First.
All right. So we're
no pressure. We're, we're recording,
we're recording. I will call this meeting
to order our facilitators in the bridge. So they're in or film. It is late. So, out
of respect for their facilitation, we will release that until 4 10 and then come
back. All right. Thank you,
Greg. I'm sorry, we were muted. Could you call back to order, please one more time.
Sorry. We, we're just getting going. The second time in the day is always more difficult.
So, uh I, I call this, this special meeting of the county commissioner back in possession
and uh we're joined by our truth today. So we'll take a moment to go around and introduce
ourselves. You wanna start Kennedy, uh consultant with Barry Dunn. Happy to be here
with all of you.
Oh, sorry
weather, uh District three accounting commissioner. And, and it is the extension
director, Shannon
R director. There. Go on one of the
random Knox
prosecutor
Judy Shed finance manager
for the Heavy Court. Either cherry
or you have any account administrator, any type of services out there. Deputy
Eisenhower District two, the heart of the game.
More than one. Right. Wendy Davis, communications specialist, Caroline Galloway,
clerk of the board. And if I could real quick do a sound check for everyone that's
listening online. Can you give a thumbs up? Um, you can hear us or? All right. Thank
you. The other folks, where are you from?
Uh, Renee Bryant, a consultant with
folks that are remote
in Jefferson County District Court of
Brent Butler. Hi, Brent Butler, community development department. Apple. Hi,
I'm Apple Martine with Jefferson County Public Health and General Walker. Good afternoon.
I'm Judge uh Mindy Walker of the district court, judge and Amanda. Hi, Amanda Hamilton
Jefferson county clerk. I'll be down shortly. Ok, great. And I think I saw Stacey
Stacey Prada treasurer. Thank you. Thank you for being here. Anyone else that I missed
online? Oh, do you want to introduce yourself? Um, or I don't know
who that is and we have three but brands in person, these two are public.
We can do so. I want to thank everybody for being a part of the community. Um Jefferson
County right now has a complete plan date in 2010. It's buried on the
county website under the county administrator section of the.
Hopefully, the conditions have changed dramatically since 2010. And I think Chris
Boyd downloaded from 1991 and I know I heard the word about 100
signs mostly from commissioner. And um I thought it was time that we developed a
a meaningful actionable plan and we went out and, uh, on our feet and we
were delighted with the presentation that, uh, and made, uh, along with Maddie. And,
uh, we're delighted to have them here tonight. And I think, uh, they've got a lot
of work for the commissioner tonight. I think the rest of us are donors. They have
a grant and, uh, we're hopeful that the board comes up with the objectives and values
and mission statement and all of those things even itself. And once again, thank
you. And on Friday, we'll be taking what the word does tonight. We'll be moving it
into our plan to bring back to the commission.
So great. Great. Thank you. You ready to go. I'm gonna go ahead and share my
screen so we can
there. It is. All right. So welcome everyone. Um We're really excited to be here
at this stage of the project. As you know, we've spent quite a lot of time gathering
information uh doing a lot of stakeholder engagement, both sort of um soft virtual
engagement as well as actual talking with people and engaging with people in interviews
and really appreciated the opportunity. Renee was able to be here for some things
in person. Um And, you know, it's been a, been a great um effort on the part of the
project team, the county's project team to get us to this point. So I want to acknowledge
the county project team for all the work that they did to get us to know.
Funny. Sometimes uh this doesn't happen all the time, but sometimes we will have,
have an engagement where the client has delegated in it or it delegates a lot of
it. And we always say the end product of the plan is only as good as effort you as
a client puts into it because you make the decisions, the content is yours. We're
here to facilitate it. We're here to help bring it together into something that's
actionable and you do that part well, but, but it takes effort on the part of the,
of the client. And this project team has been super, super invested in this process.
So I I really want to acknowledge that because it doesn't happen all the time. But
I just say, I don't know who that is. I know when the, you know, Stacy apple,
apple, apple and then we have others, we got larger team and then we turn it down
a little bit a little
bit. And so, you know, so there's a,
yeah, so with that, I'm gonna get us started here. So this is our agenda for this
evening is time that be much better. And I'm just gonna say one thing right out of
the day. Um We do not make you right. So um people, stocks
and strategic planning projects, our job is to get as much as many ideas as we can
from you about your thinking and get it baked enough where Renee and I can take it
away and start to draft things from it coming out of this meeting to present it on
Friday and have as, as Mark said later on more. So you will not, you will not put
you in through, in an extra side of words that that will not happen, promise that
right out of the gate. So the first thing that we're gonna do is we're going to review
the environmental scan that we can put together and think you sent that in advance.
We won't spend a lot of time on it. But we definitely want to get to questions that
you have if there's information in there that you wanna process, um definitely will
allow time for that. We're gonna review your current mission statement and save it,
it still relevant and then we'll go on and, and create the beginnings of the vision
statement, then we'll go back to the mission statement and say, yeah, is there anything
each change based on what we think it's sort of our vision for the future? We go
through your core, core values. Um The terms can be interchangeable, core values,
setting principles, we'll call them core values because that's what we've already
named them. But what we want to do with those, we see a real opportunity there to
actually help you define a little bit more what ego values mean. So when you're,
when staff are carrying out their activities, they can relate back at that value.
But yet we're meeting the board's expectations and the community's expectations.
So we're gonna spend a little bit of time working on those, those values to, to develop
that a little bit further. And then, um, from the, from the visioning work that you're
going to be doing tonight, we'll be able to identify strategic priorities and those
are gonna be the small handful of focus areas that you are going to focus on in the
next five years or so. And then um we will do a brainstorming to say, OK, those are
our priorities. Then what do we want to uh what, what do we really want to achieve
under each of those priorities? And then we get all of that raw material coming from
you and that'll get us enough to go into Friday and really start layering on the,
the all the details of the. So that's the work tonight. Anybody have questions, commissioners
have questions. OK. I, I do see um uh so how, how we got to the decision to do
tonight that commissioner input and then Friday input, crunch the larger group. Um
Just because we, so I'm gonna work collaboratively. So like I know that anything
we're talking about tonight, I'm gonna want in from all of you and, and I assume
they are here to help provide that right there. There, there are many roles. So we
want to give you as commissioners the opportunity to really lay out more things and
they're here to listen to all of that. If you have questions with them or they have
something that they think would be helpful for you to know, they can chime in everything,
all the work that you do they'll take and, and you the level of detail that it's
gonna take to make the plan mashable and all of it comes back to you. And so you
will have the opportunity to see their work and how they, how they build off of your
work. And so it's just, it's nice to be able to have you as a mission
brainstorm and not have any parameters put around that. OK? That's the reason for
that. OK? The process is still collaborative and when we come back and present the
plan to you, there may be members of the leadership team that will always present
the product to you, bring back the draft, but it will be in the draft form not anywhere
near complete until you say it's complete. That makes sense. Yeah, I'll trust the
process. All right. So this is just uh respectful, being
respectful of everyone in the room. I think that's where I think that we've learned
from this group that people are very respectful of one another. We don't have a lot
of um divisiveness here which we do in some places that we work. All right, just
to click on where we are in the planning process. So we spent a lot of good time
figuring out how to uh I I enroll in this project. Um So really, I think he set up
a good process and then he sent, uh it's quite nice doing the discovery work and
now we're doing the part of this uh where we're actually beginning the development
of the plan. Um We'll do the documentation of all of the meat and the trees and we'll
vet it and then we can into that, approve and was, and what that means is it comes
back to you for adoption. At, at some point, I really do a work that we do and then
we're gonna help the county with treating implementation so you can be successful
um as you know, plans and helpful, fun shopping. And so we that work. All
right. So what is a strategic plan? I I really want to be clear for everybody in
the room that the strategic plan lays out a lot, not how the implementation ever
is really gonna have. It's about a long term vision, it's about having some clear
goals that you can achieve. It's also about having some things that you're gonna
measure to truly evaluate your progress in implementing the plan. So it's the what
we're gonna focus on. Um it should be a living document, it should be driving your
decision making. If, if you, if you're doing the strategic plan and you can check
the box box exercise. It's not very helpful. So we also would like to offer that
it could be a powerful tool for transparency and accountability so that when you
have created this plan and you've communicated it, the company, they can look at
that and say, wow, now I know why are kind of resources that we use in this way?
I know what we're focused on and why and the and the benefits that the community
is going to receive as a result of doing these things.
This is the typical sort of best practice process that we have found to be very effective
in developing searching plans, getting the door that first opportunity to really
lay out the high level for people to and and then how many staff really start to
build the more than detail pieces of it, the the actual more specific actionable
objectives and the performance measures in terms of how the progress will be measured.
So the first thing we're gonna present to you is this environmental span? Why does
it matter? We want everybody to start from the same age? We wanna have a common understanding
of where we are, where are you as a um what are some of the trends that you're going
to be facing? What do members of the community say about you as an organization?
And what did they say about the future they want for the government and county and
really putting that all together, integrating it into some meaningful data and then
presenting it out so that you have information that will help you to think about
how would you be successful in the future and possibly moving some of the obstacles
that might have been in the way of you being able to achieve the ideal.
So our approach to the environmental scam, we have had lots of conversations with
people. Um We had a virtual engagement platform called, that
was um an opportunity for people to go online and take a survey and uh post ideas.
Um We did an employee survey and you'll see some of the data from that. Um We conducted
some focus groups with employees, the native, those in person and then we reviewed
other county documents and really any information we get our hands on that focus,
put together a picture of the currency.
So I'd like to open with a conversation about the words that best describe Jefferson
County. So um I think Renee I'm wondering if I could give you a easel and if
it's possible that if their room set it up in that corner and that we can make it
work that and the monitors.
So start thinking, what are some words that you think of? When you think of your,
of, of this place,
please
got a whole bag of,
well, it is it stable?
Little crooked? No, I
Exactly.
I can it go down that slow down. Too much. Yeah.
There we go. Right.
So, yeah.
Yeah. Close enough. Close enough. OK. Perfect. All right. So we got set
up chart so she can capture some words. So, what do you think of when you
think of, think about it and how you could describe this place to someone who hasn't
been here before?
Yeah. What, what words come to mind? I, I'm writing a list over here if you want
me to write it
up.
Community big words. Huh?
Mhm
I'm still in Sanskrit. So wild, wild, wild. Yeah. Read it. Renee Totally
Green
legacy. I was gonna say
collaboration,
collaboration.
And then resource was the last one on my list. I was writing resource
or some other words, I would add um the little lot like old um
precious
some great ways. I'm
natural
pigs, small than back. Natural world room
small but vast.
Oh, right. Bye. There's a caller on the line
ending in 524. If you're an elected official or um department director, could you
hit Star Nine to raise your hands?
Ok. Let say I'm changing
that.
Hm.
Resistant to change the aging and resistive.
Mhm.
Mhm
hm.
Um uh Let me say something like uh divided or which
inequity? Mhm
Maritime. Yeah.
My cousins. Mhm.
Creative use of the space for today.
Mhm Beauty.
What do people feel like when they're here? Inspired in a spider? You know,
pissed off. And the reason for that I get a lot of phone calls.
How about recalcitrate? I
people feel that out. Yeah. So, um
I think just coming out and
food cake
they have very um
you
forestry?
All right. I think we got a good list. Renee. If you wanna rip that off, I'll put
it over here on the wall and we'll refer back to it. So when we asked the community,
when we ask this question, thank you so much. Hey, that's a different question. What's
on your mind? We just, we just put a different title on the slide. We have the same
question that what, what comes to mind when you think of so jumping into the environmental
scandal, right? This is the environment. Oh again, this is you transition so
left out. Um And I'm gonna stand because like sun as kid, I'm better when I'm.
Uh so, so, yeah. Um
I think back to some of the things that Michell said, um my background is in government
and working in primarily in organ state government for a long. And so, uh you know,
planning became a big deal back in the eighties nineties and um continued to be a
big deal because it was such a humongous failure. Uh So when I talk about planning,
I like to talk about why we plan it. And my favorite line
quotation is from Henry David Thoreau. I went to the woods because I wish to learn
how to live deliberately. And that's what planning is, it's learning, it's, it's
setting a deliberation for how you're gonna proceed. And the other favorite quote
that I have is um from Buddhist Monk named Jack Corel. And he said he wrote a book
called Wherever you go. There you are. And that's what this is about. We've been
around, but this is where we are, this is the environmental skin because like Michelle
said, we just want to start from the same place. And unless we all agree with the
same places, unless we have all the same information, we can't build in a united
direction. So environmental skin, when we ask people in person on the social pinpoint,
um everybody we talked to uh Maddie are genius working with the computer and uh collecting
all this information, put it all together in a graphic. So the number one thing people
talk about was how as it gets smaller, these are words that were mentioned over and
over and over again, but not to the same extent. So housing people affordability,
business support a lot of things on people's minds. Uh So this is just an overview.
It's pretty, so this is also pretty good in the shower. Yeah. All right.
So I can't see this walk around, I can't walk around
this population right now. It just talks about how your population has grown. I'm
sure you all have a chance to see this. It also talks about the household incomes
that you have median home value. Now, um 3 62 3 median homes value that's not the
same as the sales price. So I went on Zillow. The median sales price for a home
in Jackson County is about $565,400 in King County or the rest of Washington. It's
about 569,000 and some change. So you're right up there with the entire state of
Washington in terms of what homes are settling for these days. You're high in high
school graduations, residents living in poverty and of those 2.21 point
six percent of the Children in this county live in poverty. So Michelle and I did
some looky lo today to find out what poverty means. And basically, if you're making
less than $30,000 your family's in poverty, that's, that's, that's nothing right.
