HomeMy WebLinkAbout070824 email - Jefferson County's 5-year Strategic Plan_ 2024-2029ALERT: BE CAUTIOUS This email originated outside the organization. Do not open attachments or click on links if you are not expecting them.
Dear Mr. McCauley,
In my 40 years of experience with computer system software development and management, I participated in updating two strategic plans, one for Transamerica Insurance Co., one for the
Automobile Club of So. Calif. (AAA affiliate), and led the strategic planning committee responsible for updating a strategic plan for the U.S. Bankruptcy Courts. So, while my experience
in strategic planning is limited in the number of plans in which I've participated, the depth of my experience is significant.
Jefferson County's strategic plan is a very good plan compared to what I've seen from other smaller counties and cities. I congratulate those who actually put this plan together for
attempting to include some way of tracking progress on your strategic objectives. In fact, the plan has several excellent perfomance measures (e.g., "Complete 50 sewer connections by
the end of 2025" for Objective 2 [Complete Phase One of Port Hadlock sewer project.] under the second strategic priority [Economic Vitality]).
However, many of the plan's performance measures lack the same level of specific, clear metrics, without which you cannot properly track progress, make real-time adjustments, and determine
whether your initiatives are working or not. I am sure you are aware of how difficult it is to identify specific, clear metrics, but it is worth the time and effort. Two examples of
what you could do are below.
* First Strategic Priority [Community Resiliance], Objective 5 [Close health system gaps so a full continuum of care is accessible to all county residents.], Second Performance Measure
[Number of county-supported wrap-around home healthcare visits]
* The Performance Measure should be something like: Make at least Th25 county-supported wrap-around home healthcare visits by the end of 2025.
* Third Strategic Priority [Environmental Stewardship], 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.]
* The Performance Measure should be something like: Increase by 10 the number of electric vehicle charging stations provided or facilitated by Jefferson County by the end of 2025.]
Additionally, there was no mention of having done a SWOT, PEST, or PESTLE analysis, which are important components of proper strategic planning. Links to some relevant information are
below.
* SWOT Assessment | Town of Cary (carync.gov) <https://www.carync.gov/mayor-council/boards-commissions-committees/council-committees/economic-development-committee/economic-development-action-plan/sw
ot-assessment>
* Chapter 5 Analysis of Strengths, Weaknesses, Opportunities and Threats (PDF).pdf (upperprovidence.org) <https://www.upperprovidence.org/DocumentCenter/View/122/Chapter-5-Analysis-of-Strengths-Weakn
esses-Opportunities-and-Threats-PDF>
* PEST analysis - Wikipedia <https://en.wikipedia.org/wiki/PEST_analysis>
* What is a PESTLE Analysis? A Complete PESTLE Analysis Guide (onstrategyhq.com) <https://onstrategyhq.com/resources/pestle-analysis/>
Respectfully,
David Tonkin
32 S. Stromberg Ave., Port Townsend, WA 98368
Phone: 360-385-2468