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Comprehensive Flood Hazard Management Plan for the Big Quilcene and Little Quilcene Rivers

Topic Summary

Jefferson County Department of Community Development (DCD) is seeking authorization to hold a public hearing and adopt a Comprehensive Flood Hazard Management Plan (CFHMP) for the Big Quilcene and Little Quilcene Rivers. This plan, funded by a Washington State Department of Ecology (Ecology) grant, evaluates current and future flood risks and proposes a wide array of structural and non-structural actions intended to reduce flood damage, minimize environmental impacts, and enhance ecological restoration in the watershed. The CFHMP has been approved by Ecology and is informed by input from local, state, federal, and Tribal agencies, consulting staff, and Quilcene residents.

Key Points

  • Plan Scope and Funding: The CFHMP was developed under a Washington State Department of Ecology (Ecology) grant through the Flood Control Assistance Account Program (FCAAP) (RCW 86.26, WAC 173-145).
  • Study Area: The plan focuses on the portions of the Big and Little Quilcene River watersheds within Jefferson County's jurisdiction, excluding the Olympic National Forest (ONF) lands upstream.
  • Goals of the CFHMP:
    1. Implement projects that reduce the future risk of flood damages and hazards.
    2. Reduce public expenditures to repair damaged areas.
    3. Minimize environmental impacts of flood hazard management.
    4. Focus on non-structural alternatives and ecological restoration for flood safety.
  • High-Priority Actions: Six actions are identified as high-priority:
    1. Develop an emergency flood response plan for the Hiddendale Drive community, due to their high floodway location risk.
    2. Conduct proactive landowner outreach and communication about flood risks and risk reduction strategies.
    3. Improve monitoring and documentation of flood events and impacts.
    4. Acquire properties and remove houses in the floodplain (from willing sellers).
    5. Complete the Moon Valley Restoration Project (Big Quilcene River RM 1.2 to 2.4).
    6. Complete the Lower One Mile Project (Big Quilcene River RM 0 to 1.2).
  • Vulnerable Areas/Infrastructure:
    • The Linger Longer Road neighborhood is highly vulnerable, as it is the sole access road for approximately 70 residences and the only access for a commercial oyster hatchery and public marina. Flooding has overtopped Linger Longer Road every 2-3 years.
    • Homes in the Hiddendale Drive community (Reach F, Big Quilcene River) and residential concentrations in Reaches A and B of the Little Quilcene River are highly exposed, often pre-dating effective floodplain regulations.
    • The Washington State Department of Transportation (WSDOT) Highway 101 bridge over the Big Quilcene River (RM 2.4) is rated as "scour critical," meaning its foundation may be unstable for calculated scour conditions.
    • The Center Road bridge over the Little Quilcene River (RM 0.9) has structural deficiencies and is slated for replacement.
  • Flood Risk Factors: Climate change projections indicate increased flood intensity and reduced snowpack, raising the potential for higher volume "atmospheric river" events and earlier, more unstable peak flows. Sea Level Rise (SLR) is expected to worsen the "coastal squeeze" effect, backing up riverine flows and increasing inundation extent and duration in low-lying areas.
  • Regulatory Context: The plan operates within the context of Jefferson County Code (JCC), including the Flood Damage Prevention Ordinance (JCC Chapter 15.15) and Critical Areas Ordinance (CAO, Chapter 18.22), aiming to enforce non-structural approaches where possible.

Financials

  • Funding Source for Plan Development: Grant from the Washington State Department of Ecology (Ecology) through the Flood Control Assistance Account Program (FCAAP).
  • Projected Costs (Action Categories): While individual action costs are not specified, the evaluation table ranks costs qualitatively:
    • High Cost: Full habitat restoration (Action #5); Acquire properties/remove houses (Action #17); Raise home elevations (Action #18); Install engineered log jams (Action #19); Complete Moon Valley (#20) and Lower One Mile (#22) restoration projects (which are already advancing).
    • Medium Cost: Explore Little Quilcene River wetland restoration (Action #4); Survey drainage ditches (Action #10); Update FEMA Flood Maps (Action #15); Evaluate joining the Community Rating System (CRS) (Action #23).
    • Low Cost: Most planning, educational, and coordination activities (Actions #1, 2, 3, 6, 7, 9, 12, 16, 24).
  • Potential Funding Sources Mentioned: Floodplains by Design (FbD), Salmon Recovery Funding Board (SRFB), FEMA Hazard Mitigation Grants (HMG), Flood Control Assistance Account Program (FCAAP), Streamflow Restoration grants (SR), FEMA Public Assistance (PA), Coastal Protection Fund (CFP), and National Coastal Resilience Fund (NCRF).

Alternatives

  • Structural Alternatives Rejected (Hiddendale): A structural approach for reducing flood risk in the Hiddendale Drive community (e.g., levee or flood wall) was considered but not carried forward. Reasons for rejection included:
    • Significant adverse environmental impacts.
    • Difficulty (if not impossibility) of permitting due to floodway location.
    • High cost with limited effectiveness.
    • Inconsistency with the CFHMP's goals prioritizing non-structural alternatives.