Um Yeah, and
those are 2023 numbers. Yeah. So this is kind of uh you know, if, if, if these numbers
mean anything to you, uh you might want to later come back and say we need a strategy
for housing to address the problem um for housing for, you know, income and I would
point out the household income for you. Look at the state for the entire state. It's
more than 20,000 more than that. So you've got kids in poverty, you have lower income,
you have very high housing costs there. But you already know the data bears it out.
So next is your overall demographic, racial diversity. Um
This, I, I, I think what we were looking at earlier for the state of Washington,
um You're, you're less diverse in the state at large. Uh We heard a lot in our conversations
with people about their desire to, uh have more diversity with them. Uh Jackson County,
um, age ethnicity, everything popped above. So whether or not this is gonna be one
of your strategic goals to make any changes with that. It will be up to you.
Age. Yes. Yes. Um
The 39% of the people are over 65 or older in the state generally, that's
21% the 23 or 25% 60% higher. So, so this is much more uh attractive to the people
who are maybe looking to retire here. Um, but it is much higher in the state as in
Germany. Mhm. And with this number down here, those 20 or 18 and
younger, it's a much higher number than the state. If you look around your community.
This is probably not surprising data to you. This is sort of what you've observed.
All right, this is just workforce. Uh anybody have any comments on this in terms
of what it was, it surprising to you to see which, which uh uh economic areas have
shrunk and which have gotten larger. Was this a surprise to you? It was surprising
to me. Not to see things like forestry involved here. Uh Because whenever I come
up to this area of the cuts and I go, oh, this is a very busy area where they're,
they're taking a lot of time uh working in the forestry industry. But this is health
care services, buildings and grounds maintenance and apple is here. Health care is
increasing, business and finance and architecture. And this should have a little
line. I don't know why it went missing but your natural resources is only 12% of
this pie, which surprised you would think it would be more than that, that you can
see it's smaller than several of the other. Well, it looks like it also has construction
and maintenance with it and construction is probably the biggest part of that probably.
Yeah, but might might be. So any questions about this, any comments? All right.
Unemployment. So we can see the effect of the pandemic here very clearly and
then the end of the pandemic. But things have been creeping up since then. So next,
yeah, this is the last one, the last one. Yeah. Um Talk about the median
income being 57 still lower than the state as a whole or the wage. They have
45. Is that because of multiple incomes or because people that are retired with incomes,
that's pushing it passive income, pushing us into this, right? So, I mean, when you're
talking about that most impact the group and it really didn't even the number that
we just saw before. Well, I mean, I mean, if you really kind of think about those
numbers, it should not come as a shock that you have, um, you know, a higher, a much
higher percentage of kids in poverty here than in other places in the state. And
think about labor rather than
so quality of life housing units. We've heard a lot from people about the availability
of housing and whether or not this, you know, nearly 20,000 housing units is sufficient.
Um Yeah,
is up for grabs. I'll just leave it at that. Uh gro me gross rent over $1000 again,
if someone's making 30 $35,000 a year, uh how do you pay your rent that comes pretty
close to or more than a third of your income right there just in rent and Renee can
I make it closer in here? Um It's considered to be a cost burden houseful that you're
spending more than 30% of your total income on housing. That would be an interesting
statistic to try to find a world. The interesting few of that 1079 million
gross rent. How many of those are associated units? But don't have, you know, facilities.
And then if you look at this, you know, if, if the mortgage is 16, average mortgage
is $1600. Once again, that is completely outside the reach of probably many of looking
for living here. You know how they stack up to the state, the number that I can find
out really quickly when they keep going and I'll look it up and come back to it.
Ok. All right, because I can, it won't mess up the screen here. So let me do that.
So, um, employer establishments over 1000 employer establishments. But do you guys
have any idea of who the major employers in the state are in? The county are hospital,
government,
city, county schools, courts every all of that. Uh So, so as much as you
help run the county, you also help support the county by providing wages to the people
who work for the government. And the county civilian labor force is 42.8%.
And this was one that surprised me because I heard a lot about broadband that there
was a need for more broadband, especially in the rural areas. But this is, it's an
87.7% broadband access throughout the account. So um even though I heard a lot from
folks who maybe have exclusive contact with rural areas, that's where it was coming
from. So, and where did that? Where did that statistic come from?
Yeah.
Um so the, so it says good broadband, it just said gross rent uh
for the state as a whole is 14 39 and the median
mortgage is 2054. So you're lower here. Yeah. Overall.
Overall. You should
you in a small,
all right. So we wanna go. Are we ready to go to the next slide? So, ok, we're good.
This is just a fun one. You're number five for best counties for outdoor activities
in America.
You're third for best counties for retirees in Washington. You know, the first talk
to San Juan and
over in the far south east Wall Wall, right over next to Idaho. Oh, wow. Yeah. Yeah.
And uh American people there.
Yeah, it was very good. Yeah, because every everything uh and ninth healthiest out
of 36 Washington County.
And I think that's actually something to be very proud of because uh with the resources
that are available here and I'm sure that the uh the pressure on health is, is impressive.
Ok. Count perspectives, stakeholder input. This is what we did. Um We
compiled all of the stakeholder input from the survey responses that we got on um
social media to the individual interviews that we held and we uh compiled um from
the themes that were identified by the elected officials. And um all of these specific
ideas for improvements were captured for consideration. So I don't need to read this
to you. That's what Michelle was talking about earlier. All of the different ways
that we try to compile information in order to establish what things look like in,
in county right now. So the pinpoint
there's a lot of engagement here uh So over 4000 total visits, over 1500
unique users average time they were on the social pinpoint was over a minute and
unique stakeholders. That means the people who actually engaged wrote something down
offered a comment. Um And at 1100 oh pardon me, 101 11,
111 comments total. And um many used all of those
comments. We'll see some of the the responses that we get later. Can you, can you
guys talk? Because not very few of the people in the room have a sense of what the
scale of our stakeholder outreach was. I mean, we had a list of oh yeah, more than
500 people that we sent survey surveys too. So we worked really hard to build as
exhaustive on the list as we might think of the emails that we could collect uh lots
of individual surveys that went out to people who responded by email or otherwise
uh to, to us. Uh We had uh in person interviews with how many of those I think we
had close to like uh it was more than 50 I think individual interviews. We had the
employee, uh two different groups of employees that we interviewed. Um who else did
we interview department leaders or all, all of all three commissioners and stakeholders
in the community, right? Um What I would like to say about this social pinpoint data
is that you think maybe 208. Um people who, who actually did something on the site
is a small number. It's not a small number. This is a positive method of getting
input, but it's an important one because there are some people who would never participate
in, in an interview wouldn't come to a community meeting. And so this is another
tool and these are actually really good numbers for uh counting your size. Um We
have much larger counties that have lots and lots of resources to promote this, that
I have to hire a 12% communication shots that are pushing this out there that get
results that aren't as so to speak. So the idea that strategic planning is you're
not going for numbers, right? You're, you're going for different modalities to gather
the input offering and you could offer it like, you know, the peral phase, you can
lead a horse to water, but you can't, they could drink, we give the opportunity and
then people have to engage. Um And so the, but the bottom line is you're trying to,
you're trying to offer lots of different modalities. And then what you're looking
for are themes that start to emerge and the themes emerged early in the process.
And it, it's almost always the case in strategic planning that you start to notice
the themes about less than a third of the way through the community and stakeholder
engagement process. It's like you saw that big thing, housing I mean that when we
started having conversations here, this is what I'm hearing is housing, housing,
housing that you hear that in other areas in a similar way. Number one everywhere
right now, pretty much that the cost of housing is a critical factor. It's gonna
be local government that we've been working for the past three years and especially
since the market just went crazy crazy during the pandemic and immediately post pandemic.
it truly is post pandemic, which I don't know. Um But yes, it's a huge issue and
the community divisiveness is an issue. Um Although we didn't hear a huge amount
of stakeholder interviews and so forth, it was mentioned and it was, especially among
the employees. I will say that's something that they recognize, they feel they have
to deal with when we get to some of the things we can talk more about how you compare
to some other um areas of the country that we're working in. So these are just some
of the comments directly from social pinpoint. Uh You guys have had a chance to read
these uh can't read them here. They're mainly uh trails, nature, keeping things wild,
having that, that, that nexus with the wildness uh of what we have here in, in Jackson
County. I, I like the ones that Maddie selected because I think they are so in alignment
with many of those names that we learn. If you're interested, we can pull down all
111 comments for you to read. And this is just, it's mattering. But he selected the
ones that just online as we talked about. One of the themes that we started hearing,
we went through the process. Oops,
maybe one more. I think that's there we go. Ok. Yeah, I don't know,
I don't know what that was. So, again, um this comes from all of the different uh
areas that we have this,
excuse me. Um, and, and again, interesting, depending on, you know, who you ask and
what you, what their concerns are. Um, transportation being the number one. Uh, it
really surprised me. It surprised me too because I did my personal interviews and
so forth. I didn't hear anybody mention. I think that, that for one person mentioned
transportation only that they would like to see more options for people in rural
areas to have means of getting to, uh, not just for, uh, port towns but to areas
where retail services are available that we need. So what I will say this, it did
not surprise me. It didn't surprise me to see it in the top three because almost
any time we conduct a survey for, um, a county government, not, not a city government,
county government. Um, looking ahead to the future. Transportation is almost always
in the top two or three. And I think people tend to know that county has responsibility
for roads or bridges for that type of infrastructure. So um public safety is usually
in the top four. Community health is usually in the top four and then the other one
is typically the environment. So those are you go anywhere in the country and you're
buying was I think we have a very populist in, in different order. But, but reading
the comments, it, there were a number of people who were uh equating city streets
with the county or comments on city streets. I wonder if he backs out people who
are mistaking that city streets for county responsibility. If that would be different.
It, it could be. And it goes back to something I heard Heidi say a long time ago
that she was interested. I think this is a good word when you went out and talked
to people around the county that you were surprised that they didn't know what the
county did or, or what the limitations of the county uh services might be. And so
it, it may be that in the future, that's the kind of thing that we can kind of limit
so that we can get a more specific idea of what, what transportation issues they're
talking about. It's not just potholes uh but it's actually um getting from one place
to another, but I'm not saying not to
thank you for that. Yeah. Yeah. Yeah. And, and then this could also be like trail
evidence but also sway that. So,
so before we go any further, I wanted to remind people to uh there are food and snacks
in the back back that people were very kind to bring and it's perfectly OK. You get
up and go help yourself.
You just kind of some things
we, we can, we can pass that, we could pass things around. Ok. You want to be that
way. OK. Uh community priority, community perspective. Uh What are some of the things
that Jeff County does? Well, I heard this over and over again, public safety being
on the top and public health being at the top as well. Uh Everybody was very uh happy
and content with the kind of services they receive and lucky here, this isn't too
far down, lucky. It's um they understand that it's hard work they do. Uh So what
we get next to, yeah, any, any conversation about that when I want to skip over?
Um Also a little surprising because there were a number of comments about, um I was
surprised at how many people mentioned like crime, um pregnant of drugs. Um
Like, so it, it surprised me that this many people said they do it well, but there
are people who are very clear, concerned about and it might be interesting in those
kinds of situations always to, to find out what the demographic is too, uh who are
making these comments. We didn't have the ability to do that with a certain, it's
true and what I what I'll also say once again is that, um, public safety falls in
the top three of almost any, any way you ask the question anyway, any time. So it's
important to people. Everybody wants to feel confident they're living in a safe community.
They need, in some cases, they don't think their local government does it well, but
in a lot of cases they think the government is doing a good job of it. And in the
third hand, they want it to be even better. So it's like it's all three
public health is
comments about the, the health department. What a fantastic job probably did with
during the so.
All right, what are some things could be better housing? Right, at the very top of
community development, permitting and inspections um dealing with the um Growth Management
Act. Uh specifically, I've heard a lot about that. Um and they will never stop complaining
about anybody else.
Everybody's happy. Everybody
that's not good. But one of the interesting things to me is with, with housing being
at the top of everybody's concern. What do they know or what do they believe the,
how, what the impact of the county can be on house? How does the county uh impact
housing? Most of the folks that I've talked with, um think it probably they think,
you know, property taxes are lower that will solve all the problems in the world,
right? And housing will be available and um that right, So there you go. There
you go. So, uh, so while that is a major concern, there may be a disconnect between
what they understand the, how they can do to, to impact that. So other thoughts or
questions on this one. All right. Anybody hungry? I just wanna make sure people are
eating. Caro was concerned about her. I was, there's plenty to go around. No leftovers,
time, employee priorities. Um, this again specifically from the employees.
Uh what do they, what do they think should be prioritized in the next treatment plant?
My guess is that there were a lot of uh shares, deputies who said this
uh public safety is number one uh effective government, criminal justice, emergency
management. So a very different perspective internally than we see from the external
in place, know what the accounting functions are, right? They, they understand that.
