PACKET: Commissioners Meeting at Mon, Jul 17, 09:00 AM

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Amendment No. 2 to BCCHP Agreement (Public Health)

Topic Summary

Jefferson County Public Health (JCPH) requested approval for the second amendment to an existing agreement with Public Health of Seattle & King County (PHSKC) for the Breast, Cervical & Colon Health Program (BCCHP). This amendment extends the contract end date and increases the total authorized funding for the program, which provides screening and referral services to uninsured or underinsured women. The program is funded entirely by federal grants.

Key Points

  • The agreement is Amendment No. 2 to the BCCHP contract (N-22-031-A2) for services covering the period June 30, 2023, to June 29, 2024.
  • The purpose is to extend the contract end date from June 29, 2023, to June 29, 2024.
  • The program provides Breast, Cervical, and Colon Health Care (screening and referral services) to uninsured or underinsured women who are Washington State Residents, ineligible for Apple Health (Medicaid), and at or below 250% of the Federal Poverty Level (FPL).
  • Priority populations include those who rarely received services, are older (ages 50+ for breast, 40-49 for cervical), are new to BCCHP, are from racial/ethnic minority populations, LGBTQ+ individuals, those with disabilities, or those with strong family history/high risk.
  • Services include annual exams with Clinical Breast Exam (CBE), problem-focused visits, Pap tests, and HPV tests.
  • JCPH will enroll eligible clients and provide recommended screenings, referring those with abnormal results to other BCCHP contracted providers for follow-up.
  • The County is responsible for specific client support services, including tracking clients for timely follow-up after abnormal findings until diagnosis, implementing a re-screening reminder system, and reviewing/giving test results promptly to clients.
  • Wise is the Sole Source Provider for these services, and the Developmental Disabilities Advisory Board agrees this is an important service.

Financials

  • Initial requested amount for Amendment No. 2: $1,000.
  • Additional amount authorized for the June 30, 2023, to June 29, 2024, period: $5,000 (maximum), allowing PHSKC to increase or decrease the Authorized Amount up to $5,000.00.
  • The total contract maximum amount changes from $2,800.00 (original contract plus Amendment 1) to $7,800.00.
  • Funding source is entirely Federal (HHS, CDC, Cancer Prevention and Control Programs, CFDA 93.898).
  • No general fund dollars are used to support this program.
  • Anticipated Breast and Cervical Clients: 3 (initial) to 16 (maximum) clients for the 2023-2024 period.

Alternatives

  • None specified.

Community Input

  • None specified.

Timeline

  • July 1, 2023 - June 30, 2024: Proposed term of the agreement with Wise for training and consulting services (related DD topic).
  • June 30, 2023 - June 29, 2024: Term for the BCCHP services agreement (Amendment No. 2).
  • July 7, 2023: Department certification date.
  • July 12, 2023: Risk Management and Prosecuting Attorney approval date.

Next Steps

  • The Board approved Amendment No. 2 to the Contract Agreement with PHSKC. (Approved on Consent Agenda)

Sources

  • Apple Martine - Public Health Director
  • Denise Banker - Community Health Director
  • Mark McCauley - County Administrator
  • Philip C. Hunsucker - Chief Civil Deputy Prosecuting Attorney
  • Veronica Shaw - JCPH contact on invoice template

CDBG Public Services Subrecipient Agreement Amendment (OlyCAP)

Topic Summary

Jefferson County received a grant amendment from the Washington State Department of Commerce for the Community Development Block Grant (CDBG) Public Services program. This necessitated an amendment to the existing subrecipient agreement with Olympic Community Action Programs (OlyCAP), increasing the CDBG award by $108,000 and extending the end date of performance to June 30, 2024.

Key Points

  • The amendment supports CDBG Public Services activities for low- and moderate-income persons in Clallam and Jefferson counties for the 2023 program year.
  • Washington State DOC executed Amendment A to the original CDBG contract (22-62210-007) with Jefferson County on June 8, 2023.
  • The amendment extends the time of performance for OlyCAP's agreement from June 30, 2023, to June 30, 2024.
  • Jefferson County retains an additional $3,500 of the amendment for grant administration, totaling $7,000 retained for administration over the two years.
  • The Amendment increases the direct public services grant amount passed through to OlyCAP by $104,500.

