Consultants present environmental scan as Johnson County supervisors begin strategic-plan workshop
Summary
At a work session April 7, consultants from BerryDunn presented demographics, engagement results and a SWOT to the Johnson County Board of Supervisors and the group began drafting mission, vision, core values and strategic priorities focused on housing, infrastructure and public health.
Consultants from BerryDunn opened a two-day strategic-planning workshop for the Johnson County Board of Supervisors on Tuesday, April 7, presenting an environmental scan that summarized population, housing and economic data and the results of community engagement.
"I'm Michelle Kennedy from BerryDunn. I'm the senior manager in the company," consultant Michelle Kennedy said as she framed the session, and her colleague Lucas led the data presentation. The consultants reported a county median age around 32, an estimated median home value near $310,000, gross rents near $1,000–$1,200, and an unemployment rate the presentation put at about 2.2 percent. They also cited an AARP livability index score of roughly 56 for Johnson County compared with a national average of 48.
The consultants summarized engagement activity that fed the scan: the Social Pinpoint platform recorded roughly 6,000 views and about 909 contributions from 756 individuals, and the team conducted community forums and dozens of interviews. From that input, they identified recurring priorities including housing affordability and availability, infrastructure (roads, bridges, broadband), behavioral and mental-health services, and governance and leadership.
Board members used the presentation as a springboard for a facilitated exercise. The consultants asked supervisors to help draft a mission statement, a 5–10-year vision, core values and a set of strategic priorities that staff will convert into SMART objectives. The board signaled interest in six priority areas—housing, livability, thriving rural communities, organizational excellence/governance, environmental stewardship and economic vitality—and asked staff to return the next draft for review.
The work session was procedural; there were no formal votes on policy in the meeting. The consultants said department leadership will meet with staff the following day to develop measurable objectives and performance metrics to move each priority toward quantifiable outcomes.
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