So you expect there will be some differences between the employees, right? It's interesting
in that last slide that the second one is uh accessible, effective, efficient and
effective government. And the second, the last one,
I think we have AAA duplicate or for me to find out uh from which is
accurate, Nady, it's a different, it may be different because my distance from my
experience talking with employees, they feel like they're working really hard to
deliver. Think it's something that I'm gonna, I'm gonna, but it could come out, it
come could come out in different ways too because when they talk about how hard they're
working. They talk about the need for additional staff to help them be effective
and efficient and serve the customers of the, to their level. 25. And I would think
that might equate with the, um, wages, 75% of the employee.
Well, in my mind that tied back to a lot of the cost of living comments, it's not
fundamentally the wage. I mean, it's, it is, but it's the cost of living and I pull
that out. Yeah, let's just, we need to begin work trip. We can afford to live here.
Yeah. Working wages, working wages.
I sent the message to Maddie. It's just two minutes after five. So hopefully we can
hear back from her. All right, employee perspectives from the next one. Yeah. Ok.
What are things Jefferson County does? Well, public health, public safety, you're
up to number three money. Uh,
and for, and for so, and, and again, when I talk with employees, uh, I will let you
know, they were very proud of the work they did and they were proud of being able
to deliver good services to people. Uh, they just would get frustrated sometimes
that as soon as they got somebody trained up, they got a better job offer in the
county where they weren't there and sort of put them back a step. So, uh, things
that the county could do better on the next one. Housing and again, a lot of people
say they can't afford to work in as a member of the uh uh county administration because
they can't afford to live here. So that's, that's the number one thing uh they understand,
especially those working in um uh permitting and uh planning uh how difficult it
is to get information to people. And, and one of the things I heard mentioned to
me several times was they think the county could do a better job of explaining to
the community at large what that process is before they get to the counter and have
they have to say no, because you haven't got everything filled out correctly or you
haven't jumped through several coops before you get here and I can sign off with
them. So that becomes a frustration and becomes hard for them to make the customer
happy. Uh I employee engagement um
Seven, it sounds like employees don't feel like there's a lot of opportunity for
engagement. I, I think I had mixed messages on that. I will say, uh I, I think
that it's um uh some people need more. Uh some people uh need
to uh get their yearly performance evaluation on time and have them understand that
they're doing a great job. Uh Some people never ever want to get a, a evaluation
and they're happy sitting in their and not be noticed at all. Uh I, I think this
comment out of this category also kind of relates, relates to a couple of comments,
I read in the comment section on the employee survey about us having a disjointed
campus. You know, engagement is part in your W S US and A and, you know,
you know, whatever we're all spread out, like physically separate and that, and that
was the engagement really hard. This is also a national trend. So I, I tried the
Gallup P 12 which is a long employee engagement survey and the numbers are dropping.
They, they, they are definitely more because of the pandemic people.
It's hard, it's, it's been harder to engage. Um And so there's been people want,
I think, I think that there has been a lot of confusion created by a lot of the uh
stop and go, stop and go things that the virtual, virtual, great piece of virtual.
But that also comes down to questions about, you know, I'm not sure what my job is.
I'm confused. I, you know, I have too many jobs to do and I'm not sure what the priorities
are because my manager hasn't talked to me about this. So I'm making a guess. And
what if I guess wrong? And so there's that kind of confusion that occurs all the
time, but it has been exacerbated, seriously exacerbated by what we went through
during the pandemic and what we're trying to, how we're trying to find our way now
that the pandemic is maybe over. Uh and what, what comes now are we gonna go back
to the way it used to be? Are we gonna do something different and, and things just
change every day? We need to, we need to come up with new ways for ways to engage
because what we, what we know is that they don't feel as engaged across the nation
as they did prior to the, and I come back to the office,
but I'll, but I'll say this one last, I'll say this one last thing about that. When
we go into something else. Uh Both groups that I uh met with here in the courthouse
as they left, I had the comment from several people in both groups. We need to do
this more often. They wanted to have their particular say and feel like they reheard
whatever was going on. So, uh that, that, that personal engagement becomes even more
difficult as we're doing more virtual stuff. But um but we're getting better at it,
you know, but by the way, nobody has a great idea, right? Just now about how to increase
that engagement level. All organizations are struggling with that. Our organization
900 over 900 employees by getting closer to 1000. The majority of our workforce is
remote because we live all over the country. And that's a constant thing that our
um culture and engagement team is trying to figure out how do we keep people engaged?
So, no great answers yet. And they have the luxury of, of having a culture and engagement
team. So just a few dollars. Yeah. Uh So employee perspectives. Uh I think the, the
number one thing that stands out here is they want flexible workout which by the
way, culture and engagement is hr that, you know.
Yeah. Yeah.
Uh so um yeah, they, they talked a lot about the, the,
the um
the incentives they would have or that they think they need. Uh, they see happening
in other places that they don't have here. So I think that's where the flexible work
hours comes from. And it just sounds really cool to be able to work at home.
Not too far behind training. And, um, and, and not only just training but continuing
education was that I was saying well, and I will tell you one of the questions in
the P 12, 12 questions, one of them is, um, I have opportunities to learn in advance
that's really important to people that is considered to be engagement, right? So
that's a really important observation. Next one, um, in paid how electric, uh,
things that would improve the environment. Ok. Uh, cost of living adjustments. You
know, the number one thing that people uh have talked about is simply that they,
everything is more expensive. Housing is more expensive. Groceries are more expensive,
transportation is more expensive and they can't afford to do their job if they lose
their, their coworkers because they go work in another county who also bring more
money that the differences between counties even on this peninsula, uh, is significant
and, or the difference between the county and the city, they just, you know, people
are gonna go where they can make the most money now because everything is expensive.
So that's, uh, no problem. Just raise property taxes. Right. Martin.
Uh, other comments over there raising a comment.
He's, he's thinking about what he wants to use from that lovely spread, right? Thank
you. Thank you. There's fudge cooking the we'll just take a quick break and
yeah, and then we'll process, once you get your food, then we'll start processing
what we heard. And these are just some of the comments that stakeholders made about,
you know, what would an ideal future look like? And these are the themes, right?
So these are the things that had to come up many times before they made it onto this
list. The thoughts comments, I don't see anything about unicorns in here. So
yeah, I was just fine and
although I will say, you know, protecting the environment and make it easier to build,
and those two things are really hard to balance. They are, they are, there's paradoxes
and inherent there that, that mhm Yeah.
Photo. So you want to stop here, you wanna go through priorities or OK, let's go
through these priorities. Let's make it to where we may have to. Why? So let's get
these for priorities from social pinpoint where affordable housing, economic opportunity
and job and business availability, environmental protections, recreation option.
And you're exactly right that those things just sort of meet head on uh, stakeholder
interviews, affordable and accessible housing, livable, competitive wages, focus
on middle class and lifetime cycle to attract and retain people sustainable growth.
So you got, you got a lot of competing factors here, a lot of desire to see positive
change and it's just up to you to figure out how to do that. No problem, right?
And then a place, surprise employees have cost of living adjustments, more
opportunities than advancements, more services in rural areas which I thought was
very and housing opportunities and homelessness, focus groups, wages are not competitive.
That's true. Even for the private business, not just for um uh the government businesses,
uh high turnover rates, non centralized workplace uh kind of making progress uh like
uh building the soaring head. So
oh and the third bullet point from the focus groups go straight to your point about
it. You, you, you're deferred, it's hard to, to do that kind of collaboration. But
if it happened easily or when you have to talk about and, and the next one is uh
what the stakeholders and commoners want. Thought that the the uh top priority should
be in terms of the next 1 to 2 years or 3 to 5 years. Number one growth in infrastructure
planning, environmental protections and expanding all services throughout the county
being their highest priorities for the next 1 to 2 years and then followed by housing
options and regulations, creating availability of livable wages, recreational opportunities
and attraction of younger families that gender diversity of. I thought the grouping
of these was really astute because those things that are in the 3 to 5 years take
longer to develop. So people were very thoughtful and smart and they were commenting
on the differences between understanding that, you know, magic doesn't happen. So
what do you think about this one, this with confidence levels that were expressed
uh in terms of whether or not uh these can be so very, is this um the
public or is that it's a combination of all of it such a great place?
What I would, I would, I would I reflect upon interviews and, and Renee um please
jump in here too. Um While, while this data was really sobering, um People do feel
that this is a great place to live. But the two, because when we asked people, we
had, when the survey, when we were in interviews, we had this opportunity to ask
people, why did you mark it below a four? Right? And what people would say is we
have really big challenges that we have. I had the same, I had the same thing like
I'm just being realistic here. You know, there's not only so much uh human uh resources
that we have to put towards these problems. There's only so much money we have to
put towards these problems. And so while we would love to chip in and help them achieve
those goals, whatever they may be to solve these problems, um it's gonna be damn
hard. So I think that's a realistic number, you know, I mean, people, people talked
about, you know, your remote as being AAA huge obstacle. Um So it's the bridge, by
the way, the bridge,
yeah,
reach the levels that it is in King County, for example. And how, how do you ever
dial that back? You know, just even in some cases getting the resources here that
you need. So there's really some big kernels that people have perceived. All right,
we're gonna take a break here so that people can grab a little something to eat.
We're gonna do the slot analysis when we come back from that short break. Um So is
10 minutes, 10 minutes for them to grab something? Does that work for 10 minutes
as well? Sounds great. Record it back
back.
Yeah.
Right. We're moment late, but we will come back into session and move on back to
back to the show and move on to this walk an hour.
So let me be clear about what it is for strength opportunity. You found them, we
do able to analyze your current before we decide on any strategies that would be
part of plan. Um It allows you to make the most of your strength, try to work on
some of your weaknesses and see if you can remove some and working on some of the
issues that are gonna be important to work on in the next five years. Um Some strengths,
weaknesses, opportunities, challenges. Here's, here's what we derive from through
the environmental scanning process. And we want to start with these and then the
question we ask you agreeing, these is, is there something missing from this that
you could identify as a strength, weakness, opportunity or challenge? And Renee will
report the things that aren't on here. And don't, you know, if it's here, we don't
need to talk about it. But if there's something that's missing from here, then we
want to talk about it. I'm sure
give you a minute to process that you see. OK, under the strength. Can we just add
to that bird's bullet? Um Apparently, I mean, a, a lot of what
I love about being in, in our community is the heritage that's here. So preserving
the heritage as well because I don't see that. Yeah. Well, I know a lot of people
who consider that an asset in our community went to
anything else in the strengths quieter there. What does it add to that like sense
of place and choosing to be here? Like this is not a place you can easily just end
up having accidents, real intentionality, uh intentionality around the sense of place
and, and, and then living here. Yeah, it's not easy intentionality of living here.
Yeah,
that's a string.
And by the way, these are pneumatic, these are things we heard over and over and
over again. So, um,
you know, nobody's gratuitous when you see um, the
12345, the fifth bullet and then six bullets.
Both of my employee groups that I spoke with said, one of the questions we asked
is if you say anything to what would would be both of them said, thank you. Said
what? Thank you. I saw one comment asking for
that was his comment.
Do you see that that reid do not agree on the definition of sustain that. Yeah, so,
oh, there's only one definition of growth that I've seen that we can kind of like
nail it down and that's actually um the nationwide except with the definition of
smart growth, right? We didn't get clarity when we were talking to people about what
is the right kind of growth. So I think there's, there's disagreement on what is
the kind of growth that we want and can have if we wanna, you know, have a good economy
and sustain naturally. Several, several, I beg your pardon. Several, several folks
to give an example. Several folks that we need a Walmart. We absolutely don't need
to travel over to Fort Angeles or to Silverdale or some place to get doctors, right?
We need uh some options for uh, at least greater retail options in Jackson County.
Uh, and other people said, don't, you know, there, they have stores that there should
be mom and pop stores. That's all we ever. So that's, I think
that's up to you. I don't, I don't know if this spins in those structural barriers
but, um, I think income inequality is a massive weakness. It's really destabilizing.
Yeah. And that is part of that. But I think it deserves to be called out. I mean,
like just under the challenges, the lack of economic diversity, we unfortunately
have quite a bit of inequity. I mean, really, I would probably restructure that,
you know, a lot of inequitable, inequitable opportunities. And when you think when
you talk about inequality of, of, of wealth. Yeah. Uh One of the things that we were
talking about earlier is 16% of the Washington State is over 65 years old, 39% of
county is over 39 years. And I think a lot of those folks probably have some of that
wealth that we're talking about that creates some of the in
this change from lack of economic diversity to um inequitable.
Yeah, it and it's under, yeah, inequitable economic opportunities a way to say that
any other points you would add to any of his Quran. Is that on? I mean, it,
it, you know, I mean, they, they do reflect with mom and I I will tell you this is
not hard to write them because there was so much alignment across all those different
data source that you mentioned. I think one opportunity um that it
presented itself over the course of the pandemic was telecommuting.
Yeah, remote work, the ability to not work from there, which could, you know, you
could on that you can attract the right businesses and agrees inequities within the
staff because not every job. Yeah, in terms of the workforce, but also training opportunities
to advancement of education. I was talking about it from the perspective of not the
workforce. But yeah, very
all right.
Say that a free trade, agriculture
and industry.
Yeah.
Is there any opportunity that exists as the county goes from less of the forest
oriented industries to
whatever comes next? Is, are there opportunities, there is coverage to describe that?
Is that all you say that um um room for innovation and natural resources,
especially with like eco services, cut and new products,
you guys gonna have lithium around here. Yeah,
soon as we do our Countywide mineral research inventory will know
anything else on the stock. I mean, some opportunities, I think there's a lot of
funding opportunities right now
and the surveys are pretty popular that are very real
and um more stupid from that place,
federal and state funding opportunities. I guess that funding sources are expanding.
