Skagit 911's
Strategic Plan
2024-2026
Our Roadmap for Strengthening Emergency Communications
In 2024, we worked closely with our partner agencies and community stakeholders to develop a clear roadmap for strengthening emergency communications across Skagit County. This roadmap
guides our continued growth as Skagit County’s trusted emergency communications center, strengthening our role as the critical link that coordinates public safety resources with precision, care, and reliability when our community needs us most.
Key Components of the Strategic Plan
Working with our partner agencies, Skagit 911 developed a strategic plan to guide our growth from 2024 through 2026. This roadmap focuses on enhancing our emergency communication services and keeping our community safe.
Vision
Mission
Skagit 911 gets the right resources to the right location with an uncompromising focus on community and responder safety.
Guiding Principles
- Integrity
- Diversity
- Accountability
- Compassion
- Safety
- Collaboration
- Adaptability
- Transparency
Strategic Priorities
- Organizational & Decision-making Structure
- System-wide Operational Practices & Services
- System-wide Infrastructure Strategy & Implementation
- Long-term Revenue Model & Budgeting Process
- Workplace Culture & Employee Well-being
Documenting Progress on Our Strategic Roadmap
See how we’re rolling out key initiatives over the next three years to strengthen emergency communications and better serve our community. Track our strategic objectives and see how we’re measuring success in real-time as we work toward our mission. Progress bars are updated monthly.
Goal A:
Skagit 911 has a streamlined & clear organizational and decision making structure.
OBJECTIVE A1
Evaluate current job descriptions and update where necessary.
OBJECTIVE A2
Review and revise Skagit 911 board governance and representation models
OBJECTIVE A3
A board adopted and publicly facing strategic plan with vision, mission, values, priorities, goals, objectives, and performance measures is adopted.
OBJECTIVE A4
Review and revise current policies and procedures.
OBJECTIVE A5
Develop and implement an Executive Director succession plan to have a new director in place.
Goal B:
Internal and system-wide operation practices and services are in place, embraced, and fully staffed.
OBJECTIVE B1
Skagit 911 and partner agencies re-establish encorceable standards for emergency communications and dispatch.
OBJECTIVE B2
Skagit 911 review and revise current standard operating guides (SOG) measuring best practices around operations levels.
OBJECTIVE B3
Training programs and schedules are updated to ensure employees are supported with the knowledge and skills they need to be successful
OBJECTIVE B4
Skagit 911 has an updated continuity of operations strategy.
OBJECTIVE B5
Staffing levels reach 90% of the budgeted target per department and remain withing 10% of the budgeted target per department thereafter.
Goal C:
Skagit 911 is a leader in public safety technology and infrastructure, promoting and exceeding regional growth and national best practices.
OBJECTIVE C1
A middle- and long-term technology review process is developed and implemented.
OBJECTIVE C2
A middle- and long-term capital improvements strategy is in place and integrated as part of annual budgeting.
OBJECTIVE C3
Research, fund, and implement technological and operational strategies that solve problems for Skagit 911 and users.
OBJECTIVE C4
Skagit 911 creates a plan for addressing current and long-term facility needs and identified funding.
Goal D:
The long-term revenue model and annual budgeting process are updates.
OBJECTIVE D1
Establish a finance committee representing Skagit 911's partner agency finance directors with responsibliity to recommend an annual budget and monitor performance.
OBJECTIVE D2
Formally adopt an annual budgeting process using the finance committee for guidance
OBJECTIVE D3
Work with partner agency finance directors and executive leaders to update the long-term revenue model for the 2026 budgeting process.
OBJECTIVE D4
Review and revise the user fee formula by Q4 2024 for the 2026 budgeting process.
OBJECTIVE D5
Formalize financial systems & processes for internal and system-wide transparency, consistency, and efficiency.
Goal E:
Skagit 911 invests in its workforce by fostering a safe and inclusive environment that promotes personal and professional development.
OBJECTIVE E1
An Employee Advisory Sounding Board (EASB) is created to provide opportunity for input on operational policies.
OBJECTIVE E2
An employee assistance plan is implemented.
OBJECTIVE E3
A peer support team is established to provide peer-to-peer resources for employees in the areas of mental and emotional support.
OBJECTIVE E4
A mentoring program is development to provide coaching as employees consider, prepare, and/or move into new roles within Skagit 911.
OBJECTIVE E5
Establish a dedicated budget line item for immediate and ongoing budgets to support employee wellness.