Financials

  • Amendment Amount: $108,000 (additional funding).
  • Original Total Grant Award (CDBG DOC): $110,000.
  • New Total Grant Amount (CDBG DOC): $218,000.
  • Original funds passed through to OlyCAP: $106,500.
  • Funds passed through to OlyCAP due to amendment: $211,000 (an increase of $104,500 in service funds).
  • Funds retained by Jefferson County for administration: $7,000 (total over two years).
  • Funding Source: Federal (U.S. Department of Housing and Urban Development, CFDA 14.228).
  • The original CDBG grant was anticipated to serve 1,000 persons / 850 households, all identified as low- and moderate-income.

Alternatives

  • None specified.

Community Input

  • None specified.

Timeline

  • September 6, 2022: Jefferson County BOCC approved the original subrecipient agreement with OlyCAP for $106,500.
  • June 8, 2023: WA DOC Amendment A to the CDBG contract with the County was fully executed.
  • June 30, 2023: Previous end date for performance of obligations.
  • June 30, 2024: New extended end date for performance of obligations.
  • July 10, 2023: Department certification date.
  • July 17, 2023: Date of Board meeting where resolution to approve amendment was considered.

Next Steps

  • The Board approved Amendment No. 1 to the Subrecipient Agreement with OlyCAP to match the WA DOC amended grant awards. (Approved on Consent Agenda)

Sources

  • Judy Shepherd - Finance Manager
  • Mark McCauley - County Administrator
  • Cherish Cronmiller - Executive Director, Olympic Community Action Programs
  • Jeff Hinckle - Project Manager, WA State Department of Commerce

2023 Second Quarter Budget Appropriations and Extensions Hearing

Topic Summary

Jefferson County held a public hearing to consider Resolution No. 29-23 regarding the proposed 2023 Second Quarter Budget Appropriations and Extensions. These changes encompass unanticipated revenues, expenditures, and necessary adjustments, largely centered on covering medical premiums for staff through the end of 2023, funding a new HR Analyst position, and adjusting departmental operational budgets via General Fund appropriations.

Key Points

  • The budget adjustments address unanticipated revenues and expenditures across various County departments (per RCW 36.40.140).
  • A major driver for General Fund expenditure increases across multiple departments (Assessor, Auditor, Clerk, Emergency Mgmt, Courts, Treasurer, etc.) is the Board of County Commissioners' (BOCC) decision to cover medical premiums through the end of 2023, which was not in the original budget.
  • The County Administrator's office requested adding a new ongoing position: HR Analyst II (Salaries & Wages: $34,060; Benefits: $7,153). The purpose is to address gaps in the Human Resource program due to increased regulations, labor management, employee relations, and HR priorities like recruiting/retention and training.
  • The process included an increase in the Noxious Weed's new vehicle line item from the requested $31,000 to $50,000 following a discussion re: electric truck vs. gas truck.
  • The Sheriff's Office (Fund 001.180) requested appropriations for:
    • Capital Outlay - Carports: $30,000 (requested due to capital outlay request not reflected in budget).
    • Interfund Rents/Leases-Vehicles: $49,517 total ($21,761 + $27,756, requested due to unanticipated collision repair).
    • Contracted Medical Services for Jail: $79,364 (requested as original budget was "understated," adjustment reflects contractual maximum).
  • Superior Court (Fund 001.240) requested significant increases for various services, referencing constitutional rights implications if expert services are inadequately funded:
    • Office Supplies: $5,500 (to cover a deficit and Zoom payments).
    • Psych Eval/Expert Services: $28,355 (original budget lasted five months; expenditure is needed to avoid appellate costs/re-trials).
    • Court Commissioner: $30,775 (to increase rate from $75/hour to $100/hour and fund increased hours for mediation, pretrial conferences, and case backlog resolution; justified by new Supreme Court requirements like State v. Blake and legislative overhauls).
    • Interpreter Fees: $26,000 (projected need for an upcoming 14-day jury trial requiring 3 interpreters at $1,920/day).
    • Guardian Ad Litem: $3,250 (due to new Guardianship requirements and reduction in DCYF dependency filings shifting costs to the Court).
    • Court Appointed Attorney: $6,000 (for Protection Order respondents, Guardianship parties, and conflict appointments).
  • Community Development (Fund 143) is increasing expenditures for:
    • Professional Services (Permits): $70,000 (Type I) + $15,000 (Type II, III, IV), totaling $85,000.
    • Master Planned Resort Inspection and Plan Review: $30,000.
    • Professional Svcs - Sea Level Rise Grant: $41,695.
    • Flood Control Assistance (FCAA): $94,345 (matching grant revenue).
    • Shoreline Master Program User Guide Program: $84,333 (matching grant revenue).
    • Energov/Tyler Tech Consultant (Tom Shindler): $25,000.
    • FCS Group - Fee Study: $14,000.
  • Central Services-Facilities (Fund 507) requested $8,500 one-time for Salaries and $67,820 ongoing for Salaries, plus $35,000 ongoing for Benefits, citing the approval of a 1.0 FTE Facilities Maintenance position and retro pay for lead pay status from 2018-2023.
  • An Operating Transfer out of the General Fund to Roads was reduced by $116,357 because the Roads fund received a higher than expected Secure Rural Schools (SRS) payment ($416,357.85), reducing the needed PILT transfer to meet the $540,222 objective set by Resolution 44-21.
  • An Operating Transfer out of the General Fund for Public Health Substance Abuse was added for $59,495, as it "should have been included in the original budget for taxes collected for substance abuse."