Community Input

  • Advisory Team/Stakeholders: Input included representatives from the US Forest Service, Skokomish Tribe, Jefferson County DCD/Environmental Health/Conservation District/Fire Rescue, Washington State Department of Ecology, U.S. Fish and Wildlife Service, Hood Canal Salmon Enhancement Group, Jamestown S’Klallam Tribe, and Port Gamble S’Klallam Tribe.
  • Public Comments on Flooding Issues:
    • Flooding is most frequent in low-lying areas, often coinciding with high tides, affecting Linger Longer Road and East Quilcene Road.
    • Concerns raised about unmaintained levees/dikes, a risk of breach/channel changes in the lower valley, and water overtopping causeways.
    • Need for sustainable practices to mitigate the effects of upstream clearcutting, although the US Forest Service confirmed they are not logging federal lands in the immediate watershed.
    • Need for clarification on options for residents who oppose being bought out to develop in the floodplain and concerns about the ability of local emergency services to respond to a major flood.

Timeline

  • 2023-06-30 (Planned): Original target date for the final CFHMP to be completed.
  • 2024-02-26 (Proposed): Date for the public hearing in the Commissioners’ Chambers at 2:30 p.m.
  • 2024-02-14 to 2024-02-21: Proposed dates for publishing the notice of public hearing regarding the adoption of the CFHMP.
  • 2024-02-14 to 2024-02-26: Window for accepting written public testimony on the CFHMP.

Next Steps

  • The Jefferson County Board of County Commissioners (BoCC) is requested to authorize DCD to publish notice of a public hearing for the CFHMP on February 14 and 21, 2024.
  • Following the public hearing and final review, DCD has drafted a resolution for the BoCC to adopt the CFHMP.
  • Continued work on high-priority actions, such as the Moon Valley and Lower One Mile restoration projects, is recommended.

Sources

  • Donna Frostholm - Associate Planner, Jefferson County Department of Community Development (DCD)
  • Josh D. Peters - Director, AICP, DCD
  • Washington State Department of Ecology (Ecology)
  • Environmental Science Associates (ESA) - Project Consultant
  • Richard Hull - Planning Commission Chair (provided context on SMP recommendations)
  • BERK Consulting, Inc.
  • WSDOT - Washington State Department of Transportation

Collective Bargaining Agreement (CBA) and Trust Participation for Public Works Employees (Teamsters Local No. 589)

Topic Summary

The County proposes approving a new Collective Bargaining Agreement (CBA) and Subscription Agreement for Jefferson County Public Works Department employees, represented by Teamsters Local No. 589. The new CBA spans January 1, 2024, through December 31, 2026, and includes significant changes to the wage structure, general wage increases totaling 12% over three years, a transition from sick/vacation leave to Personal Time Off (PTO), and modifications to longevity and call-back pay.

Key Points

  • Agreement Term: January 1, 2024, through December 31, 2026.
  • General Wage Increases (GWI):
    • Effective first pay period in 2024: 8% increase to all wages after step restructuring.
    • Effective January 1, 2025: 2% increase.
    • Effective January 1, 2026: 2% increase, plus a new Step 8 added to the wage table.
  • Wage Structure Changes (Effective 2024):
    • Conversion from a 10-Step to a 7-Step system (Steps 3, 4, 5 are eliminated).
    • Employees previously in Steps 3-5 move to New Step 1 (with a new anniversary date of January 1).
    • Step increments are adjusted from 2.5% to 3.0% between steps.
  • New Career Ladders/Classification: Changes implemented in Roads Maintenance and Solid Waste Divisions, creating:
    • Solid Waste Technician career ladder (SW Technician I-IV, SW Operations Coordinator).
    • Road Maintenance Technician career ladder (Road Maintenance Technician I-IV, Area Road Supervisor).
  • Personal Time Off (PTO): Effective January 1, 2024, all employees transition from Sick and Vacation Leave (Arts. 14 & 15 are voided) to a combined PTO system (Article 16).
    • Employees receive two additional PTO floater days (8 hours each) annually, which must be used during the calendar year and cannot be carried over.
    • Accrual rates increase with length of employment, starting at 168 hours/year (0-36 months) and increasing up to a maximum of 264 hours/year (181+ months).
    • Maximum PTO Bank balances range from 280 hours (0-36 months) to 520 hours (301+ months).
    • Accrual exceeding the PTO bank limit is credited to a Catastrophic Sick Leave Bank (maximum 960 hours/120 days).
    • Upon separation, unused PTO (up to the maximum bank amount) will be cashed out; Catastrophic Sick Leave Bank funds are forfeited.
  • Special Pay/Stipends:
    • Longevity Pay (Updated 2024): New levels added for long-term service (paid annually):
      • 30 years: $2,600
      • 35 years: $3,000
      • 40 years: $3,400
      • 45 years: $3,800
    • Call Back Pay: Changed from guaranteed two hours and hours worked, to guaranteed two hours plus actual hours worked (paid at time and one-half [1.5x]).
    • Merit Pay (New): Supervisors may award a one-time step increase (bump) based on skills and ability for employees with a minimum of two years in their classification; this changes the employee's step anniversary date.
    • CDL Training: A new program establishes requirements and training support/financing for employees to obtain a Class A CDL. Employees who fail to obtain the CDL or leave within 3 years must reimburse the County on a declining scale (e.g., 100% reimbursement if <1 year of CDL employment).
  • Health and Welfare (Article 17): The County pays 85% and employees are responsible for 15% of the required contribution for Medical Plan B (Washington Teamsters Health and Welfare Trust), Dental Plan B (Northwest Teamsters Dental Trust), and Vision Care Trust.
  • Retirees Medical: Benefits were discontinued. The County makes an offset of $59.85 per month to the employee's 15% contribution (Article 17.4), acting as a wage rate reduction for the unit if the Trust requires the full 100% contribution.

