annually. Number of WSU-coordinated partnerships with the community Number of volunteer hours year-over-year. Creation of a performance tracking system for permitting by 2025 or sooner. Migrate to a fully on-line permit application and processing system by December 31, 2024. Outcome may be ammended. Set a goal for annual percent decrease in permit processing times by June 30, 2025. Increase of more than 10% 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. 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. Number of affordable and workforce housing units constructed using fiscal incentives. Quantify and increase number of housing units added within LAMIRDs. Number of unhoused people across Jefferson County year-over-year (Point in Time Count) Annual number of unhoused people transitioned into housing by Jefferson County in collaboration with community partners. Review and implement equitable and competitive salary and benefits by the end of 2024. Implement flexible work schedules where practical. (Review and report how many are in place) Percent decrease in employee vacancy rate. Median tenure length of employee. Average length of advertised position vacancy. Manager and supervisor training program developed by June 2024. Conduct four ‘Lunch and Learn’ programs annually. Employee recognition program established by June 30, 2024. Year-over-year improvement in employee engagement measured by annual engagement survey; first survey completed in 2024. Secure resources for staffing and training for 2024-2025 budget. 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 events and attendees per year attending events or participating in programs. Youth participation rates in Parks & Recreation activities annually. Number of youth representatives serving on boards and committees. Number of youth engaged in youth focused activities. Incease in events over the baslien. Barriers eliminated. Percent change in Jefferson County’s website accessibility score in accordance with Web Content Accessibility Guidelines. 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. Lead Department(s) Communications Communications Public Health Emergency Management Emergency Management Public Health Public Health Public Health County Administrator Sheriff's Office County Administrator/Public Health Sheriff's Office Community Development/ Commissioners Public Works County Administrator County Administrator Community Development Community Development Community Development Treasurer/County Administrator County Administrator Community Development County Administrator/Central Services County Administrator Community Development/Assesor County Administrator/Central Services County Administrator via EDC and WSU and Community Development Community Development Community Development/Public Health/Emergency Management (and other departments, as needed) WSU Extension Emergency Management/Parks Community Development/Public Health/Central Services Community Development/Public Health/Central Services Community Development/Public Health/Central Services Community Development Community Development Community Development Community Development Community Development Community Development Community Development with EDC Commmunity Development County Administrator County Administrator Human Resources Human Resources in collaboration with Departments Human Resources Human Resources Human Resources Human Resources Human Resources Human Resources Human Resources County Administrator with support from Human Resources Communications Communications Commissioners/CAO Offices (Carolyn) Commissioners/CAO Offices (Carolyn) Commissioners/CAO Parks Commissioners Office (Carolyn) County Administrator Central Services Central Services Parks Parks Reporting Lead 12/31/2023 3/31/2024 6/30/2024 7/31/2024 2/28/2024 3/31/2024 6/30/2024 9/30/2024 12/31/2024 3/31/2025 6/30/2025 9/30/2025 12/31/2025 3/31/2026 6/30/2026 9/30/2026 12/31/2026 3/31/2027 6/30/2027 9/30/2027 12/31/2027 Supporting Department Begin End/Target Late 2024 for CHA; Early 2025 for CHIP Annually Annually By late 2025 Quarterly Reporting Frequency Annually Annually Annually, CHIP done 2016 and 2019, what is the actual frequency of CHA and CHIP? Annually Annually Annually Annually Annually Annually Annually Quarterly Quarterly Annually Annually Annually By end of 2025 - if related to UGA; if not, then 2026 or when Legislature amends GMA In 2026 In 2026 or when Legislature amends GMA Annually Annually By end of 2025 By June 30, 2024 Annually 2026, then periodically as needed Annually By December 31, 2024 Annually Annually Annually Annually By end of 2024 By December 31, 2024 By June 30, 2025 By the end of 2025 By the end of 2025 By the end of 2025 Need to adopt the SMP. June 30, 2024 is the logical deadline. Annually starting at the end of 2024 Annually starting at the end of 2025 Annually Annually starting at the end of 2025 Annually Annually By December 31, 2024 Annually Annually Annually Annually By June 2024 and then set measures after program is developed March 2024 June 2024 Annually December 2023 and revisit in December 2024 Annually Annually Annually Annually Annually Annually Annually Annually By December 31, 2025 Annually Annually Annually Status of Objective Implementaion Board of County Commissioners approved an additional FTE for the HR office. A review of training funding needed is underway. (1) The nominal fee for pick up soccer which is Wednesdays and Sundays was eliminated, reducing friction and increasing participation. Ramping up. Ongoing. Ongoing. (1) Public Works Instagram account and other social media is being used to promote facility reservations. (2) new category of 'Educational and Other Events' has been created and is in use for impromptu groups and events using HJ Carroll Park for example bicycle tours, educational school groups, informal disc golf events. (1) A