San Juan County health department outlines ‘reimagining’ strategic plan with 40 staff‑led goals
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Summary
Health department staff presented a staff-led reimagining (strategic planning) process at the July 16 Board of Health meeting. Leadership described 19 engagement sessions, 40 goals across divisions, grant-funded facilitation, and next steps including organizational design work and an extended consultant contract to assist with reorganization.
FRIDAY HARBOR, Wash. — Mark (department staff) briefed the San Juan County Board of Health on July 16 about a department-wide “reimagining” initiative — a staff-driven strategic-planning process the department used to update goals, operations and team structure.
The reimagining in brief Mark said the last strategic plan dated to 2018, staff and leadership have changed substantially, and the pandemic interrupted planning cycles. The department ran 19 sessions across divisions, engaged staff across three islands and six buildings, and produced 40 goals aligned to strategic themes including integrated service delivery, sustainable operations, collaborative leadership and adaptive resilience.
Facilitation and funding Mark said the work was facilitated by an external consultant (Tim of Calabrio Facilitations) and was funded by a grant. He told the board the county had extended the consultant’s contract to help with the next phase, including discussion of organizational changes.
Organizational next steps Managers and staff identified a potential reorganization to better serve birth-to-5 (and birth-to-8) clients by consolidating previously separate programs. Mark said the department will carefully plan reporting changes, discuss deputy director duties after Kyle Dodd’s departure, and bring proposed reorganizations back to the board and council for review.
Board reaction and direction Board members praised the process’s staff engagement and the use of an outside facilitator. One board member encouraged connecting the department’s work to county comprehensive plan priorities, including water and housing. Mark pledged to share the final report and implementation roadmap when complete.
Quote from the presentation "This is a fancy term for a strategic plan," Mark said, describing the choice to call the work a reimagining to encourage staff buy-in. He also highlighted team‑building activities and the commitment to keep the plan actionable rather than letting it sit on a shelf.
What’s next: Mark said leadership will work on organizational design items — including how to align birth-to-5 services and how to reassign deputy director duties — and will return to the board with implementation proposals and a final report.