Financials

  • Total Collective Bargaining Increase (Wages): Approximately 12% over three years (8% in 2024, 2% in 2025, 2% in 2026), plus step movement and new longevity tiers.
  • Health and Welfare Cost: Not itemized as a total dollar amount, but the monthly contributions per employee are:
    • Medical Plan B: $1,451.80
    • Life/AD&D Plan B: $4.40
    • Weekly Time Loss Plan A: $18.00
    • Disability Waivers (additional 9 months, medical only): $11.40
    • Dental Plan B: $87.50
    • Vision Plan EXT: $17.10
    • Total specified monthly premium: $1,590.20
  • Funding Source: Increases to wages and benefits are expenditures; specific funding source (Fund #/Munis Org/Obj) is not listed on the Contract Review Form.

Alternatives

  • Alternative Work Schedules: Employees may request a 9/80 work schedule (80 straight-time hours over 9 days). If employee-proposed and approved, holiday pay is 8 hours with the remaining time taken from PTO/leave without pay. If management-assigned, holiday pay matches the scheduled 9-hour day.
  • Budget Adjustments: The Union and County agree to meet and confer on adjusting wages, workweek, or other methods if the Director anticipates multiple layoffs due to budget reductions.

Community Input

  • None specified.

Timeline

  • 2024-01-01: Effective date of the Collective Bargaining Agreement (CBA) and implementation of PTO system, wage restructuring, and 8% pay increase.
  • 2024-02-12: Date of BOCC agenda request.
  • 2025-01-01: Effective date of 2% wage increase.
  • 2026-01-01: Effective date of 2% wage increase and implementation of new Step 8.
  • 2026-12-31: Expiration date of the CBA.

Next Steps

The Board is requested to approve and sign the Collective Bargaining Agreement and the Subscription Agreement.

Sources

  • Sarah Melancon - Human Resources Director
  • Mark McCauley - County Administrator
  • Teamsters Local No 589 and Teamsters Welfare Trust
  • Philip C. Hunsucker - Chief Civil Deputy Prosecuting Attorney

Contract Award: Center Road 2R Overlay Project

Topic Summary

The Public Works Department recommends awarding a contract to Lakeside Industries, Inc., for $1,112,583.65, to complete the Center Road 2R Overlay project (MP 10.34 to MP 14.58). This project was put out for competitive bid, and Lakeside Industries submitted the lowest responsive bid. The project is 100% funded by a CRAB RAP grant, requiring no County match.

Key Points

  • Project Scope: Center Road 2R Overlay, Mileposts 10.34 to 14.58 (County Project No. 1802096).
  • Contract Awardee: Lakeside Industries, Inc. (Port Ludlow, WA).
  • Award Amount: $1,112,583.65.
  • Bidding Process: The call for bids was issued on January 2, 2024. Sealed bids were received and opened on February 1, 2024. Five bids were received, with amounts ranging from the lowest bid of $1,112,583.65 (Lakeside Industries) to the highest bid of $1,727,569.30 (Puget Paving & Construction, Inc.). The Engineer's Estimate was $1,063,767.75.
  • Major Cost Components (Lakeside Bid):
    • Hot Mix Asphalt (HMA) CL 1/2 IN. PG 58H-22 (8,185 tons): $777,575.00 ($95.00/ton)
    • Planning Bituminous Pavement (60,000 S.Y.): $126,600.00 ($2.11/S.Y.)
    • Paint Line (67,365 L.F.): $238,750.00 ($3.50/L.F.)
    • Project Temporary Traffic Control (L.S.): $55,000.00

Financials

  • Total Contract Cost: $1,112,583.65
  • Funding Source: 100% covered by a CRAB RAP grant (CRAB RAP Project No. 1622-01).
  • County Match: None specified (reported as not required).

Alternatives

  • The Public Works Department checked bids and recommended the lowest responsive bidder, Lakeside Industries, Inc. No other alternatives were formally analyzed.

Community Input

  • None specified.

Timeline

  • 2024-01-02: Call for Bids issued.
  • 2024-02-01: Sealed bids were received and opened.
  • 2024-02-12: Agenda date for Board authorization of contract award.

Next Steps

Public Works recommends that the Board authorize the Award of Contract to Lakeside Industries, Inc.

Sources

  • Monte Reinders, P.E. - Public Works Director/County Engineer
  • John Wayand - Project Manager

Collective Bargaining Agreement (CBA) and Trust Participation for Sheriff’s Office Administrative Staff

Topic Summary

The Board adopted a new Collective Bargaining Agreement (CBA) and Trust Participation Agreement for Jefferson County Sheriff’s Office Administrative Staff employees (Teamsters Local No. 589). The agreement is effective from January 1, 2024, through December 31, 2026. This was approved on the Consent Agenda of the December 18, 2023, regular meeting.