I don't see climate change because there's not like threats. Basically it's a spot.
Right. So, but, but in the comments, I saw it a lot. We should as a, as a, as a challenge,
rather a weakness or a challenge, I guess. External. Yeah, climate change goes.
Yeah. Another, the challenges are external. Is that right? Like if, if we're doing
a swap, it's a little bit different. Ok. In government, you, let me say it's both
internal and external. Ok. But I do think our, um, our state's taxation system being
really regressive, it uh exacerbates quality. Yeah. Which makes it harder for us
to do things like raise property taxes for, you know, something that we're, we see
as valuable, you know.
Mhm. Really hear that. That's a very good point. What I did hear frequently
was that the G MA does not fit needs of counting. And I, at least two people anyway,
a lot of people, two people said they would like to see some sort of collaborative
government effort to go to the state legislature and ask for exceptions or something
that would make it easier to do the things that this particular county needs to come.
I G MA. And so, so I think, is there a little bit, but in the community, I'm
hearing it often right now as a weakness because a lot of the Latino volunteers are
aging out of their volunteers. So there's, that's a challenge.
So we hope to offset the strength.
Anything else starting out at?
Mhm. I think again and back to taxation is that we, we have so much leakage and,
you know, so many tax dollars and that in other counties. And, um, you know, again,
it's a paradox. That's why you don't want, you don't want Fred Myer ha,
the relationship with the state is I'm not sure, but that would go under it. But,
you know, I mean, being a, to the state, you know, often people have expectations
that are out of our control to you. So, I'm not sure. Yes. But it's just right
often too. They're just a very pretty
all four of them. And that's kind of the water. Yeah. Yeah.
There any challenges explaining to the citizens, what it is, a county can and can't
do, is that a communication issue that is important or?
Well, we don't, we don't have account because typically when people get engaged with
government, they're either engaged because they're upset about something or they're
engaged because they're trying very hard to advocate for something they really want
and in between you don't hear from them. Right. So, it's, it's, it's one way or the
other to, and especially with county government, but more so than city government
because it's just, it's one step move. But it is a problem that a lot of people do
not have any idea what county government does. City government is just a layer closer
to you. And we know more about the Congress usually than, yeah, so I'm here to say
one because we're, we're talking a lot. I know that's the purpose of tonight. But
is there anyone else in the room who looks at these four patterns and goes those
dummies that haven't even gotten that right? Was going right with anything that anyone
else in the room? Give it a glaring great question.
It's really appropriate place for staff to, to come and eat.
We will.
Hm. So, I guess the question I have is on, on the um, like when you're figuring out
where something goes, like a housing availability and affordability is a challenge.
That's also a weakness. You just have it in one and not the other but in both places.
But yeah, I mean,
it probably goes in we too, right? Because it's, you, you don't have a, you don't
have the right housing, right? I, I won't even say it's, it's just about affordability.
It's having the right housing for the.
So that would be then under opportunities you have an employee, your attention, which
seems connected to that piece where and maybe it's somewhere else on here, but people
can't afford to work here because they can't afford to live here so that we can attract
people to provide the services that are needed. Is that somewhere I think that that
needs to go and challenges um, employee retention and, and it, it all circles back
to a lot of it circles back to affordability, your attention and the
direct recruitment and retention because that we, we, that is something that we've
heard that sometimes you lose people in the recruiting process because they can't,
they, they can't make it work. We've actually had people come here work for six months
and then we buy,
well, there's multiple stories of my family of departments trying to hire someone
from out of the area and then not being able to find a house there and they couldn't
take the job. So, you know, it's a real, but housing is the biggest word and the
word cloud. Yeah, I think something I heard in the previous, uh, environmental scam
was the level of service was really a strength. Any level of service is a strange
and of course, people always want more. Yeah. And I don't wanna pay any more taxes
but I want more of that.
Yeah, these are great additions, sorry, one more because the weakness, weakness is,
is lacking some votes perhaps. Um, and not saying this certainly as a, as a reason
not to take action or an excuse or what we can control, but sometimes I feel like
it's outside forces or systems larger than ourselves that have these huge impacts
on us, especially like around the, like, there's only so much we can control, we
can't really control that directly anyway. Um, I mean, certainly there's a, you know,
there's an issue around providing housing and, and relative who want most expensive
things. But nonetheless, um, the cost of housing is, is in the last few years. And,
and so like anyone that it's
like the weakest would be sort of being the recipient of the systemic effects that
are. Right. Well, I have so many leaders in this, right, when it comes to trying
to, their address been an issue like that.
Ok. It's probably a better word than, but, um,
uh, territorialism, I think it's something that's a real challenge, dealing with
good policies for challenge or weakness. I say a little bit more about that. So we
say that um I got mine, that's enough is really
what I mean. I, and I, I think that it, it's much easier to, to challenge uh something
that's happening and you don't have to give justification for the no action alternative.
You know, like what, what's the consequence if we don't build this house is, is rarely
a question that we ask. Well, and we see we've seen a lot of this over the past two
years where um there's a people have this ideal place they want to move to and then
they get there and then they want to shut up the gates, right? If they don't want.
And like, let's not say how good this place is because then more people will come
and then our quality of life that we were so attracted to will diminish, right? That's
a very real thing.
Yeah. So there was not a comment from many slides ago. There was a comment that it
was, uh, you know, we don't want big box store here, but
it seems that really be kind of in that, you know, young people are gonna need shopping
opportunities to go, you know, they're buying diapers and stuff for their kids and
writing 45 minutes.
That is a major challenge,
right? Did you take in the age, did you pull apart? Because I think in the comments
if you could break it apart by age groups would be telling as good. Who saying what
comments if you can start to see some group, we, we didn't, you have a way to tease
out because I think you, we have such an earlier interesting uh demographic and it's
so heavy. I put that don't have a uh you know, Bill Curry and, and
our um demographic, not too many, lots of other demographics here, but it's hard
to tease out. I think where these stories are coming from without. We're looking
at this unusual if you go back and you look at some of the, the break that you had
earlier with this small percent of Children under what 12, I think it was and, and
the large, large group of over 60 fives. So what's, what's obviously driving the
economy right now? Are the overseas? 65? Oh, it's probably 65 to 85 which is only
20 years. Oh, it's the 19 to 65 which are captured in 40 years. So, your data is
a little bit off and telling the real story. I think just because we don't have that,
you can start to see that where these, I will say that it doesn't do a lot of good
to gather the demographic data when the survey from the outset is not gonna be.
So, so, so you did not set out to do a survey to do that is about
$30,000 I think just
being, you know what I mean? Because I only, I'm only operating and all that and
it does mean that the younger people, you know,
and they have been here and they're gone, they move here, they love this place and
they can't be up if, if we put the different data points together that we showed
him, I think we can make pretty accurate assumptions about what was going on if you
don't, if you need a lot more data to tell us what the real story is. It's I think
it's pretty, I think the people in this room have a pretty clear idea of what, what
the actual challenges are in experience, like the concerns and needs of, you know,
being or like when I see like, hey, we need more trail like if I read
like uh but you know what, we need an education, right? Um And then you, you
know, a general and child care. Oh my God, child care. I
did not come up as a big thing that I had, I had several people mention it to me.
Speaking of anecdotal knowledge, like that rental figure that you put up there 1000
something and there was census. So is that like the last census? Because they will
say that like just if you go and say like the Facebook pages for the local rental
things where people are chatting back and forth, I mean, it's easily, but the average
that I see is over 2000
this sense of data for what it's worth. Because two years, we're now three years
out from the things change dramatically in the housing market. The only way to get
something under that would be if you by yourself and be like have a in someone house
otherwise you talking about. Yeah, I mean, the sense of data is already out of date
but it's the best that we have unless we commissioned, you know, the special firm
to come in here and do a whole economic study just on you more and more so. But we
want, we want
to bring up a challenge. I say that like that's not really realistic compared to
right now to the employees or the new people that want
1000. It's double that easy three years later and the housing market shift in dramatically.
All right, you ready to move on? All right, I was gonna add one last challenge. Um
And that's uh how do you remain optimistic when you see the um the
difficulties in, in um housing and affordability. So it's, it's the, this optimism
is, is something that I think is important. But how do you, how do you, what's, it's
a challenge to, to maintain that optimism in light of what we're seeing. And, and
I, and I just want to highlight because uh I think um I think that was uh Josh that
mentioned that, that um things are becoming more difficult, the building codes. Uh
So things are, are actually moving the wrong direction in a lot of ways and we have
no control over that. And Bren Michelle put up the slide again, the the crop rates
that that's how the people can feel too, is not really optimistic. It's everyone
agrees, this is a phenomenal place, right? Everybody talks about what a phenomenal
place, this is, it's looking forward at what your obstacles are and what you can
and and may not be able to address and how that will change what that you have defined
as quality of life there. And then, you know, they're all saying the journey of 1000
miles starts with a single step. Unless you try, unless there is a concerted, deliberate
effort to impact 12345 different goals, then wherever you go there you
are. Well, and this the thing about plan is that some of these things require along
the line to address. And so what we want to ensure is that your plan has some short
term. Um So uh action it can take to start to make progress. So
it's, it is overwhelming. You can start to go
back for, for our, every everybody who feel who don't feel that optimism because
um I can't imagine being deeply invested in your work.
Uh pessimistic about the future of the place that you are working. So, you know,
so yeah,
do you guys get up to us always?
I mean, I was able to buy into the real estate market here 25 years ago. So I'm doing
so much better than a lot of my peers. But without that, this would be a very hard
place to live. I couldn't live here if it wasn't for my mom supporting, subsidizing
my rent. I have someone who works with me that's big, you know, small family, helping
people. And so I feel bad for them. I really do feel bad because
yeah,
that's exactly what I've heard. Uh Well, what uh Katie Kate articulated is exactly
what I heard it from some staff that they, they looked at the housing market, their
young families and they're like, oh my God,
how would you ever get ahead? No, no. It's a generational issue you write. And that's
not
the people who bought my house is important when I sold it. They were a young couple
with a new born, they lived with a second parents for two years to say they have
the slightest chance of being in the market. And,
and maybe one of the things to consider is how you as elected officials or as administrators
or directors and departments of the county. How do you communicate or convey your
sense of at least hope if not optimism to your employees, to inspire them, to encourage
them to say, hang on, we're, we're, we're making progress, look what we're doing.
You can help. So is that, is that a challenge and, and how you communicate that that
team effort to get to, you know, get over that first pump or first four houses. So,
you know, we move that process. I think the good amounts we're gonna get into um
the brainstorming work that we need to do here. So I'm gonna set it up and then there
is some lead um the discussion around the mission if you have an existing that we
wanna, we wanna work on. Um So you can use the word guided principles and
values inter in this case, we, we like we having to like the term guided principles,
but you guys have values and so that's just fine. Um So just to be clear about what
these different things are since we're gonna be working on for the rest of our time
tonight. Um Your mission is your purpose. Why you exist? I want, what is your reason
for being here? The vision is where you're going. It's what you are aspiring to be
right. It might be you aspire to because some of the things that you have now will
be the same and it would inevitably be something you wanna have to do. Right. The
idea how can we make this place that we need to put it in now, that is the
strategic queries are those new areas that you're going to focus on to move towards
your vision. And it can't be 10 things, right? It can't be 10 priorities. It's gotta
be a smaller list because if you got 10 things, your energy is gonna be dispersed,
your resources are gonna be dispersed and you're not gonna get anything done. So
taking a handful of bo experience and you might change that hand for this area, not
a difference from that, but it's the things you're gonna focus on to try to make
real progress for your vision. So we're gonna be working on all of those tonight
and then your values. This is how you go about achieving your vision and taking your,
your ideal state. Uh Those things that the public should be able to accept when they
see you carrying out your work, when they see you doing your work, doing the business
of the accounting that they can point to those things and say, yeah, that's how they
do it. OK?
So Renee, it's gonna start here with a purpose. This is Michelle just described this
in some detail, what I handed out to you just now, I just went randomly on through
the internet and pulled out a bunch of mission statements from the county is all
over the place I left County. But is there something to give you a look at to decide
for yourself? Is this a business statement? Does it describe what we're trying to
achieve, uh, what we're doing to, to reach our vision or is this a bunch of gobbled?
Good? That means nothing at all. I mean, if you were a citizen reading this, oh I'm,
you can switch, let's switch places because I'm gonna chart up this part and that
their current vision statement is a mission statement is up on them. So your current
vision stay and compared to the other things
enhancing the quality of the life of a present computer generator, how does that
when you're here if you're trying to,
is it something more proactive? One thing I was because I was thinking through this
and we don't see a single example in the this list of cognition statements either
is they're often very external focus. Like what is Jefferson County going to do for
the revenue or the Jefferson County? And a lot of what we heard in environmental
scan, it talks about building kind of a cohesive team and I'm just wondering about
referencing that team, you know, um I don't have any word but, you know, as an inclusive
team, definitely want to, they're just, but what is different county even
exist.
Oh, you're ready. Um, well, I know why does it exist? You're saying that it's not
appropriate to talk about who we are when we say what we wanna do, who we are now.
There's ok.