customer satisfaction survey was launched for Gibbs Lake. While the results are overwhelmingly positive there is some indication that a small number of park users do not feel safe or welcome at the park. Some are not sure when they are in the park and if they belong. So far in response the park kiosk has been re-done and the park map signs were moved to a more prominent location. Park maps were improved with suggested hikes and are available in a better location along with the signs. The survey results were reviewed with the park caretaker. Priority Goal 1 Offer a dynamic and equitable array of health and safety services to enhance livability in our county. Goal 6 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. Goal 6 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. Goal 6 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. Goal 6 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. Goal 6 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. Goal 6 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. Goal 4 Improve the availability of and access to affordable and workforce housing throughout the County. Goal 1 Offer a dynamic and equitable array of health and safety services to enhance livability in our county. Goal 6 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. Goal 6 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. Goal 2 Support and promote a dynamic regional economy that creates opportunities for prosperity for all the people and businesses of our county Goal 2 Support and promote a dynamic regional economy that creates opportunities for prosperity for all the people and businesses of our county Goal 2 Support and promote a dynamic regional economy that creates opportunities for prosperity for all the people and businesses of our county Goal 3 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. Goal 3 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. Goal 4 Improve the availability of and access to affordable and workforce housing throughout the County. Goal 4 Improve the availability of and access to affordable and workforce housing throughout the County. Goal 4 Improve the availability of and access to affordable and workforce housing throughout the County. Goal 4 Improve the availability of and access to affordable and workforce housing throughout the County. Goal 4 Improve the availability of and access to affordable and workforce housing throughout the County. Goal 4 Improve the availability of and access to affordable and workforce housing throughout the County. Goal 4 Improve the availability of and access to affordable and workforce housing throughout the County. Goal 2 Support and promote a dynamic regional economy that creates opportunities for prosperity for all the people and businesses of our county Goal 3 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. Goal 4 Improve the availability of and access to affordable and workforce housing throughout the County. Goal 4 Improve the availability of and access to affordable and workforce housing throughout the County. Goal 4 Improve the availability of and access to affordable and workforce housing throughout the County. Goal 3 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. Goal 1 Offer a dynamic and equitable array of health and safety services to enhance livability in our county. Goal 2 Support and promote a dynamic regional economy that creates opportunities for prosperity for all the people and businesses of our county Goal 2 Support and promote a dynamic regional economy that creates opportunities for prosperity for all the people and businesses of our county Goal 2 Support and promote a dynamic regional economy that creates opportunities for prosperity for all the people and businesses of our county Goal 3 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. Goal 4 Improve the availability of and access to affordable and workforce housing throughout the County. Goal 4 Improve the availability of and access to affordable and workforce housing throughout the County. Goal 6 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. Goal 3 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. Goal 5 Implement flexible, creative, and diverse methods of attracting, training, retaining, and communicating with our workforce so that people feel valued and recognized. Goal 3 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. Goal 3 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. Goal 1 Offer a dynamic and equitable array of health and safety services to enhance livability in our county. Goal 1 Offer a dynamic and equitable array of health and safety services to enhance livability in our county. Goal 1 Offer a dynamic and equitable array of health and safety services to enhance livability in our county. Goal 3 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. Goal 5 Implement flexible, creative, and diverse methods of attracting, training, retaining, and communicating with our workforce so that people feel valued and recognized. Goal 5 Implement flexible, creative, and diverse methods of attracting, training, retaining, and communicating with our workforce so that people feel valued and recognized. Goal 5 Implement flexible, creative, and diverse methods of attracting, training, retaining, and communicating with our workforce so that people feel valued and recognized. Goal 5 Implement flexible, creative, and diverse methods of attracting, training, retaining, and communicating with our workforce so that people feel valued and recognized. Goal 5 Implement flexible, creative, and diverse methods of attracting, training, retaining, and communicating with our workforce so that people feel valued and recognized. Goal 5 Implement flexible, creative, and diverse methods of attracting, training, retaining, and communicating with our workforce so that people