Key Points

  • Union/Employees Covered: Teamsters Local No. 589 and Teamsters Welfare Trust, covering Sheriff’s Office Administrative Staff employees.
  • Term: January 1, 2024, through December 31, 2026.
  • Status: The agreement and subscription were approved via the Consent Agenda on December 18, 2023.

Financials

  • None specified.

Alternatives

  • None specified.

Community Input

  • None specified.

Timeline

  • 2024-01-01: Effective date of the agreement.
  • 2026-12-31: Expiration date of the agreement.

Next Steps

  • None specified (action was completed).

Sources

  • Teamsters Local No. 589
  • Teamsters Welfare Trust

Contract Amendment: SR 19 Rhody Drive Ped-Bike Improvements - South Segment (WSDOT TAP Grant)

Topic Summary

The Public Works Department is requesting approval for Local Agency Agreement Supplement No. 1 with WSDOT regarding the SR 19 Rhody Drive Ped-Bike Improvements - South Segment project. The supplement is necessary to reorganize the estimated Preliminary Engineering (PE) funding to create a new "Consultant expenditures" line item, allowing the County to seek reimbursement for consultant costs from the existing federal Transportation Alternatives Program (TAP) grant.

Key Points

  • Project: SR 19 Rhody Drive Ped-Bike Improvements - South Segment (Project No. 1802095, WSDOT TAP-0019(008)).
  • Goal: Establish pedestrian and bicycle connectivity in the Chimacum/Hadlock area, specifically for the PE phase (survey, design, environmental permitting, construction bid documents).
  • Reason for Supplement: To shift $128,633.00 from the existing PE Agency expenditure line to a new PE Consultant expenditure line. This organizational change is mandatory for reimbursement of consultant funds under WSDOT Local Programs requirements.
  • Funding Ratio: Project funds (estimated total of $175,830.00) consist of 86.5% TAP funds and 13.5% County Road Fund match.
  • Contract End Date: The agreement is currently scheduled to end December 31, 2026.

Financials

  • Total Project Cost (PE Phase): $175,830.00 (No change from original agreement).
  • Shifted Funds to Consultant Line: $128,633.00
  • Agency Funds Remaining (PE Phase): $42,197.00
  • Funding Breakdown:
    • Estimated Agency Funds (13.5% non-federal): $23,737.00
    • Estimated Federal Funds (86.5% TAP): $152,093.00 (includes $4,325.00 for State Services).

Alternatives

  • None specified.

Community Input

  • None specified.

Timeline

  • 2020-06-26: Funding awarded through the federal Transportation Alternatives Program (TAP).
  • 2022-09-15: Original WSDOT Local Agency Agreement executed.
  • 2026-12-31: Project Agreement End Date.

Next Steps

The Board is requested to sign two originals of the Local Agency Agreement Supplement No. 1 and return them to Public Works.

Sources

  • Monte Reinders, P.E. - Public Works Director/County Engineer
  • John Wayand, P.E. - Project Manager
  • Washington State Department of Transportation (WSDOT)
  • Philip C. Hunsucker - Chief Civil Deputy Prosecuting Attorney

Change Order No. 7: Port Hadlock Sewer Phase 1 (Site Prep, Earthwork, Service Utilities)

Topic Summary

Public Works requests approval for Change Order No. 7, increasing the contract amount for Phase 1 of the Port Hadlock Sewer project due to unexpected physical conditions and subsequent required modifications. Changes include re-aligning an existing water main, installing a side sewer, and increasing crushed surfacing and asphalt paving to improve the access road to the new wastewater treatment plant (WWTP).

Key Points

  • Contractor: Seton Construction, Inc.
  • Project: Phase 1 Site Prep., Earthwork, and Service Utilities for the Port Hadlock Sewer (Commerce Project No. 22-96515-026).
  • Reason for Change Order:
    • Physical Constraints: Realignment of an existing water main to provide required material coverage (distance between the roadway and top of water main pipe) beneath the new WWTP access road.
    • Added Scope: Installation of a 2-inch side sewer (Shold/Cotton).
    • Access Improvement: Pavement of approximately 300 feet of Lopeman Rd. and the new access road to the WWTP to support traffic.
  • Contract Time Adjustment: Contract time increases by 7 working days, for a new total of 154 calendar days.

Financials

  • Change Order Net Total: $49,905.14 (includes $4,162.57 in 9.1% sales tax).
  • New Contract Total: $1,950,857.84.
  • Breakdown of Change Order Costs:
    • Waterline Realignment/Spool Piece (L.S.): $17,613.40 (New Item)
    • 2" HDPE (Shold/Cotton) (L.S.): $6,140.17 (New Item)
    • Lopeman Rd - Roadway Ex. And Asphalt Removal (L.S.): $15,044.00 (New Item)
    • Crushed Surfacing Base Course (TON - 225 added): $6,750.00
    • Commercial HMA (TON - 85 added): $12,920.00
    • Credits/Deletions (Tapping Sleeve/Valve, HDPE Sewer Pipe linear footage reduction): ($12,725.00)
    • Funding: 100% funded by the Department of Commerce.

Alternatives

  • None specified.

Community Input

  • None specified.

