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County staff survey finds high quality-of-life ratings but low confidence in county performance
Summary
A county-conducted employee survey of 93 respondents found 54% satisfied with quality of life but only 27% satisfied with county government performance; staff recommended strengthening administration, investing in economic development and housing, and improving internal communications and retention strategies.
Natalie Kenyon presented the Harney County 2025 strategic planning employee survey at the county court meeting on Feb. 4, reporting that 93 county employees responded and that the results show a gap between residents' satisfaction with life in the county and confidence in county government.
"A majority, 54%, reported being satisfied with their quality of life. However, satisfaction with county government performance was significantly lower at 27%," Kenyon said, underscoring the central finding that while staff value living and working in Harney County, they see room for improvement in government functioning.
Kenyon said respondents prioritized public safety (77%), economic development and jobs (55%) and affordable housing (43%). She noted service satisfaction varied by area: emergency services, parks and natural spaces and waste management rated relatively higher, while access to jobs, education and youth programming, and healthy food options scored lower. "Strengthening our communication strategy, especially digital communication, could significantly increase transparency and engagement," she said.
The presentation also highlighted employee experience concerns: 76% reported feeling connected to their work, but only 36% said they felt a sense of belonging and 41% said their opinions matter. Retention outlooks were mixed: roughly 36% said they expect to still be working for the county in five years and 38% said they did not. Kenyon recommended leadership development, clearer career pathways and succession planning.
Court members asked for distribution of both the executive summary and the PowerPoint to department heads and staff. Kenyon agreed to email the materials after the meeting and suggested departmental conversations and a follow-up department-head meeting to turn findings into strategic priorities and measurable goals.
Next steps identified by the court included circulating the executive summary to all county employees, holding departmental discussions to gather local reactions, and scheduling a work session with county leadership to convert survey findings into specific strategic objectives.