feel valued and recognized. Goal 5 Implement flexible, creative, and diverse methods of attracting, training, retaining, and communicating with our workforce so that people feel valued and recognized. Goal 5 Implement flexible, creative, and diverse methods of attracting, training, retaining, and communicating with our workforce so that people feel valued and recognized. Goal 5 Implement flexible, creative, and diverse methods of attracting, training, retaining, and communicating with our workforce so that people feel valued and recognized. Goal 6 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. Goal 6 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. Goal 6 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. Goal 1 Offer a dynamic and equitable array of health and safety services to enhance livability in our county. Goal 1 Offer a dynamic and equitable array of health and safety services to enhance livability in our county. Goal 1 Offer a dynamic and equitable array of health and safety services to enhance livability in our county. Goal 1 Offer a dynamic and equitable array of health and safety services to enhance livability in our county. Goal 2 Support and promote a dynamic regional economy that creates opportunities for prosperity for all the people and businesses of our county Goal 1 Offer a dynamic and equitable array of health and safety services to enhance livability in our county. Goal 1 Offer a dynamic and equitable array of health and safety services to enhance livability in our county. Goal 2 Support and promote a dynamic regional economy that creates opportunities for prosperity for all the people and businesses of our county Goal 3 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. Objective 1A. Increase opportunities for informed and effective civic engagement and participation in public forums and virtual events to promote a safe and healthy community. 6A. Celebrate the culture, heritage, and diversity of the people in Jefferson County through events and programming. 6C. Identify and remove physical and digital barriers to access so County services, facilities, and spaces are accessible to all. 6C. Identify and remove physical and digital barriers to access so County services, facilities, and spaces are accessible to all. 6A. Celebrate the culture, heritage, and diversity of the people in Jefferson County through events and programming. 6A. Celebrate the culture, heritage, and diversity of the people in Jefferson County through events and programming. 6B. Increase the availability of youth-focused activities to offer more opportunities for youth to be engaged in community life. 4E. Increase number of housing units within Limited Areas of More Intensive Rural Development (LAMIRDs). 1A. Increase opportunities for informed and effective civic engagement and participation in public forums and virtual events to promote a safe and healthy community. 6A. Celebrate the culture, heritage, and diversity of the people in Jefferson County through events and programming. 6A. Celebrate the culture, heritage, and diversity of the people in Jefferson County through events and programming. 2D. Enhance multi-use and business-friendly zoning to encourage more business location and investment in Jefferson County. 2E. Lead planning efforts for LAMIRDs so that development is optimized. 2E. Lead planning efforts for LAMIRDs so that development is optimized. 3A. 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. 3G. Mitigate impacts of sea level rise through support of critical riparian and shoreline infrastructure projects. 4B. Identify and consider re-zoning areas to increase development opportunities and housing supply; eliminate restrictions on neighborhood density where practical and lawful; and encourage development of multi-family housing. 4B. Identify and consider re-zoning areas to increase development opportunities and housing supply; eliminate restrictions on neighborhood density where practical and lawful; and encourage development of multi-family housing. 4C. Identify and remove barriers that prevent residential property owners from developing additional housing to the extent legally possible. 4C. Identify and remove barriers that prevent residential property owners from developing additional housing to the extent legally possible. 4C. Identify and remove barriers that prevent residential property owners from developing additional housing to the extent legally possible. 4C. Identify and remove barriers that prevent residential property owners from developing additional housing to the extent legally possible. 4D. Use fiscal measures to incentivize housing development. 2A. Focus economic development efforts on areas of the county with high job-creation potential. 3D. 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. 4A. Shorten the planning and permitting review and approval process. 4A. Shorten the planning and permitting review and approval process. 4A. Shorten the planning and permitting review and approval process. 3G. Mitigate impacts of sea level rise through support of critical riparian and shoreline infrastructure projects. 1E. Close health system gaps so a full continuum of care is accessible to all county residents.   2C. Supporting the closure of broadband connectivity gaps so residents and businesses have internet access that meets their needs. 2C. Supporting the closure of broadband connectivity gaps so residents and businesses have internet access that meets their needs. 2F. Promote balanced tourism strategies that incorporate quality of life factors for Jefferson County residents. 3C. Improve the health of county-owned forest lands through a sustainable forest program. 4F. Collaborate with community partners to reduce homelessness. 4F. Collaborate with community partners to reduce homelessness. 