Timeline

  • 2024-02-12: Date requested for Board authorization of Change Order No. 7.
  • 154 days: New contract time span.

Next Steps

Public Works recommends that the Board authorize Change Order No. 7 with Seton Construction.

Sources

  • Monte Reinders, P.E. - Public Works Director/County Engineer
  • Samantha Harper, P.E. - Project Manager
  • Seton Construction, Inc.
  • Mark McCauley - County Administrator

Port Hadlock Sewer Site Prep - Changes to Cleanouts, Excavation, and Infiltration Core Material (Change Orders 2-6)

Topic Summary

Between September and December 2023, the Port Hadlock Sewer Phase 1 project received five change orders (Nos. 2 through 6) totaling $548,010.51 in cumulative increases, significantly over the original contract amount. These changes addressed unforeseen unsuitable materials (concrete, non-draining soil) at the infiltration facility bottom, required redesigns of sewer cleanout materials for standardization, a material change for the pond embankment core, and preparatory grading work originally anticipated for a subsequent contract.

Key Points

  • Project: Port Hadlock Sewer Phase 1 - Site Prep., Earthwork, and Service Utilities.
  • Contractor: Seton Construction, Inc.
  • Original Contract Amount (incl. tax): $1,243,245.78.
  • Contract Total After Change Order 6: $1,900,952.70 (Approved December 18, 2023).
Change Order No. Approval Date Net Change (incl. 9.1% tax) Rationale Contract Time Change
CO 2 2023-09-11 +$134,009.17 Removal of unforeseen unsuitable materials (2,030 CY of pond unsuitable soil, 1,268.03 tons of concrete) found in the infiltration facility bottom. +12 days (from 100 to 112)
CO 3 2023-10-02 +$99,559.01 Changed the wastewater pond embankment core from the originally designed clay core to an improved design using a 60 mil HDPE liner and lean concrete backfill (impermeable cutoff wall). 0 days
CO 4 2023-12-11 +$21,213.40 Clarified and revised sewer cleanout materials and detail (Pressure Sewer Cleanout) to standardize materials and configurations for consistency across sewer construction phases. +2 days (from 112 to 114)
CO 5 2023-12-11 +$311,904.94 Hauling/disposal of unsuitable topsoil, import of sand, site grading of the WWTP site, and providing/spreading bark mulch. This work was critical to making the WWTP site "complete and ready" for the subsequent WWTP contractor, reducing anticipated scope in the next contract. +31 days (from 114 to 145)
CO 6 2023-12-18 +$17,747.84 Adds a 3-inch low pressure sewer (LPS) line to allow for the potential to serve a neighborhood west of the WWTP site, providing an alternative route for future customers. +2 days (from 145 to 147)
  • Cumulative Impact: These five change orders resulted in a total increase of $583,434.36 over the original contract amount and an addition of 47 working days.

Financials

  • Total Increase (CO 2-6): $583,434.36 (Original $1,243,245.78 to $1,900,952.70).
  • Funding: The entire project Phase 1 is reported as 100% funded by the Department of Commerce.
  • Sales Tax: All change order amounts noted include 9.1% sales tax.

Alternatives

  • Infiltration Liner (CO 3): The original Clay Core design was replaced by a 60 mil HDPE Liner & 18 Inch Concrete Filled Trench option to ensure reclaimed water would be directed downwards through the bottom of the infiltration facility. The cost of the replacement liner option was estimated at $130,454.82, in lieu of the original $39,200.00 cost for the Clay Core.
  • New Sewer Line (CO 6): The 3-inch LPS line was added to provide an "alternative route for serving future customers" (neighborhood west of WWTP).

Community Input

  • None specified regarding these specific change orders.

Timeline

  • 2023-09-01: Change Order No. 2 approved (later adopted on 9/11/23 BOCC agenda).
  • 2023-10-02: Change Order No. 3 approved.
  • 2023-12-11: Change Orders No. 4 and No. 5 approved.
  • 2023-12-18: Change Order No. 6 approved.
  • 147 days: Contract duration after Change Order 6.

Next Steps

  • None specified (actions were completed).

Sources

  • Monte Reinders, P.E. - Public Works Director/County Engineer
  • Samantha Harper, P.E. - Project Manager
  • Seton Construction, Inc.
  • Mark McCauley - County Administrator

Contract: DUI Electronic Monitoring of Pre and Post-Conviction Clients (VCheck24 Services)

Topic Summary

The Jefferson County District Court requests approval of a one-year service agreement with Ascentec Holdings LLC for "VCheck24 Services," an online application for monitoring pre and post-conviction clients for DUI and other cases. The application provides continuous GPS location tracking and random/scheduled video check-ins. This service is intended as a low-cost, accessible alternative to traditional Electronic Home Monitoring (EHM) and pre-trial detention, addressing equity issues for low-income clients.