You, you, you could absolutely refer to something about your, your own county government
team in your mission statement that would,
um,
worth it, you know. Um, so, yeah, there's nothing there probably about
but it, it should be to, you know, why, why are you and what workers end up?
Yeah, I like the idea of implicating in the best way for employees in the mission
because they're saying we want them to feel connected to our employees, employees.
What else can employees do?
Other words that you would have, you would find,
we heard that a lot too. I mean, they, they answered the door of the county. I mean,
in all all instances, they're like the front based, the base, the base of the county
more than, I mean, less you're on the zoom call or more than we are, you know. Um
Something that I um I, I think of like if, if I think about my mission and what I
want to do is like is very much about helping people thrive whether that's employees
or residents like having the ability to thrive. And if you like great version, if
the haves and have nots, that's one of the we have here
seems to dry, you know, at all ages.
What's your favorite vision statement from television?
I don't watch
U Enterprise
to new world. Think out new life. Oh,
they're living, they're living a vision but they're doing on the starship enterprise.
Yeah. So we just have
so employees provide, they, uh, they benefit, they serve instead looking away from
just the employees and what are the services you provide and what, what are the?
Mhm.
Support. A thriving team in delivering services to resident visits to ducks and go
support a thriving team in delivering services to residents and visitors to doctor.
I read that right now. My God say that one more time, Heidi. This is just, I mean,
I'm just on capturing it. Support a thriving team in delivering services to residents
other than visitors to Jackson County. There are things missing from it but I like
the words why they came out, you know,
but I think if we deliver those services to residents, then visitors get to get some
benefit from it. But we don't have to direct it to them. But some, I mean like
yes, basically we get screwed. We talked about visitors,
services to residents and businesses of Jefferson County. Take the bus out
to create a sense of belonging. It was important
to allow people to thrive at all ages.
Hm
You, you know, really if you think you really have something here, you got, you got
good words are words like news or um a,
we'll, we'll write, we'll write the statement,
we'll write it, using your words and we, we'll, we're good at weaving this stuff
together to capture your ideas. Well, I mean, businesses aren't just an after thought.
So, I, I agree with them that president, it's like a three legged stool of residents,
businesses and visitors. That.
Right.
Um, and I think the natural world and I think it's such a, it came up so often and
really that tension that I am now going to politics dilemma um between development
and natural world is if we can, you know, we talked about that balance over time.
But if we can actually
do, you know,
it's also foundational, it's like something about building a strong foundation for
all these things so
happen. And I think we try to, we try to be innovative here, which is not always
associated with rural county governments.
Um So that might be one of my birds to animate,
look into the future. We don't have to talk about climate change and the other challenges
that are on us. But that, that, you know, talking long term over the short term.
Hm The the idea I do like the idea of the present and future generations in here.
I think that'd be great not to lose that part of your mission statement. Um because
it, it suggests that stability, that sustaining foundation if you will, that Heidi
was talking about. So I think that the all of people of all ages also gets to that
because I like that, you know, really, if you're serving, truly serving people of
all ages who are building the future, future ages, that's not how I think that,
I mean, I mean, if you're not in future generations and you talk about that, you
know, the changing world that we are, are planning, but, uh, you know, it's different
than our resident. Well, but when I like, I could read that our existing mission
statement to be like we we if we keep up with the status quo, this will continue
to be a great place for retirees. We don't vary intentionally, create opportunities
that infrastructure, resources for families. It will, the market will continue to
serve retirees and those are the group and they will have no restaurants to eat in
and no roads to drive on retirees. Obviously, they're never Victorians and
they're falling down
one day.
I captured innovative right here and I just want to point out we can, we will revisit
it, but innovation is in your current list of values. So we will need to decide whether
it's important enough to mention it in the mission also or whether it's OK if we
talk about it in the context of values and it isn't a word in the mission statement.
I don't know the answer to that. I'm just making a point here though
um uh opportunities or uh to with the
you know, I love that
one time. Well, and that we might be bleeding over into the vision statement, but
that's ok. There's no right or wrong at this point. We're brainstorming. So we'll
see where I just wanted to add one thing because I think I heard that someone was
saying that making the county a great place to grow up and grow old. So you're bringing
both ends of the spectrum in that. It's hard for everybody in this room at this age.
Like the work, make a living.
I mean, one thing that's on the innovation front, one thing I've heard and I haven't
played with or somebody in the, we punch above our weight and
yeah. So it's like, it's, it's, it's a gets at the innovation idea. It's like when,
when there's a fearlessness or, I mean, we're a small but mighty. It's, it's all
this things. I mean, some of our, some of our team leaders are leaders statewide
in the work that they do. You know? You know, the only people crazy about me building
a small, beautiful serve.
Now, would you dig around in that bag and get the sticky note packet of sticky notes
out of there because we're gonna move to the vision here in a second. Any more general
brainstorming on the mission statement, but just a little bit table setting. We don't
exactly have crazy. I mean, you guys are gonna work on that. Yep. We're gonna take
a couple of cuts of this. We'll probably do at least two versions of it using your
words. And, um, we'll prepare that for or at the very bottom. We'll prepare
that for Friday and kind of have that group work on it a little bit. Um, and then
we'll come back to you with something in draft form that you can take and refine
further. But we're pretty easy.
As long as we have all your concepts, we'll get some, some dress. I think the word
sustainability talks about housing affordability as well as environmental sustainability.
Find different words.
We just do it entirely.
I was just thinking
all right, going once going to remember and we have sustainability up there.
I know, I know
the the big thing that
we want it, we try really hard to stay away from words, but sometimes clients like
them. And if we know that you want to stay away from those buzzwords, we'll find
another way to say it,
concept there. I heard that
the
air quality here.
So the vision of the future state is not where you are now, it's where you want to
be. And because it we don't want world peace is a nice idea, right? And it would,
we all love that. Yes, that's not a five year vision. Um So you want it to be
aspirational but achievable. So I
don't want you to limit yourself too much, but we would like a time frame in here.
5 to 10 years from now, what's, what do we really want to do? And what do we think
is possible? Ok,
if it's not, if it's, but if it's really not achievable, then how are you gonna get
people motivated and aspire to pursue us to look at it and go, well, there's no way
we can make that happen. So you have a current vision statement, you can go ahead
and read it, but I really do want you to do a from scratch exercise here. And it's
not to say you can't pick some of that, those words and that phrasing, right? But
what we're gonna ask you to do, I'm gonna give each of you a different color. I'm
gonna give you a marker, not gonna limit you, but I want you to
brainstorm.
But you want this to be like 5 to 10 years from now. Then when you
create these, I want you to write only one idea for your car. So if you want, I'm
making this up, we want cleaner water ways. I don't know that that's even anything
that you're paying attention to, but that's what you can put on your car. One idea,
cleaner water ways. Every one of those ideas put it on a separate sticky note and
anything is same, right? Any aspect of Jefferson game and you can even include internally
focused things. You want to have the most competitive workforce in the state, you
know, write that down. You got a market, market. Ok. Just start brainstorming on
your own. And then when we'll give you, we'll see where you are in five minutes.
See if you need more time and then when you're done, Renee, and I will take your
notes and we will start organizing them up on this wall. My gosh, movies ever.
Mhm.
Yes.
While you can.
Yeah.
That sticky nose. Tell me how the whole wall to work with.
Yeah.
And
like this
and ideally we would end up with the more concise vision there.
It's a lot already. And so I think that
so they start to go faster. Ok.
Yeah, I mean, when all is said and done I, I'll take a picture, we'll take pictures
of all the chart paper so you don't have to worry about
that like. Mhm. Yeah. Yeah.
Mhm.
Ok.
Talking about,
yeah.
Fun stuff,
fun stuff.
Thank you.
All right.
Give me another minute or so. It's not a competition. They have lots of ideas.
Yeah.
I don't know if anyone else you think but, but
go ahead. Sign
the
I'm sorry.
Oh yeah. A last for the wind right
over. We're gonna start putting these up here and once we get them, we're gonna name
them off as we put them on. Right. And then we're gonna start organizing them. Ok.
All right. So accessible services throughout the accounting
dogs allowed in the courthouse.
A path to multi 1000 or deadlock permit. Wait times are reasonable. So
I'm gonna start grouping them like as we call them.
Yeah,
the level rise solutions in place. But I don't see a thing. Uh uh
Integrity. Uh I'm gonna put this one. OK? This is a value. So I'm gonna put it over
here. We're gonna keep it, but I'm gonna put it. There are trades thriving, I think.
Well, that climate change. Yeah, I'll put this over here. Just put it. I put it right
here. Yeah. Uh This one goes here, farms and farmers thriving. Everyone's driving
protected.
I think that's probably gonna be about the environment. OK? Yeah, we can kind of
start. They're gonna start to show. Yeah. The is in
invigorated or invigorated? Oh That's that uh middle income housing
being built at pace. Well, first the housing
healthy collaboration towards the future.
I I put it in the values column for now, but we might move it. Uh Same thing here.
County team, well connected and collaborative. I'm gonna put it here. We might change
our minds but let's just go there for now and we work for 1000. Yep. Supported families.
You're welcome that the services. It's not something that
for Hadlock U G A that you, I remember the area uh economic
development does it is, is a part of economic development or something else? OK.
Maybe it goes in both, open it there for now, but it probably overlaps engaged residents
and staff stand over there.
It could be put it there for now and talk about it. Active healthy residents. This
has to do with healthy community. Uh, we haven't really talked about that yet so
maybe it's fair harmony
value. A part of a workforce town anyway,
improved ecosystems.
Uh, let's see, more employers able to offer living wages. Subjects.
Yeah, a model for other rural counties. You,
um,
over all of it. Uh, we haven't, we don't have a public safety column yet. Crime and
S U D area. Oh, crime and S U V are decreased
out of your health. It could be, you could connect the two. Um Where's our health?
Yeah. A lot of uh communities are combining the public safety and health pieces into
one stable innovative staff. Maybe we should have one just for internal. We do. And
so anything that was in the values thing needs to have its own. Yeah, Jefferson County
is a great place to work although its external or internal a
obviously carbon footprint reduced. Little r
climate change together we could environment, climate change could go together uh
inspiring leaders.
This could be with a, is it a noun or a a?
Are we inspiring?
Right? So we do not have anything related to transportation and infrastructure here.
So I'm gonna put it in its own column for now and then increasing school census,
more kids. So this is really an outcome. How much can the county do? About this,
not saying it's wrong the more we're able to keep families here and,
um, where will that go?
I can, I can word it too to just be retaining families, supported families
under that being families want to. Yeah, I think it, I think that's a good spot for
it. High level of civic engagement is in heaven. Uh That's
all the staff, uh, county inter inter internal.
Yeah. Oh, sorry. So, yeah, so I wasn't gonna put it under there. Um I was just like
looking to see if there was any column that it fits in. It could be a value too.
Engagement could be a value.
Where was that? Oh, yeah, let's, let's put it over here in the valley
now. We can always change it. All right. So we have gone to 3456789 columns.
Too many. But let's not worry about that right now because we're gonna, we're gonna
move to guiding principles after this. But what I wanna do is name these columns
and we're gonna assume that if you did all of this, you would be a model for the
rural councils to keep that one up there that could go on the mission, maybe, maybe.
Yeah. Um So let's let's name these columns. What is the that column over there?
Active, healthy residence, crime, and S U D A priest, healthy community, safe and
healthy community.
Good at this
25 years.
I've done it wrong a few times. That's gonna be that example. You won't be
so you're gonna do it wrong once in a while. If you do it. That li where we have
accessible services throughout the county, supportive families and increasing school
senses, more kids, family, family, supporting families.
And we're gonna cut me deep coming out of the top of the line.
This one needs to, this one needs to go somewhere.
It's not wrong but it's granular in the internal. No dog.
What about this place? Making it into a strategic,
not just affordable housing,
accessible and economic equality. No, it's let's just call it housing. Let's just
call it housing. We'll come up with it. It's true. Tactical.
Philip Morley just texted and said it's my mom too. Brutus.
Is this one? Thriving, thriving economy, not good enough for now, diverse,
diverse economy. And again, we, we can change these, but at least if we get a starting
point on the name that we'll call it. All right. Which one is? This is this one?
It certainly has something to do with the environment. This column right here, forest
protected, improved ecosystems, uh fleet, electrified carbon footprint and reduced
sea level rise solutions in place.
Um Yeah. Yeah, climate change, adaptation and mitigation. Is it more than, is it
just around climate change or is it more than that? Well, I don't know what I mean
and
um uh there's resiliency in there for
sure. Mhm.
What do you think environment I have internal ethic, let's, let's
make it easier on ourselves for now and just call it climate and environment, climate,
an environment again, these aren't final, it's just, just to get
close. All right, this community development piece over here.
Where does that fit? Or is it pain? It could, it could go down with the internal
stuff too or it could go on your housing part of the, like the government. So you
heard about um that kind of uh efficient and transparent governance
that needs to be more than the right. Yeah, yeah, there would be more things that
could go under here,
more than multimodal transportation. And again, there's probably other things that
could go there. But what would you call that? That is also safe and healthy community.
But well, it could actually fit a lot of places because it, it infrastructure. But
yeah, I do need more infrastructure just because we, we did have sewer. Yeah, we
had such a diverse in infrastructure for so long. We ourselves up. Is there, is there
an um a word that you would say is describing what you would like to do with your
invest in infrastructure.