Financials

  • Total Second Quarter Appropriation (One-time and Ongoing Expenses): $2,102,185 ($1,958,152 one-time + $144,033 ongoing).
  • Total General Fund (Fund 001) Appropriations (One-time and Ongoing Expenses): $927,318 ($886,105 one-time + $41,213 ongoing).
  • Total Other Fund/Department Appropriations (One-time and Ongoing Expenses): $1,174,867 ($1,072,047 one-time + $102,820 ongoing).
  • Total New Revenue (Non-General Fund) Approprations: $404,579 (mostly grants and one settlement/judgment).
Fund (Dept) Type One-time ($) Ongoing ($) Reason (if specified)
General Fund Personnel Benefits (Various) $589,129 $0 BOCC decision to cover medical premiums through end of 2023.
General Fund (Admin) HR Analyst II (New Position) $0 $41,213 Ongoing salary/benefits (Salaries: $34,060, Benefits: $7,153).
General Fund (Sheriff) Capital/Vehicles/Medical Svcs $158,881 $0 Carports, collision repair, jail medical services.
General Fund (Superior Court) Operations/Services $103,000 $0 Expert services, Commissioner pay increase/time, Interpreter fees.
General Fund (Op Trans) Transfer OUT - Roads -$116,357 $0 Reduction due to higher-than-expected SRS/PILT revenue in Road Fund.
General Fund (Op Trans) Transfer OUT - Substance Abuse $59,495 $0 New transfer for collected substance abuse taxes.
Fund 109 (Noxious Weeds) New Vehicle (Original Request) $31,000 $0 For new truck/canopy using 14% of Fund 109 reserves.
Fund 109 (Noxious Weeds) New Vehicle (Final Approved) $50,000 $0 Increased from $31,000 by BOCC discussion (electric vs. gas truck).
Fund 123 (Grants Mgt) CDBG-CV1 Amendment $211,519 $0 Reimbursing OLYCAP for COVID response grant increase/extension.
Fund 143 (Community Dev) Prof Svcs/Grants (Expenditure) $318,678 $0 Permit review, Master Plan Resort, Shoreline, Flood Control, Energov, Fee Study.
Fund 507 (Facilities) Salaries/Benefits $8,500 $102,820 New Facilities Maintenance FTE + retro lead pay.

Alternatives

  • Commissioners considered raising the Noxious Weeds new vehicle amount from $31,000 to $50,000 (due to discussion about electric vs. gas truck options), which was approved.
  • Staff recommendation (prior to discussion) was to approve the appropriations as proposed.