6B. Increase the availability of youth-focused activities to offer more opportunities for youth to be engaged in community life. 3F. Collaborate with community stakeholders to monitor and sustain the forest, agriculture, and aquaculture economies and the ecosystems on which they depend. 5F. Prioritize programs and identify needed staffing to provide critical, essential, and/or enhanced services. 3B. Reduce community vulnerability to wildfires. 3E. Support expansion of electric vehicle charging stations to encourage increased ownership and use of electric vehicles. 1E. Close health system gaps so a full continuum of care is accessible to all county residents.   1C. Strengthen the community’s emergency preparedness so the county can recover from public health emergencies, environmental hazards, and natural disasters. 1C. Strengthen the community’s emergency preparedness so the county can recover from public health emergencies, environmental hazards, and natural disasters. 3I. Encourage alternative work schedules and sustain use of volunteer base for park maintenance, community education and access to parks spaces and facilities. 5A. Foster a work environment that attracts and retains a quality workforce. 5A. Foster a work environment that attracts and retains a quality workforce. 5A. Foster a work environment that attracts and retains a quality workforce. 5A. Foster a work environment that attracts and retains a quality workforce. 5B. Develop and increase training and development of supervisors and managers so that leadership and management skills are enhanced. 5C. Create opportunities for cross-department collaboration so that silos are reduced and communication is enhanced. 5D. Develop and implement a robust employee recognition program to recognize outstanding performance of County staff. 5E. Enhance employee engagement to achieve a more satisfied and higher-performing workforce. 5A. Foster a work environment that attracts and retains a quality workforce. 6B. Increase the availability of youth-focused activities to offer more opportunities for youth to be engaged in community life. 6D. Promote access to recreational and wellness activities. 6D. Promote access to recreational and wellness activities. 1B. Engage with partners, schools, businesses, residents, tribes, and community organizations to plan and promote health and safety programs/practices. 1D. Prevent and control communicable diseases to improve the health, well-being, and safety of county residents. 1D. Prevent and control communicable diseases to improve the health, well-being, and safety of county residents. 1E. Close health system gaps so a full continuum of care is accessible to all county residents.   2B. Complete Phase One of Port Hadlock sewer project. 1E. Close health system gaps so a full continuum of care is accessible to all county residents.   1E. Close health system gaps so a full continuum of care is accessible to all county residents.   2F. Promote balanced tourism strategies that incorporate quality of life factors for Jefferson County residents. 3H. Collaborate and share resources with Washington State University to promote environmental education throughout the community. Tactics Work group-involving communication staff throughtout Co. Government to identify and create models for communication. Data collection. Target creation-identification for subject and participation. Complete the implementation of the new system. Evaluate the effectiveness of the system. Establish baseline, analyze and implement. Expand infrastructure or look for infrastructure alternative. Establish base line for permit review timelines. Data offer- some programs in PH for home visit services, separate from the Hospital service. PH does not specific provide home health care. - create data base to process this. Make sure enough health care is being provided to all in need. Gather data from other departments and share. To engage with existing partners and identify new partners. Expand training programs available to the public. Same as above. Mapping and assessing the key systems / processes that will help us be better prepared. ( eg- food systems / medical supplies etc.) also include entities/providers. Outreach, door to door, social media, publications, word of mouth. Partnering with other organizations who serve vulnerable public. Maintain and expand collaborative processes throughtout the County to complete the task. Education, outreach, treatment, destigmatize, intervention and investigation. Education, outreach, treatment, destigmatize, intervention and investigation. Expand data collection and application. Collect real time data and share. Improve data collection and production. Report on health system gaps. Get to the chip. In the chip there will be identifcation on the gap. When gap identified, partnerships to handle and process. Actions forum-well advertise, outreach. Identify coms contact. Gather current data, how many departments are working forward, who needs to. Monthly check ins. Live doc/calendar of events. Inventory all boards and committees/communicate with departments to include ones not tracked by commissioner's office Amend first Fully staff Trying to establish a methodalogy to track and imporove. Set the goals for efficientcy. Integrated systems. Annual request for information every year Use date to do something Variable referrals-everyone to have many services or to know where to find the help. Networking. Who do you talk to, what data do you use. Do the work you get out of current efforts. Prioritize to figure out the most important and communicate. Health information system- Process when gap found Outcome Measure Number of people reached at public and digital events supported by Jefferson County aimed at the health and safety of our community. (How many people came to the event) Create a tracking system and/or dashboard for these activities. Update Jefferson County’s Americans with Disabilities Act (ADA) Self-Evaluation and Transition Plan by end of 2025. Percent change in Jefferson County’s website accessibility score in accordance with Web Content Accessibility Guidelines. Measure the number of proclamations that have follow-up actions. Number of proclamation-related activities attended by County officials or staff. Number of youth representatives serving on boards and committees. Quantify and increase number of housing units added within LAMIRDs. Number of public and digital events led by Jefferson County aimed at the health and safety of our community. 