Key Points

  • Provider: Ascentec Holdings LLC (VCheck24 Services).
  • Purpose: To monitor pre and post-conviction clients as a jail alternative or enhanced pre-trial monitoring, particularly for DUI cases.
  • Service Features (VCheck24 App):
    • Random and scheduled video check-ins (with verbal and future facial recognition).
    • Continuous GPS Location Tracking.
    • Instant alerts for violations of GPS restrained zones.
    • Enhanced communication (texting, video conferencing, automated reminders for court dates, medication, appointments).
  • Equity and Cost Benefit:
    • The VCheck24 application offers an opportunity for those with limited income to be released from custody, contrasting with the higher costs and limited availability of traditional EHM programs in Jefferson County.
    • The use of VCheck24 is expected to offer cost savings compared to the estimated 2019 daily jail cost of $135/day per housed inmate (excluding medical costs).
    • Research cited notes that pre-trial detention is disruptive (loss of jobs, housing, custody) and contributes to an increase in the likelihood of future arrest.
  • Contract Details: The initial term is for one year, automatically renewing for four additional successive one-year terms (total maximum term of five years). Either party may terminate with 30 days' written notice.
  • Data/Ownership: All data generated by the app (including location tracking) is owned exclusively by the Provider. However, the Provider agrees to save data and grant Customer (District Court) access for six years after the agreement term, or longer if required by law.

Financials

  • Cost Structure: Subscription based upon use.
    • Active Client Rate: A per diem rate of $1.95 per day applies to each actively monitored client.
  • Funding: District Court has a budgeted line item (DC52330 310061- Monitoring) for DUI Electronic Monitoring to cover initial setup and monthly billing.
  • Reimbursement: Probationers will be ordered to reimburse the court for the monthly service cost, unless waived by court order or covered by grant programs (e.g., 1/10th Treatment Sales Tax funding).

Alternatives

  • Alternative to Jail: The VCheck24 service is identified as a much needed, low-cost alternative to keeping individuals in jail (estimated $135/day in 2019) or paying for traditional EHM programs, which are expensive and currently unavailable in Jefferson County.

Community Input

  • None specified.

Timeline

  • 2024: Initial one-year term commencement.
  • Five years maximum: Total potential term of the agreement through successive renewals.

Next Steps

District Court Probation requests approval of this agreement.

Sources

  • Brian Gleason - District Court Administrator
  • Mark McCauley - County Administrator
  • Ascentec Holdings LLC
  • Philip C. Hunsucker - Chief Civil Deputy Prosecuting Attorney
  • 1/10th Treatment Sale Tax funding

Professional Services Agreement: Juvenile Counseling Services (Claire Chambers)

Topic Summary

Juvenile and Family Court Services (JFCS) requests approval for a Professional Services Agreement with Claire Chambers, LMHC (Brackenfern Psychotherapy), to provide individual counseling with a family component for court-involved youth. This agreement replaces similar services previously offered by another provider who moved out of state. Services utilize a Cognitive Behavioral Therapy (CBT) specific model for youth involved in Truancy, Child in Need of Services, At-Risk Youth, and moderate/high-risk programs identified by the Statewide Positive Assessment Change Tool.

Key Points

  • Service Provider: Claire Chambers, LMHC (Brackenfern Psychotherapy).
  • Services Provided: Individual Counseling utilizing Cognitive Behavioral Therapy (CBT), Dialectic Behavioral Treatment, and social emotional skill building, including a family component where possible.
  • Target Population: Youth referred by Juvenile and Family Court Services (JFCS) through:
    • Truancy, Child in Need of Services, At Risk Youth programs (low risk).
    • Moderate/high risk programs as designated by the Statewide Positive Assessment Change Tool.
  • Contract Duration: February 1, 2024, through December 31, 2025.
  • Contract Justification: The current provider moved out of state. Claire Chambers' skills and training in CBT with youth and families make her a suitable replacement.

Financials

  • Total Contract Amount (Maximum): $10,000.00
  • Hourly Rate: $120.00 per hour for all services.
  • Funding Sources:
    • Low-risk Truancy families/Youth at Risk families: Funded by the 1/10th of 1% Behavioral Health Sales Tax dollars (Fund 131), not to exceed $10,000.
    • Moderate/high-risk youth: Funded by existing Juvenile and Family Court Services budget under "professional services."
  • Match Policy: Jefferson County reserves the first right to use the Behavioral Health Sales Tax funds and services as match for grants. The Contractor needs written authorization from the County Administrator to use these funds for match, which requires documentation of compliance with state/federal guidelines.

Alternatives

  • The previous provider, Marcus Farley, LMHC, moved out of state, requiring the appointment of a new contractor. The analysis justifies the selection of Claire Chambers due to her specific skills and training.

Community Input

  • None specified.

Timeline

  • 2024-02-01: Commencement date of the agreement.
  • 2025-12-31: Expiration date of the agreement.

Next Steps

Approval of this professional service agreement.

Sources

  • Shannon Burns - Director, Juvenile and Family Court Services (JFCS)
  • Claire Chambers, LMHC - Brackenfern Psychotherapy
  • Mark McCauley - County Administrator
  • Fund 131 - 1/10th of 1% Behavioral Health Sales Tax
  • Philip C. Hunsucker - Chief Civil Deputy Prosecuting Attorney

Contract: Brinnon Reach Assessment and Conceptual Design Project (Dosewallips River)

Topic Summary

Jefferson County Public Health requests approval of a $139,984.25 professional services agreement with Natural Systems Design + Coastal Geologic Services (NSD + CGS) for the Brinnon Reach Assessment & Conceptual Design Project on the Dosewallips River. This RCO-funded project aims to assess existing floodplain conditions near the community of Brinnon and the lower mile of the Dosewallips River, developing a conceptual design through a collaborative process to address flood risk, land use, climate change, and habitat restoration.