All right, including dogs and the court,
you can probably see we're going with this. Um
So what's starting to emerge here? You know, we're gonna, we're gonna craft a couple
of examples of a vision statement from these works that reflect the things that are
standing out here. But I think you can see as we named the categories, those are
the beginnings of your strategic priorities. So we're gonna make this one. Oh, it
needs name. So what would you call this one? This is all the internal, a great place
to work, a great place to work.
And I would say we can call it that for now. But when we come back,
you got it in there when we come back to talk about visa. So we have eight, we come
back to talk about visa, strategic priorities. I would suggest again, I, we're, we're
not going to do but here it's more than this. Yes, it's this and it's about having
an organization healthy enough that it can do all of these things. So it's more,
it's, yes, it's a great place to work. But it's more than that. It's Heidi's metaphor.
We're all growing in the same direction. How does that go? Oh, the long boat. Yeah,
the long boat. All right. And George Vancouver explored these waters and long boats.
That was eight orders running together. But if you don't run together, it's ugly.
So we're gonna leave this here and come back to it. So now I want the chart back
up because we're gonna talk about guiding principle snacks. So if this, if these
are the things we want to achieve in the next 5 to 10 years, let me advance the slide
here and you're trying to think, well, what would, how would we have to behave? What
would, what would, how should we be going about our in order to achieve those things?
Right? This is your current list of core values. So, Renee, I'll let you facilitate
this in all charts,
right? OK. Your core values and recognize we might have others over here. So if you're
looking at these words here, integrity and accountability, improve transparency,
innovation, and service, we've got a lot of those words up there too. But if you
wanted to take integrity, how would you describe something that you do? That takes
integrity, that demonstrates integrity. That is in integrity. Give, give me a, a
language. Yeah, go ahead and yes, I want to do that. I'm sorry, Renee I had to interject
because what I want what I think would be helpful to do first is that's a long list.
We might have a few others is are some of these similar right? Could could you combine
and if not, that's OK, we still wanna do what Renee is saying. But first of all,
let's see if there's anything you think fits together that could be combined into
one thought
it could be a different word. It doesn't have to be the same word. Exactly.
And remember you have these things up here too, is already there.
Um I like,
yeah, and
we have a request from those watching online to center the discussion on the screen
rather than the presentation and that's kind of it's gonna be hard to do because
we can't zoom in. So, yeah, I just wanna call so what think accountability and transparency
are very close?
So we on that list. Oh, is transparency on the list? Yes. Yes. Hang on. Let me get.
So I'm sorry, I somebody pointed out that accountability and transparency are very
close. So they seem they need to both be on the list.
When I think in our world, in the world, in the public sector to have integrity,
it means that you are accountable, transparent, you know, professional. Yeah, honest,
honest. Are there any words that you missing that we created? That's kind of weird.
Oh yeah, I guess so.
You have core values. It could be a new one. I know
that part of empowerment but similar to I'm sorry
or uh
still like the engaged, engaged. Um Yeah,
so you may have limited in,
right? I wouldn't mind the scrap I consider them, but I mean we had those words still
old. Yeah, really soggy and dry like we started like,
you know now,
right? So
I think so
start over, start over.
So we would we start over, wouldn't you have equity and engage as part of your new
list or
I
made a really good point there of what you could find. OK, the dropbox around that
one. Um I think transparency is really important, especially in our
me. Is there a is there a uh you're describing that to somebody that can mean that
might be, you know, anything that you do is acceptable to be. Look back, but there
is sunshine on all of our actions. Open and accessible are less buzzy than
transparency.
So like that other meaning too where like you can like send you, the
county is accessible like you can't afford to live here. Yeah. Oh yeah. What a great
what a great thought. One of my favorites is
dedication, commitment, loyalty, private service, I think still,
and that's what we heard it again and again with the that came up
and usually there's like when these appear, there's often a descriptor word that
comes with it. So service, what kind of service? Right? Exceptional
responsive self, self. Oh, that's really good.
He woke up.
Oh, I got for a while. So we got engaged up here. Integrity is part of trustworthy.
So I put a box around trustworthy because it captured a whole bunch of thoughts.
Harmony is up there in collaboration is
where does the harmony ones fit in? You know, when I wrote that I was really just
talk about consultation of society and they all, they all, you know,
more of value.
1234566. There's six up here, equitable or equity,
equity, engaged. Oh, yeah, trustworthy has to go through too.
So it would be equity rather than equity. Trustworthy. Equity will make this parallel
construction. There's something about like the future, like looking for um
visionary, visionary vision or forecasting, forecasting, visionary
um another word uh thinking
short, you know, I think uh but we plan like we plan for the future, right? Keep
our eyes on
intentional. Yeah, I'm trying to think of a shorter word though. Source. Pull up
purposely,
purpose, purposeful, intentional source. We can do it here, we can do it
radical,
just read. OK. When you look at the new list, is there anything missing? So we have
trustworthy equitable or equity, engaged, collaborative, accessible slash open,
dedicated, committed, selfless service, purposeful and intentional.
I worry about the selfless just like if you can, that can snack of like being asked
to give too much in, in an unhealthy way. Um Oh One thing that's missing,
uh we had uh innovation as part of the original list and then you brought it up a
couple times. Where do I go? No, I trying to say creativity but like um
have that idea of, you know, creative, innovative
generative or, or
what we will do is we will do a word search and we will try really hard to avoid
the typical buzzword since you've kind of indicated a preference for trying to be
fresh about this. We'll, we will be intentional about that,
fresh, fresh, fresh,
fresh, fresh and woke
any more guidance from us on, on refreshing these values. OK.
We'll work with that again, staff will get to weigh in on this on Friday, right?
They'll help us build the value.
I'll help us build it out. OK. What's next for me? Oh, strategic priority.
So now we're gonna come back to this.
Mhm
OK. We need to come back to this and it's really important that
you focus, right? So this hard OK. We we we
how many carriers are you gonna see in?
So we're not gonna do the same sticky note thing here because we already have all
the sticky notes we need. Um what we need to do is say are there some of these things
that really fit together that are in that are interdependent and that we could collapse
funds, infrastructure and housing and the D A
that
so you would put infrastructure and housing together. Well, I mean the reality is
we're not gonna build housing but we can build infrastructure which makes it a whole
lot easier to build housing.
I think it's important to call out counseling because in test what you need housing
is. Yeah, all this stuff. So this it's that's not gonna be the title of it. It's
it's gonna be something besides housing bigger than housing is the title that be
right. I mean, I think the infrastructure, the tool of one of the tools that we can
use to address housing. Ultimately affordable housing is I mean, OK, this is what
I would say housing was big, big, big in the middle of that graphic. It was the number
one theme that we heard. I think in all of our conversations anyway, um, I don't
think it rose all the way to the top in some of the survey results. However, if we're
listening to everything we heard, housing would be one of your strategic priorities.
Honestly,
I don't know that just a tool and that it's not, it, it exists for its own
purpose as well. That's important. But, uh, I think it should go under housing because
it's, I see.
Yeah, there's also the um uh regulatory portion of housing or, or planning.
Yeah. D CD ones really belong to that too.
Yeah.
Not to say that this won't be a strategic priority that we put it over here.
Focus on the things that have lots of stuff under them, great place to work. That's
another one that we heard again and again and again is uh
yeah. Yeah, I mean, I would, there's a question is how they are family,
family can't play,
should we some of that in the show? Um
There are other things that support
this does um
this does have a really big priority and where does that go under the supporting
families? The healthy stuff under here. Yeah. And the economic related stuff there.
Right. Yeah, I think that's right. I think you're gonna have family stuck here, right.
And it stuck for other residents and you're also gonna have family stuck here under
a thriving diverse economy. This one. It's, it's bigger. Um
I'm gonna say
you might not like this title. I'm not sure I am hot about it either, but it's really
bigger. It's the health of the organization and the people in it.
Little child care there. And if we do all these things, this should be the
outcome.
I don't wanna lose supporting families and organizing because it affects, you know,
it's, it's having a workforce, it's having schools that can continue to function.
Like I'm not saying it's the only organizing principle, but I do think it's one that's
worth maintaining, separating and again, led to its own devices, the market would
totally price them out of here, those rich families too. It's true. I mean, I just,
we're, we're calling out. I mean, it's happened a couple of times in this conversation
where we've, we've prioritized that population. I mean, we wanna make sure that you
landscape for it but I mean, you know, would that build the trip? Yeah, I build the
trap too. So I have some concern, I identifying a particular subpopulation and
saying we want to focus on this particular subpopulation. I want to create a, a uh
uh a table for everyone, an data. So that's an idea. So say if that's where the challenge
lies though with the underserved communities, is it inappropriate to make AAA strategic
goal to help them? What, what if we said what? So we might have to come up with a
different descriptor, but just for purposes of playing this out, what a to me, it's
about thriving people. It's about creating opportunities that result in thriving
people and thriving a thriving community which could be all retirees in 10 years.
If we've been very intentionally build the child care center, um you know, have,
have a housing board work like so Kate, what we could do and, and so these are just
like the 1 to 3 word categories. If we want to make sure those things happen, we
write that into the goal statement, right? That's what it looks like for us in five
years to have a thriving community or to have thriving people. So we write it into
the goal statement. So it's baked in there. Does that make sense? It does. Yeah,
I, like I said, I think as an organized principle, it actually drives a lot of downstream
decisions that have a really big uh impact in a, in a way it's infrastructure. I
mean, who's gonna feed the elderly in our community and wipe their bus? Right? Don't
have families too. I, I don't know. I mean, I'm not, I'm not arguing against families
like the word family is what's uh, well, it's just, it's a yes, it's uh workforce,
workforce to me, people includes everybody, working people.
Well, I, I mean, uh the uh we have that you could have a community of driving Children,
a community of driving a year old a broad fabric of
social fabric of all ages. I could live with that, driving people of all ages.
How about just the place to thrive? Period?
That's, that's like I said, everybody has an equal chance to thrive and we just keep
the point that the cake makes, which is a good point too. It's just another one of
those balances that you, I don't really know. So about the age.
Yeah.
Right.
So if we, we're gonna, we're gonna keep this and we're gonna come up with objectives
that drive that forward, right? Support. Our families are still there. Yeah. Oh,
it goes, it goes under here. No, it's still there. It's a big one. There's a big
one too. We left off. OK. So what we are trying to focus on one more second, I, I
really do feel like um there's more we can, we can do on that still and like,
well,
I guess I'm still
more we can do on what and that the people of all ages I feel like we want wanna
um do specific things just the same way. We had a youth aid band that, you know,
workforce and, and they're all really critical uh um parts of our community and we
want to work on all of them and they need different things. So it's like equitable
support for. Um Yeah. Yeah. Yeah. Yeah.
You are good. It was like a thriving reverse people and you had a robust
economy with that take care. I mean the word in there that we have driving diverse
economy and drive people, we change it to robust and I think they're capturing them
robust, diverse, yeah, robust economy and diverse thriving population, which then
implies families, elderly, single people used the whole span
including the
it drives, I mean, they do this in both environments. Like when you build for families,
you end up with a very different space and, you know, we, we, we do this for, for
seniors pretty well. Um, but it's, I mean, it, it does actually matter like I, that's
why I, I don't want to move on until we, well, I mean, you know, we talk about this
family, family but I did hear from members of people in my conversations that there
are some people who live in and they can't afford an apartment or they can't find
so that they can eventually build a so, uh, the, the opportunity to find different
kinds of things, not just family homes and we looking for them. Yeah. And I, and
I don't actually meet, the families are more than any other girl. I think that they,
they, the market doesn't technically take care of them and it's, and if you don't
build for it, they, they don't leave and leave here. We all sort of, I mean, honest,
right. That the demographic
and, and kids of generational poverty that is really long which we know 2020 almost
20 between 21 22% of the Children in this county live in poverty. It's just like
official already though. There's a huge, I mean, it's bigger than that. You're absolutely
right.
It's just, that's the bare minimum definition. Right.
And it was also pointed out that the racial, uh, diversity is much higher in the
schools and in the family and people than it is in the population as a whole.
Um So where are we? We've got six priority areas which is OK. The penthouse,
how are you feeling about the thriving diverse people
as a separate priority itself? Separate from safety, healthy community. They, right
now they are separate. OK. The orange ones are the categories, the strategic priority
categories,
maybe, maybe populations instead of people driving diverse populations because I
mean, there's lots of, I don't know, it's, we're talking about want to support families
and support the workforce, you know, individuals. Yeah, the people sound like
we'll work on that close enough.
Yeah, I mean, if we wanted to collapse another, I think you could justify putting
safe and healthy community under, right? I think diverse people. Um but I don't know
if we want to lose sight of that and then the feedback but you know, is really important.
So co coup couple things to point out, you want to think about the unique role roles
the county government plays, right? You have the health department here, the city
governments have taken on, some of them have taken on more of that because of the
pandemic, but also because of the increasing homelessness crisis across this country.
But you got the health department, you got the Sheriff's Department. There's a whole
bunch of stuff that can, courts, courts that fits under that. So, you've got, um,
this whole thing about resiliency and environment. I, I worry a little bit that your
infrastructure is buried in here. Um We have recreation anywhere.
Yeah, and they're, they open
that that would fit there. Yes, and I'm sure the staff are gonna come up with some
strategies for some objectives around that. But I wanted to call out the infrastructure
kind of being buried and housing and robust economy. It's part of robust economy.