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. Increase multi-use zoning by 50 acres. 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. Complete an updated Comprehensive Plan by June 30, 2025. Number of riparian and shoreline infrastructure and non-structural projects seeking permits annually. 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. 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. Number of affordable and workforce housing units constructed using fiscal incentives. Facilitate quarterly meetings with key stakeholders for the development of the Port Hadlock Urban Growth Area (UGA) and the Glen Cove Industrial Area. Number of current participants and new applicants. Creation of a performance tracking system for permitting by 2025 or sooner. Migrate to a fully on-line permit application and processing system by December 31, 2024. Outcome may be ammended. Set a goal for annual percent decrease in permit processing times by June 30, 2025. Increase of more than 10% Number of riparian or shoreline emergencies declared annually. Number of county-supported wrap-around home healthcare visits. 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. Number of jobs sustained by tourism industry Percent of county-owned forest land actively managed. Number of unhoused people across Jefferson County year-over-year (Point in Time Count) Annual number of unhoused people transitioned into housing by Jefferson County in collaboration with community partners. Number of community partnerships serving youth in Jefferson County. Identify and document active partnerships aimed at promoting the health of forest, agriculture, and aquaculture economies by December 31, 2024. Secure resources for staffing and training for 2024-2025 budget. Community Wildfire Protection Plan (CWPP) completed by December 31, 2023. Increase number of electric vehicle charging stations provided or facilitated by Jefferson County. Monitoring ‘Right Time / Right Place’ healthcare access through number of emergency room visits. Attendance at the all-county picnic. Number of residents participating in Neighborhood Preparedness Program annually. Number of volunteer hours year-over-year. Review and implement equitable and competitive salary and benefits by the end of 2024. Percent decrease in employee vacancy rate. Median tenure length of employee. Average length of advertised position vacancy. Manager and supervisor training program developed by June 2024. Conduct three ‘Lunch and Learn’ programs by March 31, 2024. Employee recognition program established by June 30, 2024. Year-over-year improvement in employee engagement measured by annual engagement survey; first survey completed in 2024. Implement flexible work schedules where practical. (Review and report how many are in place) Youth participation rates in Parks & Recreation activities annually. 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. Complete community health assessment (CHA) to update Community Health Improvement Plan (CHIP) and associated measures. Percent change in communicable disease transmission rates annually. Percent change in vaccination rates annually. Report on health system gaps from CHIP. Complete 50 sewer connections by the end of 2025. Number of behavioral health crisis calls (e.g. 911 & 988 calls).  Number of Sheriff’s Office Mental Health Navigator Program calls compared to number of people served per year. Tourism tax revenues year-over-year. Number of WSU-coordinated partnerships with the community Lead Department(s) Communications Central Services Central Services Central Services Commissioners Office (Carolyn) Commissioners Office (Carolyn) Commissioners Office (Carolyn) Commmunity Development Communications Communications Communications Community Development Community Development Community Development Community Development Community Development Community Development Community Development Community Development Community Development Community Development Community Development Community Development with EDC Community Development/ Commissioners Community Development/Assesor Community Development/Public Health/Central Services Community Development/Public Health/Central Services Community Development/Public Health/Central Services Community Development/Public Health/Emergency Management (and other departments, as needed) County Administrator County Administrator County Administrator County Administrator County Administrator County Administrator County Administrator County Administrator County Administrator via EDC and WSU and Community Development County Administrator with support from Human Resources County Administrator/Central Services County Administrator/Central Services County Administrator/Public Health Emergency Management Emergency Management Emergency Management/Parks Human Resources Human Resources Human Resources Human Resources Human Resources Human Resources Human Resources Human Resources Human Resources in collaboration with Departments Parks Parks Parks Public Health Public Health Public Health Public Health Public Works Sheriff's Office Sheriff's Office Treasurer/County Administrator WSU Extension Reporting Lead Annually Annually By December 31, 2025 Annually Annually Annually Annually Annually