Key Points

  • Contractor: Natural Systems Design + Coastal Geologic Services (NSD + CGS).
  • Scope: Conduct assessments (geomorphology, hydrology, flood modeling, habitat) and develop an initial conceptual design for the Brinnon Reach of the Dosewallips River (lower one mile and estuary).
  • Project Goals: Address diverse needs and concerns related to flood risk, land use, climate change, and habitat for listed salmon species. Specifically, increase spawning and rearing habitat for Hood Canal Summer-run salmon while improving community resilience against erosion and flood risk.
  • Assessment Components (Task 1):
    • Review existing data (LiDAR, aerial imagery, FEMA maps).
    • Conduct field reconnaissance (one day) and develop a composite topographic surface.
    • 2D Hydraulic Modeling: Assess peak flows, small frequent flows, and anticipated mid-century (2050) flows. Model five flow events, including the existing 100-year flood and the adjusted 100-year flood based on the 2050 flow regime.
    • Levee and Flood Assessment: Evaluate protection provided by the existing Brinnon levee system, including a scenario incorporating sea-level rise and mid-century flow. Identify flood protection deficiencies near Brinnon.
  • Design Components (Task 2): Develop a single conceptual design approach addressing causal mechanisms of increased channel migration, habitat loss, and uncertainty of the existing levee system. Classify conceptual actions as short-term (2-3 year) or long-term (4-20 year). Include proposed conditions hydraulic modeling and a conceptual construction cost estimate.
  • Coordination: The design will be refined through multiple meetings of the Dosewallips River Collaborative. NSD + CGS is sought on a sole source basis to maintain consistent approaches, as they are already engaged in planning and design efforts in two other reaches of the Dosewallips River.
  • Project Duration: January 1, 2024, through December 31, 2025.

Financials

  • Total Contract Amount: $139,984.25.
  • Funding Source: RCO #23-1062.
  • Matching Funds: At least 15% in-kind match provided by:
    • Value of aerial images from the Jamestown S’Klallam Tribe.
    • In-kind portion of a FEMA Cooperating Technical Partners Program grant from American Rivers.
    • In-kind value of related Community Health Assessment activities from JCPH.
    • In-kind value of a portion of the County’s Sea Level Rise Study from DCD.
  • Budget Breakdown:
    • Task 1. Existing Conditions: $69,257.75 (Feb 2024 - Dec 2025)
    • Task 2. Conceptual Design: $38,029.00 (Jan 2025 - Dec 2025)
    • Task 3. Stakeholder Outreach: $16,497.50 (May 2024 - Dec 2025)
    • Task 4. Project Management: $16,200.00 (Feb 2024 - Dec 2025)

Alternatives

  • The project focuses on developing conceptual designs based on the needs assessment, rather than evaluating multiple prior alternatives. The proposed single concept design will be evaluated against a no-action alternative in later tasks.

Community Input

  • Project includes active stakeholder engagement and community outreach (Task 3) through the Dosewallips River Collaborative.
  • Contractor will attend and present at five meetings (3 online, 2 in-person) to share findings, discuss restoration goals, and select a preferred concept.

Timeline

  • 2024-01-01: Agreement commencement.
  • 2024-02-12: Date of BOCC agenda request.
  • 2025-12-31: Agreement expiration.
  • Key Milestones (Proposed):
    • Kickoff meeting: Spring 2024
    • Present existing conditions/model findings: Fall/Winter 2024
    • Present draft conceptual design: Winter/Spring 2025
    • Select preferred design alternative: Summer/Fall 2025

Next Steps

JCPH Management recommends approval of the professional services agreement.

Sources

  • Pinky Feria Mingo - Director, Environmental Health and Water Quality
  • Tami Pokorny - Natural Resources Program Coordinator
  • Natural Systems Design + Coastal Geologic Services
  • RCO #23-1062
  • Mark McCauley - County Administrator
  • Philip C. Hunsucker - Chief Civil Deputy Prosecuting Attorney (PAO noted non-standard indemnity language reviewed by Risk Management)

Contract: Hoh River Resiliency – Lindner Complex Reach Preliminary and Final Design Project

Topic Summary

Jefferson County Public Health seeks approval for an $835,433.00 agreement with Natural Systems Design + Coastal Geologic Services (NSD + CGS) for Phase 1 Preliminary and Final Design for the Hoh River Resiliency – Lindner Complex Reach project. This grant-funded effort, located along the Upper Hoh Road adjacent to a commercial/residential center, aims to develop restoration designs, primarily through the placement of Engineered Log Jams (ELJs), to improve habitat for listed salmonids and bull trout while decreasing community risks from flooding and erosion.