It's part of climate resilience, it's part of housing. You can make the case that
it's part of safe. So maybe it'll just be in the infrastructure objectives and where
we end up put where, where they're categorized that could work. Yeah. Yeah, almost
everyone, infrastructure including organizational, human resilience and environment.
All these.
Yeah, the last couple of uh planning engagements that I just finished up, they did
not call out infrastructure as a priority on its own. They they, they put it within
objectives and objectives under the other strategic priorities. Although I will say
it's a little short sighted, given the budget available right now for infrastructure
to strategic priority is kind of silly, right. Now. But I think what other infrastructure
we're gonna build with
people but it's not, it's not just like, you know, pigs in the ground.
So, what are
the facilities is something that would be up there? It could, it could go, it could
go in organizational health. Yeah.
And again, stop will help tease this out because they'll go. Oh, I don't know. And
they'll, they'll bring, probably bring some, you know, recommendations back of some
ways. They think this should be tweaked and refined. Um So what was that uh county
facilities
any more kind of tweaking of this? Well, I wonder if we should have one, I guess
just to finish that conversation. I don't know. I mean, I don't think that grant
application is gonna be dependent on our vision statement but um but in terms of
strategic priority is taking advantage of this like once in a lifetime funding opportunity,
but each of these are going to talk about a structure of, I just wanna make sure
that it is called out. We
and I, yeah, it's, it's investment infrastructure here and I think staff are gonna
probably be really good at telling us under each of these, what are the infrastructure
implications that we need to be focused on um in a robust economy? You can even
add it maybe to the head like PGA. But um it's like planning for growth and the plan
coming um uh
just not economy but
a huge underpinning of it. Yeah. Yeah. Good plan. And then also, yeah,
in
one thing that we haven't captured up here, that is something that we're really focused
on these last couple years is collaborating with, with our peers. And the
I think that's something that is there was a collaboration if I mean, you can already
be because everyone I spoke to at other court sitting in so so easy to get along.
One thing, one thing we can do is we kind of stated it here as a value in the statement
that goes along with it. We could talk about not just collaboration, collaborate,
departmentally, it's collaboration with regional partners. So it's here, it's here
twice and under organizational health county being well connected and collaborative
and then healthy collaboration for the future. And it's a value also, right?
Yeah, I think, I think that that that'll be well captured
if we're OK with this for going into direction for staff. Um The next thing we would
do is brainstorm by the category. What's the outcome? So it's
five years out and you have a safe and healthy community. What is that? Does it look
like there's a sound line? Does it feel like adequate work for housing? We gotta
get our paper back up here.
OK. OK. Wait, do we need,
do we need five minutes? Do we need five minutes to stretch your legs before we go
to one more? Yeah. Yeah. And I'm worried that if we give you five minutes, we won't
get everybody that. No, if you need a break, we can take a break. Ok.
Ok. Let me get a different colored marker because I'm tired of looking at.
So how do you, what did you say here? Adequate workforce housing health community
is gonna equal?
Oh I'm sorry I I thought we were just doing now we're talking about what is safety?
If, if you achieve a goal in five years for saving your health, what will it be?
Um
that
and and mental health issues that that treatment is available. Treatment available.
Um gave the care everyone walk to work about safety. We got
health
main maintain the current level of
ok. The very doesn't happen
that Mary thought that maybe that he stay to safety. What say what would it, what
would it look like in five years? What would you have achieved in five years? What
would
Yeah. Yeah,
if you want it to be more safe or at least as safe as as it is. Now, what does that
look like? What has to happen? Less property crime? That one is is reduced by 5%.
Yeah, something I OK. Ok. Hold a moment. They were where are we on safety?
Thinking about it?
Um probably a crime
when people and
what else would you need to put in place to make the community more safe or feel
more safe? Looking down?
Um I think that you mean,
more engagement for, for young teenagers and one, I think that they
kind of fall into their blood and they don't have anything else to do
career, not college and stay here
and our parents for the sheriff that we need a different level of things, that kind
of thing, effective code enforcement. Uh
Right. So, so what is the, what is that achieve? So what's not being achieved currently
with the code enforcement the way have, we don't have a consistent capacity to do
the code enforcement increase. I think, I think when you have a safe, safe and healthy
for young people and young adult
and all those, you know. Right. They're involved there, but
there are different programs for, they're, they're the voice of our community, but
it's the outcome in a program or, or a process. Well, I think you, you have to
have activities, a specific design of like meaningful activities, you know, pray
all of that, but to that population, they're gonna be your, your future. OK? I put
meaningful activities and quotes and we'll have to define what those are thriving
diverse people and populations.
What outcomes do you want to achieve to get to thriving diverse people? How do we
get more, more child care,
how you get more diverse, more families? I mean, the diversity we're talking about
um we've, you know, we've heard already that uh the racial diversity that we have
is concentrated in our views as is the poverty. Um So we work, we work
uh that's under housing, that's
so accessible services, supporting families, increasing school census, more childcare
opportunities. So we got that how four families besides house,
the county can do? What's the outcome? Right. County's got a role in it. What does
it look like if it's, if people are thriving and it's more policy,
what less birth control?
All right, I do it. So think like James is saying you have focused activities for
engagement. So whether that's recreation, community, recreation opportunities. Ball
Park Park, yes, community center. I mean,
and in terms of other communities like that, all of this momentum around
our age demographics make makes that
our community is not tied to
their kids and their grandkids are somewhere.
So is there something realistic that you could do to promote intergenerational interaction?
Or is, is that artificial?
We have a lot of folks that are um aging in place um really removed from their families.
So there's I'm sure uh code that can encourage
intergenerational living. Can you support families uh through um
cooperative uh government programs or even public private programs where a way in
which you could interact with some of your business partners to support families
or uh interact with some of your other governmental entities to promote families,
support families,
the schools, I mean, I think more, more engagement with schools, more volunteer engage,
generational volunteering kind of was talking about. Um and there is a um
foundation in the bath has dropped off during COVID.
Is Brent still here,
I would say increase. That's already there.
All right. Well, we'll go on and then we, we can always come back to this if we come
up with something. Um I am still here. How housing, housing,
housing, how do you impact and achieve specific goals in the housing in the next
five years? I would say one,
oh, I, I would say one that we find ways for um the cost of housing to
decrease. One is sweat equity opportunities. That's the um habitat for humanity
example. Um A second approach is to identify high
cost uh regulations and remove them if possible. Like the Wildland Urban Interface
one we're trying to implement right now.
Well, one is that we're able to remove uh but we won't be able to. Unfortunately,
uh I'd also say um access um alternative uh
funding um sources. So uh for example, I keep hearing from community members, they,
they don't have money to build an AD U but they would do it if they had money. And
so some communities have programs to facilitate that.
Um disincentivize rentals,
say that one more time regulate uh short term rentals.
Yeah, that that's one of those um balancing ones because of from the
I'm sorry but was saying something, I'm sorry. Some communities are actively doing
that trying to get something from, go ahead. Yeah. Oh I was just saying that that's
a balance because when we brought it to the planning commission, some of the planning
commissioners were so strongly supportive of, of there being housing for the tourist
sector. Um but there's, there's this recognition that we have a lot of uh
air B N Bs or, or units that are taking away from the workforce uh needs. And so
there's gonna be a a tradeoff somehow. So to encourage more building with the green
line, I think the line on there
um upon in the area
for a Yeah, it's
another is creative zoning. Um We haven't used all of the different zoning tools
available to us and we have a new area, the U G A that might be a uh a um opportunity
for us. And I say the Port Halo urban growth area. I refer to, they support the community
land trust and the land trust model is great. Another one. Yes,
incentivized affordable housing, you know, wave uh you know, wave development fees
for affordable housing projects, fee waivers. There, there's also some additional
um fiscal resources that the county could adopt. Um And,
and, and so uh in terms of building affordable housing, is that what you're going
through or? Well, well, they're based on um a uh uh and I'd have to pull them up
but they are R C W A allowed and I think some of them may require a, a vote. Um And
others just require uh they're council Matic. And so I think we've, we've adopted
quite a, a few, we've got quite a few uh fiscal mechanisms in place, but there are
a few others that we haven't. So you might want to look to see if any of those that
we haven't adopted are viable ones
I spend in any other funding mechanism for housing.
Say that one more time prioritize prioritize infrastructure funds for workforce housing.
That's a big one. Infrastructure is such a critical cost
to um trying to attract and develop relationships with um housing developers and
particularly low income housing developers. Mhm. Say that again. Um
attract attract brevity. Um um housing developers
maybe low um but not exclusively but yeah, that's a loaded statement and I'm not
getting into the details but we have a hard time attracting developers, multi family
developers. You may have already covered this but in terms of owning um is there
a reason to think about um restricting the size of unlocked so that you get more
analyzing? I'm just throwing ideas out. That's OK. Yeah.
All right. Ready to move. All right, let's do robust economy. I love that word, robust.
OK. What does a robust economy look like? Robust economy? Not just for but for the
entire entire in five years. Yeah. What's it? What, what do you need to achieve in
five years so that we have one more than the previous one? Yeah. Thank you.
I'm sorry, I could be this could be the longest list one.
Yeah. Uh I guess, investigate new legislation to develop manners
to develop what LA L ami R D local areas of more intensive rural development under
the G MA. Yeah. Ok. Local areas of more intensive development. Yeah.
Ok.
The land or farm or something?
Brand new stickies too. Ok. Robust economy. What do you need to achieve and have
more robust?
Um There are opportunities for workers to uh gain skills of training
and can county provide this um in our regional workforce development efforts? Ok.
Worked with the city to develop a plan for Glen Cove.
Mhm.
Can you spell that? G O E N C O V? What is that Glen Glen?
How like U G A opportunities? Hang on. So say it again, create, collaborate with,
on developing. OK.
All right. Got it. How do you encourage new employment and employers uh various kinds
of retail availability or have like U G A? So
it's already here. So what can we, what can we do in there? And like,
I mean, I'm already getting calls from people who are interested there
but once it's built though, like what, what
um be really, OK,
business friendly zone and the U G A
but we're in the business right now. Yeah, it's
part of the account
Heidi, you said business friendly. What in the U G A? What was your phrase here?
Business friendly zone, zone, zone
and another area that I don't think we've touched upon is, is sort of the tenant
landlord side of the equation for the rental uh sector uh for housing we're on economy
now. Ok. So
for Friday, is it extending the sewer from the state park into Brennan? Is that a
business economy too we want for housing? But we directly developing our land again
is that and I got developing those land and also um supporting
the tourist straits.
Yeah. And there's another component there and it actually has to do with water quality.
And that because we have such a uh a strong um resource in our shellfish aquaculture
is um finding ways to um in uh protect the, the aquaculture resources,
you know, same with agriculture, but I think we've done most of the required.
So when we look at Jackson County in five years and County is looking over here in
County, uh County is looking over here, Mason County. Wow. I wish we had done that
so that we can be thriving like, like Jackson County, what would that be uh broadband
broadband, which is well in a way, but I was probably right down broadband. That's
what, what do you need to do with your broadband? Is it making it like completely
building it out? Yeah, 87%
mean that's something we're gonna do with a partner and partners are gonna do that.
We're not gonna do it. But the build out broadband that we're,
which, how much you been adding to the agriculture resources, um working lands
and working lands.
Yeah.
Is the county involved at all? With utility issue? Means related to rural areas?
Power go out every time
that would be water quality would be here. Ok. Anything else then? For robust economy?
Um I think uh again, planning for where growth can happen, we don't have a lot of
land zones for manufacturing, industrial.
How does the county, if at all, uh impact
wage growth, living wages, working wages, they'll support everything else in the
community. Is there anything that the family can do? We should do would do um, you
too
even. Right. Right. Yeah, that's the biggest impact. And I think, and building infrastructure
for business growth is something we can do. It's challenging. Um but making
it easier for businesses to grow. Yeah, and um encourages,
you know, I don't know what does the county do to advertise, advertise itself as
a place where people should move and come to and, and thrive?
But yeah, it's
so hard to robust economy having
like enabling work. Yeah. So it's captured through. Yeah.
And again, recognize that these are categories, not everything fits neatly in one
bucket. There's always some overlap. Tourism has to be mentioned, some of the
develop a sustainable tourism very, I just spoke it through.
Have you mentioned the public, private partnerships, partnerships in general?
We have something out there about uh working with other governmental entities or
even private entities, both of our AD O and and kind of like that.
All right, should we go on to the next one then?
Environment, climate and environment
in five years. What initiatives were the counting have completed is impacted climate
resilience and the environment about the electric vehicle infrastructure? And
how do you do that
too?
Oh yeah, the five and oversee charging station,
definitely
forest forests are protected. Um Got it. What can you
think of some um hiding some specific things that need to happen to ensure that or
we stay engaged on policy on safe
and, and we encourage um active working, working in forest
economy and monetize ecosystem services. Yeah.
Ok. Uh You go to that. Um Heidi tell me what, what you just said about um the
active aspect of course was so that we have an active working forest economy. Ok.
And then um Kate um monetize ecosystem services. What does that
mean? So instead of cutting boundaries, you sell the value of the carbon
offsets. You tell me another way. Um uh wetlands
mitigation where big projects need to account of the wetlands that they're destroying,
they could pay for other wetlands to be done. The seaweed can collect carbon in the
water quality credits that are sold for natural land to filtered water. Are there
any land use restrictions uh that you have like the wave that would enhance the environment
in county? Are there any string protections that you need? To have in place that
aren't there now, or is there something that you need to, uh, with waves?
