March 24 2025 CDS Study Session Final Packet

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Project Coordination/Decision Making Process The consultant team will work on their own tasks and coordinate with county staff for data collection. Complete draft deliverables, (deliverables that meet the scope of work expectations) will be sent to the project managerfor review. Afterthe reviews bythe project manager, drafts will be forward to the County primary and the county teams leads as described in Table 3. Then after review, may be forward to other county staff for review. The below flow chart demonstrates the general process. A project task tracker will be developed and updated bi-weekly by the project leads so that the project manager is continually updated on the status of each deliverable. All draft deliverables must be reviewed and approved by the project manager, or the designee assigned by the project manager before being finalized. Draft stamps should remain on all documents until reviewed. However, it is anticipated that individual meetings will be set up by the deliverable lead and include those working on the deliverable and the project manager to ensure work is reviewed and approved. and tasks. Provide deliverables to meet scope of work expectations. deliverables to send to County. Approved budget and schedule changes. deliverables to send to county staff, budget and schedule changes. their assigned elements from Table 1 and then the draft plan released in June. Expectations and Keys to Success At the project kick-off meeting the consultant team asked county staff "what is project success?" and this is what was shared: 1. Utilize existing internal committees, like the natural resources committee, to foster meaningful conversations and collect feedback. 2. Maintain inclusive participation from a diversity of voices throughout the whole project (locationally, culturally, lingually, demographically, employment sectors, etc.) 3. Reach people at events they're already attending, not just stand-alone project outreach meetings. 4. Develop a strong record of the reasoning for changes that support future decisions. 5. Coordinate with Commerce early and often to support the final product. 6. Create an implementation plan that measures the success of the plan. In addition to the County's vision for success, there are other factors that will be necessary to ensure project success: 7. Build trust between the consultant group and county staff. 8. Foster meetings that promote open dialogue and sharing of ideas. 9. Come prepared to meetings so that we can accomplish meeting goals. 10. Provide clear, concise, and consistent project messaging. 11. Do not linger on issues previously decided unless new details or issues emerge. 12. Provide documents and analysis that are easy to understand and provide options for decision makers. Kittitas County 2026 Periodic Update Project Charter Version 3.1 (Final) 12 Exported: March 20, 2025