Community Input

  • Tom Thiersch, Jefferson County: Provided public testimony during the hearing.
  • One comment was received during the deliberation and voting process.

Timeline

  • July 3, 2023: BOCC set hearing date.
  • July 5/12, 2023: Hearing Notice published in the Port Townsend Leader.
  • July 17, 2023, 9:45 a.m.: Public Hearing held.

Next Steps

  • Resolution No. 29-23 was approved by unanimous vote, including the increase to the Noxious Weeds vehicle line item from $31,000 to $50,000.

Sources

  • Mark McCauley - County Administrator
  • Judy Shepherd - Finance Manager
  • Tom Thiersch - Public Testimony
  • Lou Johnson - Fleet Manager (Consulted regarding Noxious Weed Vehicle)
  • Sophie DeGroot - Noxious Weed Coordinator

Establishing Objectives and Procedures for the 2024-2025 County Budget

Topic Summary

The Board of County Commissioners (BOCC) adopted Resolution No. 30-23 to establish the financial objectives and specific procedures required for departments and elected offices in preparing the 2024-2025 biennial county budget. The resolution aims to ensure a balanced budget, manage expenditures carefully, and prioritize long-term financial stability, specifically addressing employee compensation and the use of extraordinary revenues like federal PILT.

Key Points

  • The budget must be balanced when adopted and incorporate a focus on long-term financial analysis using multi-year budget forecasting.
  • The intent is to use a "small amount" of the projected year-end 2023 and 2024 General Fund balances to balance the budgets in 2024 and 2025, respectively. Up to half of the estimated unreserved fund balance is available for unforeseen circumstances.
  • Property tax growth will be limited to the 1% statutory limit plus taxes on new construction for the General, Road, and Conservation Futures Funds.
  • Extraordinary General Fund Revenues (such as federal PILT, private timber harvests, DNR revenue, investment income) will be used to support BOCC objectives, including funding key new positions or improved employee compensation. Excess extraordinary revenues will backfill General Fund shortfalls first, and any remaining may be dedicated to the Capital Improvement Program, Construction and Renovation Program, other one-time costs (including retirement transitions staffing), and additional reserves.
  • Budgetary Guidelines for General Fund Departments:
    • Base budgets must include annual step increases.
    • Union staff pay reflects ratified labor agreements.
    • Non-union staff pay includes a projected 3.00% general wage adjustment (GWA/COLA) for 2024 and 2.0% for 2025, combined with step increases. These percentages may be adjusted based on negotiation results.
    • Non-labor costs will be increased by a maximum of 1.5% for both years. Requests exceeding 1.5% require a Form A (General Fund Add Request).
    • General Fund Transfers to other funds will be held at the 2023 base budget level, with requests for increases requiring compliance with the General Fund Financial Assistance Policy.
  • Transfers and Road Fund:
    • The PILT transfer from the General Fund to Public Works must be sufficient to increase the Secure Rural Schools (SRS)/PILT amount by 3% in both 2024 ($556,429 target) and 2025 ($573,122 target).
    • The Road Fund Diversion will stabilize at $620,000, dedicated only for road traffic safety enforcement consistent with state law, subject to reevaluation mid-biennium.
  • The resolution identified six Strategic Priorities guiding budget development: Community Resilience, Economic Viability, Environmental Stewardship, Housing Accessibility, Organizational Health, and Thriving People.
  • Budgets for "Other Funds" must be prepared as balanced budgets, absorbing all increases within available resources or by offsetting cost reductions.
  • Preliminary budgets, including Form A Add Requests, must be submitted to the County Auditor by noon, September 5, 2023.

Financials

  • Property tax increase limit: 1% plus new construction.
  • Non-union general wage adjustments: 3.00% (2024), 2.0% (2025).
  • Non-labor cost increase cap: 1.5% (2024 and 2025).
  • Targeted SRS/PILT transfer amount for Road Fund increase: 3% over prior year, targeting $556,429 (2024) and $573,122 (2025).
  • Road Fund Diversion: Stabilizes at $620,000 for traffic safety enforcement.

Alternatives

  • None specified. (The BOCC adopted the proposed resolution.)