I don't think we do a pretty good job of it, you know, a side of, uh, so, so a tactical
one that the port of port Casa is working on, is this, what are they calling it?
Not a sea wall, but a walk, walk, sea sea. So maybe the plan for critical
infrastructure on our shorelines generally good, good, good words, good words in
there. I was just thinking, I was invoking er for
um are there any emergency management things that you need to be thinking in terms
of uh the environment for this uh climate change and other things coming along.
Wildfire, wildfire protection plan
are fully staffed up to to deal with welfare. Well, that's something to think about
as well, build a certain planning. OK. Our neighborhoods are in and
prepped in prep. It's like the neighborhood protection planning process.
Yeah.
All right. So we're not repeating stuff that's already in the column. I got that.
Yeah. OK. Yeah, we're trying to, we're trying to capture things that haven't already
been put up here. OK. All right. You wanna move to organizational health? Yeah. Back
down court house.
Yeah.
So this is home, this is what you need to do. So what will happen? What will you
accomplish in the next five years? So you got a lot of description under that is
good, increasing wages? Mhm. Are your benefits that really important?
Because a lot of places who can't afford good wages, they have really good benefit,
support, training opportunities, opportunities. Yeah,
we need an advanced training program. Yeah. No idea. And career leadership, obviously
what I like
that mean.
No,
no recognition. Yeah, definitely Sarah had a good one too. I wanna know.
Yeah,
I think that meaningful, like,
I think we may have something like that up here in, in terms of the uh accounting
team, well connected and collaborative. Yeah. And so that means that connectivity
um between offices, departments kind of breaking down the physical distance space.
That's a problem.
Break down water silence.
What do you consider work side of uh work that may happen between the department
and the way that
people work together? I think
connected to what they are providing to the community.
And one of those
is there. Um Yeah,
that can get for human resource people within the work. It is there um a goal
to achieve some creativity and uh development work so that somebody can go from one
department to another where work is more prioritized at this time, I think, learn
some new skills, do something different and then go back. I I'm just right now.
Pardon?
Perks?
We're not allowed to, are we? Um But is that
so, so are you saying something different than I'm thinking of perks? Are you ever
public employee committee? We somehow feed them and we get money so they can take
down people themselves and I maybe, you know, in and not recognition and like power
that movement
on the record. Yeah, increase opportunity, opportunity for social engagement. What
kind of engagement when people say they feel here's what they, what they want, right?
I I accommodated because uh I think
they charge, I wanna bring up the,
you know, things that I thought would be connected to capacity for actually providing
trains for, for, for.
Yeah, it's not too late. It's only 17 here. But I want to hear that answer. What
I wanted to do is bring out the Gallup K 12 of the questions. They're really relevant.
Gallop has been tracking this for a very long time and they've honed in on 12 things
that matter most in ways in order for them to be engaged with money. It's, it, it's
actually money is really one of the last things I guess
I can send this to come to this room. But I think it's uh it's the location of the
desk.
I, I can't remember if I put this on one of my things, but I, I think like flexible,
flexible work out. Yeah, and flexible work in general, which is also family friendly,
other things you need to do internally for the organization. I think we talk about
it's still easy to, to like hire the shiny out of town person, anybody who calls
them, right? Um So like actually develop, develop aru from with them.
Sorry, I'm not
you a about what really causes the places to become good and this is like three million
survey responses over a couple of decades with them tracking and signing this. Um
I know what's expected of work. So you've been clear with me about what I'm here
for what I'm supposed to do, how you are going to um uh how you gonna get, right?
Uh I have materials and equipment. I need to do my work, right? OK. So you didn't
need tools. You have created the opportunity for me to do my work. Well, and can
I interject here? Because one of the things that I heard a lot of was improved uh
information technology infrastructure is, is that something that you guys put up
here for?
I I?
So this goes to one of the three intrinsic motivators that are, is absolutely backed
by decades of science. Guy knew Daniel Pink wrote a book about it. It's called Drive
Mastery. That's about me getting to be the best at what I do. OK. An intrinsic driver
number four. In the last seven days, I received recognition or praise for doing good
work. That means so much. They were great meeting five. My
supervisor or someone at work seems to care about me as a person. So, so my supervisor
talks to me, they show, they show that may for me at work. My opinion seem to count
So there's an environment here where I've asked for my opinion and my opinion is
regarded um there is someone at work who encourages my development, the mission or
purpose. OK. So this is about purpose. That's another one of the intrinsic motivators,
the mission or purpose of my company or workplace makes me feel like my job is important.
That's that one's really called out on the survey too. The staff survey,
uh my associates or fellow employees are committed to doing quality work. So the
underlying piece of that one is that poor performers are not allowed to stick around.
I'm not the only one doing all the work. Exactly. I have a best friend at work. Now,
we get questions about that one all the time. But what that means is there's, that
doesn't mean it might be your best friend in personal life, but there's someone that
you really connect with that work that supports you and that you feel that support.
If you go to that person, any time you needed support in the last six months, someone
at work has talked to me about my progress for regular performance feedback, coaching.
And this last year I had opportunities at work to learn and grow. This is what drives
employee engagement and a lot of these things are within your control. You can start
it, you can build things in your work culture, in your environment and your practices
that support these things.
And a lot of what we've talked about in terms of this is also related to, uh, line
employees. Is there anything special you need to do for your managers or your directors?
Uh, everyone? Well, I understand that. I understand that but, but, uh, I would focus
on training for managers. I think that, that we have and that every, every
person.
Mhm.
Was born to the manager. Right.
I think it sounds in opportunities for fun. You know, like, I mean, I think
we have a lot of fun and great and it's just like, and it's, I don't, I always have
fun with great, but it's the silly little things that we do together and, and it,
it's fun for us, but it's also projects something to the community when we're there
doing a little bit. Well, we wanted to support a culture of volunteering, be willing
to provide opportunities for that or like
before
we already have volunteers in the county emergency management. Ex I mean, I mean,
but there isn't a central part of where the county set we value, at least in my experience,
we manage our, our all over the country. And then don't often get to see that they
are part of the county and a major picture. And I think that recognition.
So any, oh, sorry, I was just gonna say um something to consider it just to make
sure we've built this list out enough. The third intrinsic motivator is autonomy.
So how, what, what can you do in the work culture to create more autonomy for people?
I recognize it maybe a little bit harder in government because there's regulations
and there's policy, it might work, you know, work. Yeah, there are ways that you
can promote it autonomy for people. I think the answer to that is the training supervisor
to be as a coach and to be able to recognize and their employees and then through
that determine the level of autonomy that works for you
do things around the care for employees um exercise whatever it is providing that
opportunity. And yeah, so as, as an outcome again, in five years, uh
will uh labor management have a more collaborative uh arrangement. Is there anything
labor management wise that you want to achieve in the next five years for the internal,
for the internal organization? Is there a contract, new contract that
and
so, and, and, and, and develop collaborate relation, I mean,
hm.
Oh, recently
the meetings, the final here. All right. How are you feeling about the brainstorm
of the 6 15 priority areas? So there's a lot there to work
with and we'll be more, we will be taking all of this up and bringing it in to the
meeting on Friday where we're gonna spend a whole day working on this. Um
I'm sure
it's not ready. So I'm just gonna work off of, I'll just tell you, I'm sorry.
Oh, oh,
the internet. Is it? Um
You, you have
that? Yeah, I was going through,
there's only a couple of slides.
I got my machine. I got it. OK. All right. So before we talk, please just let me
know how we're gonna get from where we are now before the end. Um
Yes.
Um Critique the critique, the assessment or what I just assessment say what you liked
about it, say what didn't work, what works, what didn't work, what would you do differently
next time? Like what was helpful and what was and and don't be afraid to get critiqued
because we use that to make you better each time. So what do you think about this
session? Yeah, about what we just did. Well, I really like that. It wasn't too constrictive
and that there was um like popcorn activity and energy and
um it wasn't like now, OK, we did that now we gotta do this, you know, but then I
could, I felt like you, you were irregardless of that. You were guiding us. So you
had a sense of architecture, but we were, we don't want you to have to worry about
the architecture. Now, our our job is to try to get your best thinking and take it
forward.
I mean, it's new just like staying and not being part of all of the bash and I get
the reason why. But it also felt like what's that? Do
they don't trust the process. So yeah, No, I, I, I think what I, but what I
got the most out of was hearing from other people in the room, like it felt awkward
and it was just the three of us talking. So I, I would prefer more and I think we
work collaboratively more than most organizations do. So, it's very unusual to be
sitting here and not having
well. And if we would have done it that way, we would have structure this differently.
We would have, we would have had all of you together in the room together all at
once and it would have taken a lot longer to which might have been OK? Um But I think
what will happen, they, they, they got to hear everything and this is not anywhere
near this product. So they're gonna take this general guidance that you've provided
with some specifics to it and staff in say, wow, I really like that and this is what
we can do about that. And, and as I said, layer it on, refine this and layer it on
and then bring it back to you in the next session. We got much more done than I thought
we well and I work on you that that is the benefit of doing this.
OK? There's no perfect way to do this and that's the kind of
data is really good and a diving with everything that we were coming in with. So
we laying the foundation for this work and I, I enjoyed this process. I was a little
uh had some trepidation about trying to craft an actual uh mission and vision statement
today. So the process is much better than I, than I expected
process is really good. So hopefully you can see what comes out. Well, what you're
gonna find is that when staff gets at this work on, right? This is always the case,
they're gonna start crafting some really cool language around all this stuff that
you guys didn't do that. You were the first brainstorm.
So that's what we have all day. This will come together at the end in a way that
that is I believe, truly feels collaboratively and it doesn't feel fully collaborative
you in this, in this moment, that's the process work,
other feedback. So critique. What didn't work well. So those were things that work
well, what didn't work well that you would like, you would like to achieve. It's
just at the end of the line must argue a little. It's like it was, yeah, I I rarely
do anything after session on, on Mondays just because it's just, it's really good
passing is to be on for a full day. So to be on for a second, full day, I give you
guys a ton of credit for, for how you hung in here and we would never have done it
at this time of day. We typically don't, we typically do it at the beginning of the
day, but gave me.
So thank you guys did a great job. You gave it just as much and did just as well
as it had done this morning. So good on you for sticking with it without smiling.
And thanks to Caroline and everyone else who was involved for marching for the hoodies
and
any, any other things she would say, we'll ask, we'll ask for there for, on Friday
because I'm sure they'll have things to say. We've already heard the feedback of
you kind of wish that you had totally done this together. So here we go. I got it.
Yeah, my, my only comment would be I dealt with a group like this in you guys are
light ears. I had
an old girl
and I didn't like seeing the light, you know, the lightness and everybody will like
everybody.
So I think this,
yeah, it's not
one success factor for us is like strategic planning should not be like a root canal.
And that's how most people, almost every person that we talk to has had an awful
experience of strategic planning. And our part of our job is not, it's to make sure
it's not that
you still have.
Yeah.
So getting to the end here, do you have any expectations you would like to convey
to us as consultants and to the staff as we go into Friday, taking all of this work,
Renee and I will draft some stuff but we'll also give them every single word that
got put up on the wall here, just come back with a fix for the house,
right?
Anything you want us to be paying attention to or considering, I mean, we've got
great guidance from you but any any guidance going into Friday from you that you
can do that like you got it, think it just um
with the staff survey we did this. But really trying to like, I try to always remind
myself that there are people who are not, who don't feel empowered, who don't make
a lot of money, who struggle, who are part of this organization. And like just if
we can try to keep those people in mind, it's easy when you're in leadership positions
to forget the, the reality. Um and to get caught up in big lofty ideas like, but
the day to day for most people who live here and for some people who work here is
hard, I mean, so just gonna keep it, keep it real. I think it's gonna be really important
in the organizational health, strategic priority to, to put objects in there that
employees would look at and say, yep, they hurt me. Yep. They care about me yet.
They're trying to make my work environment better. So, and Michelle was sure to think
of those 12 things that she really could. Yeah, from that as something else, general
manager in the organization, I can tell you, how many times it sounds so amazing,
you know, I know and I, and that made a big difference to people who don't make a
lot of money. And so, so that will be, yeah, that's always good to have you back.
All right, thanks all of you guys for being here.
You know what the next steps are gonna come back?
Ok, so
sorry,
you're gonna bring back from, from that session and we'll probably have a couple
of additional follow ups with staff after we do their session because we're gonna
have to the objectives and the performance measures. Those, those take some fine
tuning after we do the initial brainstorm. So we'll do that work. We will come back
to you with a draft that we walk you through in a work session and that draft is
basically just gonna be still a word document because you may see some things there
that you're like you step back and you think, oh wow, we missed this or I don't,
I'm still not sure that's the right direction. So you'll have that ability, you have
the ability to ask staff details about what they were thinking. Why did you arrive
at that objective? Have that that work session be a true work session and then we'll
take the guidance from there and develop it into that final polished document that
you'll be proud put on your website that you will be proud to communicate to your
community members that you'll be proud as commissioners to run for office on. Right.
Seriously. And that will, the plan will be actionable so that staff know what they
need to do and they'll know that they have what they need to be successful in doing
so.
Great. I'm excited. Craig. Would you like to adjourn? I will. Yes, I will adjourn
this special meeting at the commission.