starting at the end of 2025 Annually Annually Annually By end of 2025 By June 30, 2024 During 2025 Periodic Review By June 30, 2025 Annually By June 30, 2025 By June 30, 2025 By June 30, 2025 By December 31, 2023 and review annually Annually starting at the end of 2024 Annually starting at the end of 2025 Annually Quarterly Annually starting in 2025 By end of 2024 By December 31, 2024 By June 30, 2025 Annually Annually Annually Annually Annually At end of Strategic Plan cycle Annually Annually Annually By December 31, 2024 December 2023 and revisit in December 2024 By December 31, 2023 Annually Quarterly Annually Annually Annually By December 31, 2024 and revisited annually Annually Annually Annually By June 2024 and then set measures after program is developed March 2024 June 2024 Annually Annually Annually Annually Annually Late 2024 for CHA; Early 2025 for CHIP Annually Annually By late 2025 Annually Annually Quarterly Annually Annually 12/31/2023 3/31/2024 6/30/2024 7/31/2024 2/28/2024 3/31/2024 6/30/2024 9/30/2024 12/31/2024 3/31/2025 6/30/2025 9/30/2025 12/31/2025 3/31/2026 6/30/2026 9/30/2026 12/31/2026 3/31/2027 6/30/2027 9/30/2027 12/31/2027 Supporting Department Begin End/Target Reporting Frequency Status of Objective Implementaion Goal 1 Offer a dynamic and equitable array of health and safety services to enhance livability in our county. Goal 2 Support and promote a dynamic regional economy that creates opportunities for prosperity for all the people and businesses of our county Goal 3 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. Goal 4 Improve the availability of and access to affordable and workforce housing throughout the County. Goal 5 Implement flexible, creative, and diverse methods of attracting, training, retaining, and communicating with our workforce so that people feel valued and recognized. Goal 6 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. Objectives 1A. Increase opportunities for informed and effective civic engagement and participation in public forums and virtual events to promote a safe and healthy community. 1B. Engage with partners, schools, businesses, residents, tribes, and community organizations to plan and promote health and safety programs/practices. 1C. Strengthen the community’s emergency preparedness so the county can recover from public health emergencies, environmental hazards, and natural disasters. 1D. Prevent and control communicable diseases to improve the health, well-being, and safety of county residents. 1E. Close health system gaps so a full continuum of care is accessible to all county residents.   2A. Focus economic development efforts on areas of the county with high job-creation potential. 2B. Complete Phase One of Port Hadlock sewer project. 2C. Supporting the closure of broadband connectivity gaps so residents and businesses have internet access that meets their needs. 2D. Enhance multi-use and business-friendly zoning to encourage more business location and investment in Jefferson County. 2E. Lead planning efforts for LAMIRDs so that development is optimized. 2F. Promote balanced tourism strategies that incorporate quality of life factors for Jefferson County residents. 3A. 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. 3B. Reduce community vulnerability to wildfires. 3C. Improve the health of county-owned forest lands through a sustainable forest program. 3D. 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. 3E. Support expansion of electric vehicle charging stations to encourage increased ownership and use of electric vehicles. 3F. Collaborate with community stakeholders to monitor and sustain the forest, agriculture, and aquaculture economies and the ecosystems on which they depend. 3G. Mitigate impacts of sea level rise through support of critical riparian and shoreline infrastructure projects. 3H. Collaborate and share resources with Washington State University to promote environmental education throughout the community. 3I. Encourage alternative work schedules and sustain use of volunteer base for park maintenance, community education and access to parks spaces and facilities. 4A. Shorten the planning and permitting review and approval process. 4B. Identify and consider re-zoning areas to increase development opportunities and housing supply; eliminate restrictions on neighborhood density where practical and lawful; and encourage development of multi-family housing. 4C. Identify and remove barriers that prevent residential property owners from developing additional housing to the extent legally possible. 4D. Use fiscal measures to incentivize housing development. 4E. Increase number of housing units within Limited Areas of More Intensive Rural Development (LAMIRDs). 4F. Collaborate with community partners to reduce homelessness. 5A. Foster a work environment that attracts and retains a quality workforce. 5B. Develop and increase training and development of supervisors and managers so that leadership and management skills are enhanced. 5C. Create opportunities for cross-department collaboration so that silos are reduced and communication is enhanced. 5D. Develop and implement a robust employee recognition program to recognize outstanding performance of County staff. 5E. Enhance employee engagement to achieve a more satisfied and higher-performing workforce. 5F. Prioritize programs and identify needed staffing to provide critical, essential, and/or enhanced services. 6A. Celebrate the culture, heritage, and diversity of the people in Jefferson County through events and programming. 6B. Increase the availability of youth-focused activities to offer more opportunities for youth to be engaged in community life. 6C. Identify and remove physical and digital barriers to access so County services, facilities, and spaces are accessible to all. 6D. Promote access to recreational and wellness activities.