Community Input

  • None specified.

Timeline

  • August 1, 2023 (or about): Target base budget numbers and FTEs will be given to General Fund departments.
  • September 5, 2023 (noon): Deadline for transmitting preliminary department budgets.
  • September 29, 2023: Auditor provides preliminary budgets to BOCC and County Administrator.
  • Early October: Scheduled department budget presentations to the BOCC.
  • 2024-2025: Biennial budget period covered by the objectives.

Next Steps

  • The BOCC approved Resolution No. 30-23, establishing objectives and procedures for departments to prepare the 2024-2025 budget.
  • The County Administrator will prepare a Recommended 2024-2025 Biennial Budget following department presentations and Board guidance.

Sources

  • Mark McCauley - County Administrator

Secure Rural School (SRS) Monies Distribution and Payment Method

Topic Summary

The Board discussed and took action on the distribution percentages and payment method for Secure Rural Schools (SRS) funds. Staff recommended maintaining the existing allocation percentages (85% to Title I, 13% to Title II, 2% to Title III) and electing the Full SRS Payment Amount rather than the 7-year Rolling Average Amount. The Board adopted this recommendation.

Key Points

  • The County must periodically confirm or change the distribution percentages for Title I, II, and III SRS monies.
  • The current distribution percentages, last confirmed in 2022, are 85% for Title I (Roads & Schools), 13% for Title II (Special Projects on Federal Lands), and 2% for Title III (County Projects).
  • Failure to elect distribution percentages results in default allocation: 80% to Title I, and 20% distributed between Title II and Title III (most likely to Title II).
  • Public Works depends heavily on Title I revenue and recommends keeping the existing 85% Title I distribution.
  • Title I funds are passed through to local governmental entities for public schools and public roads, with state laws determining the split between the two (typically 30% to 100% for schools). In Jefferson County, school districts (Queets-Clearwater, Brinnon, Quilcene, Chimacum, Port Townsend) receive 50% of Title I funds.
  • Title II funds are retained by the Forest Service and allocated to specific projects recommended by a local Resource Advisory Committee (RAC). Projects must be initiated by September 30, 2025, and obligated by September 30, 2026.
  • Title III funds received by the County are generally used for Firewise Communities, search and rescue/emergency services (including equipment, training, and law enforcement), community wildfire protection plans (CWPPs), or expanding access to broadband telecommunications. Jefferson County has largely used Title III funds to hire a consultant for CWPP preparation, with remaining funds likely dedicated to search and rescue equipment.
  • Concerning payment method, the State Treasurer recommended the Full SRS Payment Amount over the 7-year Rolling Average Amount, based on an Estimated Payment Report. Jefferson County’s average SRS payment from 2018-2022 was approximately $382,000, which is "much higher than the 7-year rolling average method."
  • The deadline for authorization and notifying the state is July 20, 2023.

Financials

  • Current/Approved SRS Allocation: 85% (Title I), 13% (Title II), 2% (Title III).
  • Default SRS Allocation (if no election made): 80% (Title I), 20% (split between Title II/III, likely Title II).
  • Jefferson County’s average SRS payment (2018-2022): ~$382,000.
  • State Treasurer recommended Full SRS Payment Amount (vs. 7-year rolling average).
  • Any Board change reducing the Title I percentage would require consulting the recipient school districts.

Alternatives

  • Alternative Percentages: The Commissioners discussed changing the percentages for Titles I, II, and III, but ultimately maintained the current allocation.
  • Alternative Payment Method: The 7-year Rolling Average Amount was available but was recommended against by the Treasurer due to projected lower yields compared to the Full SRS Payment Amount.

Community Input

  • Assessor Jeff Chapman urged the Commissioners to maintain the previous year's percentages.
  • Public comments were received following the presentation and discussion.

Timeline

  • 2022: Last time the allocation percentages were confirmed by the County.
  • July 20, 2023: Deadline for County Treasurer to sign and submit the “Election to Receive Payment and Allocate the State Payment Form.”
  • September 30, 2025: Deadline for Title II and Title III projects to be initiated.
  • September 30, 2026: Deadline for Title II and Title III funds to be obligated.

Next Steps

  • The motion carried unanimously to: (1) maintain allocation percentages of 85% (Title I), 13% (Title II), and 2% (Title III); (2) elect the actual amount received each year (Full SRS Payment Method) vs. the 7-year rolling average; and (3) authorize the County Treasurer to sign the notification form due to the state by July 20, 2023.

Sources

  • Mark McCauley - County Administrator
  • Stacie Prada - County Treasurer
  • Jeff Chapman - Assessor

Regional Organization for Recompete Grant Application

Topic Summary

Jefferson County and Clallam County Commissioners met to discuss developing a regional strategy for the Recompete Pilot Program grant application. This federal program, established under the CHIPS and Science Act, aims to fund economically distressed communities to boost workforce participation among prime-age employees (25-54). The counties decided to form a Task Force to advance a regional application, recognizing the grant's competitive nature requires broad stakeholder alignment.

Key Points

  • The Recompete Pilot Program invests $200 million nationally and targets areas where prime-age (25-54) employment significantly trails the national average, addressing joblessness due to lack of meaningful employment and/or workforce barriers.
  • The program is highly place-based and requires broad stakeholder involvement for competitive applications.
  • Key intervention approaches include 1) Creating Jobs (e.g., infrastructure, anchor firm partnerships, sector-specific support, supportive services, economic development capacity) and 2) Connecting Workers to Jobs (e.g., sector-specific workforce training, reliable transportation, supportive services, job search assistance).
  • Phase 1 applications (due October 5, 2023) allow regions to apply for:
    1. Strategy Development Grant Only ($250K - $500K, up to $750K rarely).
    2. Recompete Plan Approval Only (Invitation to Phase 2).
    3. Both.
  • Phase 2 implementation funding typically averages $20M - $50M per region, with 4-8 regions expected to be awarded.
  • An approved Recompete Plan is necessary to apply for Phase 2 funding.
  • Applicants must address how benefits will be shared equitably, how underserved communities were engaged, leadership diversity, and equity goals.
  • A "Recompete Plan Coordinator" (RPC) will be required for Phase 2 implementation, responsible for coordinating implementation and ensuring project progress.
  • The grant application may reference the Natural Resources Innovations Center; Colleen McAleer and Cindy Brooks provided a presentation on this topic.
  • Jefferson and Clallam County Boards agreed on forming a Task Force to coordinate the application. The Task Force will consist of one Commissioner from each Board, Tribal partners, Jefferson and Clallam EDC members, and the North Olympic Development Council (NODC).

Financials

  • No current fiscal impact as the discussion was about strategy.
  • The BOCC noted there is no additional fiscal impact unless the BOCC decides to fund an entity or consultant to prepare a grant application.
  • Strategy Development Grants (Phase 1) range from $250,000 to $500,000, with $6M-$12M total to be funded nationally.
  • Implementation Grant awards (Phase 2) average $20M to $50M per region.

Alternatives

  • None specified.

Community Input

  • None specified during the joint session (Public comment regarding the appointment was received later).

Timeline

  • June 29 - October 5, 2023 (11:59 pm ET): Phase 1 application window.
  • Winter (TBD): Phase 2 Implementation investment proposal launch.

Next Steps

  • The North Olympic Development Council (NODC) was asked to convene the first meeting of the new Task Force.
  • Each Board will appoint one Commissioner to the Task Force.
  • Commissioner Dean moved to appoint Commissioner Brotherton to the Regional Recompete Task Force, which carried by unanimous vote after a public comment.

Sources

  • Mark Ozias - Clallam County Commissioner District 1, Chair
  • Randy Johnson - Clallam County Commissioner, District 2
  • Mike French - Clallam County Commissioner, District 3
  • Sean Worthington - Clallam PUD
  • Colleen McAleer - Clallam EDC Executive Director
  • Haley Schanne - Representative Kilmer’s Office (District Outreach)
  • Karen Affeld - NODC
  • Cindy Brooks
  • Lauren Lesser - NODC Planning and Community Engagement Director

Jefferson County Strategic Plan (2024–2028)

Topic Summary

The Board of County Commissioners reviewed a draft of the Jefferson County Strategic Plan, covering 2024–2028. The plan was developed based on input from local leaders, county employees, and the community, combined with guidance from a Board retreat. It outlines a Vision, Mission, Core Values, and six Strategic Priorities, each with specific goals and measurable objectives.

Key Points

  • Vision Statement: All people thrive in a healthy and secure community that preserves resources, supports a robust economy, innovates in growth management, and cultivates diversity.
  • Mission Statement: Serve, support, and invest in the community by providing meaningful services to support a vibrant workforce, successful businesses, and a protected environment.
  • Core Values: Trustworthy and Accountable, Respect for All, Engaged and Collaborative, Accessible and Responsive, Innovative and Forward-Thinking, and Professional and Service-Oriented.
  • Six Strategic Priorities:
    1. Community Resilience: Focuses on health and safety services, emergency preparedness (Objective 3: increasing the number of individuals trained under Neighborhood Preparedness), and closing health system gaps (Objective 5: monitoring 'Right Time / Right Place' healthcare access through number of ER visits and tracking the Sheriff’s Office Mental Health Navigator Program encounters).
    2. Economic Vitality: Focuses on high job-creation areas (e.g., Port Hadlock UGA and Glen Cove Industrial Area), completing Phase One of Port Hadlock sewer project (Objective 2: 50 sewer connections by end of 2025), and broadband expansion.
    3. Environmental Stewardship: Focuses on balancing development with preservation, climate resilience, and natural resources access. Key measurable objectives include completing an updated Comprehensive Plan by June 30, 2025 (Objective 1), completing the Community Wildfire Protection Plan (CWPP) by December 31, 2023 (Objective 2), and mitigating impacts of sea level rise (Objective 7).
    4. Housing Accessibility: Focuses on improving affordability and supply. Objectives include shortening planning and permitting processes by creating a performance tracking system by 2025 (Objective 1), considering re-zoning for increased supply (Objective 2), and increasing housing units within LAMIRDs (Objective 5).
    5. Organizational Health: Focuses on attracting, training, and retaining the workforce. Objectives include reviewing/implementing equitable and competitive salaries and benefits by the end of 2024 (Objective 1), developing a Manager/Supervisor training program by June 2024 (Objective 2), and establishing an employee recognition program by June 30, 2024 (Objective 4).
    6. Thriving People: Focuses on promoting a sense of belonging, increasing youth-focused activities (Objective 2), and improving physical and digital accessibility (Objective 3: update ADA Self-Evaluation and Transition Plan by 2025).

Financials

  • The plan outlines objectives that will guide resource allocation for the 2024-2025 budget process.
  • Financial performance measures include monitoring tourism tax revenues, job creation/placement (Economic Vitality), and securing resources for staffing and training (Organizational Health, Objective 6).
  • Funding for the creation of a performance tracking system for permitting (Housing, Objective 1) is implied to be needed by 2025 or sooner.

Alternatives

  • The Board could choose to adopt the plan as drafted.
  • If minor revisions are required, the Board could adopt the plan in a future meeting.
  • If substantial revisions are required, another workshop could be scheduled to review a revised plan.

Community Input

  • The planning effort involved seeking input from local leaders, county employees, and the "larger community."

Timeline

  • 2023 (most of the year): Strategic planning effort took place.
  • 2024 - 2028: Duration of the Strategic Plan.
  • December 31, 2023: Deadline for CWPP completion (Environmental Stewardship Objective 2).
  • June 2024: Deadline for Manager/Supervisor training program development and Employee recognition program establishment (Organizational Health Objectives 2, 4).
  • June 30, 2025: Deadline for updated Comprehensive Plan (Environmental Stewardship Objective 1) and completion of housing needs assessment/target setting (Housing Objective 2).

Next Steps

  • The Board reviewed the draft Strategic Plan and made edits.
  • The next step is adoption or providing guidance regarding required revisions. (The outcome of final adoption is not listed in this packet, suggesting it was deferred.)

Sources

  • Mark McCauley - County Administrator
  • Michelle Kennedy - Berry and Dunn Manager
  • Renee Bryant - Berry and Dunn Associate

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