Key Points

  • Contractor: Natural Systems Design + Coastal Geologic Services (NSD + CGS).
  • Scope: Preliminary and Final Design development for the Lindner Complex Reach of the Middle Hoh River (RM 5.0-6.5).
  • Project Goals:
    • Increase spawning and rearing habitat for spring Chinook, steelhead, coho, and bull trout.
    • Improve local community resiliency by decreasing risks associated with flooding and erosion along the primary commercial/agricultural/residential center (adjacent to Upper Hoh Road MP 5.0-6.5).
    • Create and support area jobs.
  • Design Focus (Concept/Preliminary/Final): Focuses on designs for placement of Engineered Log Jams (ELJs) and evaluating the design's benefits under climate change conditions (Task 4) and boater safety.
  • Technical Tasks: Includes 12 tasks covering existing conditions characterization, hydrology/hydraulics (2D HEC-RAS model development), geomorphology, climate change impact analysis, concept/preliminary/final design development, invasive plant prevention plan (by subcontractor 10,000 Years Institute), risk assessment, permitting, and project management.
  • Risk Assessment: Will describe risk to existing infrastructure (Upper Hoh Road, Jefferson County Public Works facility, local businesses, private property) from flooding/erosion under existing conditions and proposed design. Will also assess boater safety related to ELJ placement. All ELJs will be designed to be stable in a 100-year flood event (and projected 2070 climate models).
  • Permitting: Aims for streamlined pathways (Corps’ Nationwide Permit 27 and WDFW’s Fish Habitat Enhancement Project (FHEP) or Habitat Recovery Pilot Program (HRPP)), potentially avoiding requirements for local permitting, Shoreline Master Program, and SEPA review.
  • Contract Duration: January 1, 2024, through June 30, 2026.

Financials

  • Total Contract Amount: $835,433.00.
  • Funding Source: RCO #22-1375, through the Washington Coast Restoration & Resiliency Initiative (WCRRI).
  • Matching Funds: In-kind match of 2022 LiDAR and aerial imagery datasets valued at $150,000 provided by the Hoh Tribe.
  • Budget Breakdown (Major Tasks):
    • Preliminary Design (Task 7): $129,087
    • Project Permitting (Task 10): $185,844
    • Existing Conditions Characterization (Task 1): $110,477
    • Project Management/Coordination (Task 12): $96,360

Alternatives

  • The project will re-evaluate concepts from the prior Middle Hoh River Resiliency Action Plan and develop up to three conceptual design alternatives (Task 6), along with a no-action alternative, before settling on a preferred design for preliminary and final development.

Community Input

  • Stakeholder Engagement (Task 5): The Contractor will develop an Engagement and Outreach Plan, including presentations at two watershed-level “Hoh River Resiliency” events, four meetings for a new ad hoc Lindner Reach Technical Advisory Group (TAQ), 10 in-person meetings with various groups (Hoh Tribal Council, County leadership, City of Forks), and up to 40 individual meetings with landowners, local businesses, and river users.
  • The project will be conducted in partnership with the Hoh Tribe.

Timeline

  • 2024-01-01: Agreement commencement.
  • 2024-02-12: Date of BOCC agenda request.
  • 2026-06-30: Agreement expiration.

Next Steps

JCPH Management recommends BoCC approval of the professional services agreement.

Sources

  • Pinky Feria Mingo - Director, Environmental Health and Water Quality
  • Tami Pokorny - Natural Resources Program Coordinator
  • RCO #22-1375 (Washington Coast Restoration & Resiliency Initiative)
  • Hoh Tribe
  • Natural Systems Design + Coastal Geologic Services
  • Mark McCauley - County Administrator
  • Hood Canal Coordinating Council Lead Entity
  • Philip C. Hunsucker - Chief Civil Deputy Prosecuting Attorney (PAO noted non-standard indemnity language reviewed by Risk Management)

Finance Department 2024 Work Plan Presentation

Topic Summary

The Finance Manager, Judy Shepherd, delivered a presentation on the 2024 Finance Work Plan, focusing on capitalizing on prior year accomplishments, strengthening the accounting team, continuing Munis system integration, completing audits successfully, and improving financial training across the County.

Key Points

  • Role of Finance Manager: Oversee systems, forecasting, compliance, best practices, and internal controls in accordance with GAAP (Generally Accepted Accounting Principles) and the SAO BARS Cash Manual. Currently, the Finance Manager is also the Project Manager for the Munis Financial & Payroll System.
  • 2023 Collaborative Accomplishments:
    • Navigated challenges following payroll implementation.
    • Implemented a new Travel Reimbursement form and updated Travel Policy (including meals per diem for all departments).
    • Increased the payroll team from one to three employees.
    • Cross-trained staff for accounts payable.
    • Improved communication between HR and Payroll teams.
  • 2024 Goals (More of the Same):
    • Continue promoting team well-being and professional development.
    • Develop staff relationships throughout the County to build trust.
    • Munis System Focus: Implement or optimize Munis modules: Employee Self-Service, Contract Management, and Grant Management.
    • Compliance: Achieve "No Findings" by the State Auditor's Office (SAO) and complete the Federal audit by the September 30 deadline.
    • Improvement Areas: Improved cash balancing.
  • 2024 Workshop Training (Planned): Munis workshops, Travel Policy workshop, AP Workflow Approver workshop, and Budget workshop.
  • Personal Goals: Improved budget presentations, achieving proficiency with Munis Cubes & SSRS (reporting tools), development of new/updated policies, and improving health and wellness.

Financials

  • None specified.

Alternatives

  • None specified.

Community Input

  • None specified.

Timeline

  • 2024: Work Plan duration.
  • 2024-09-30: Deadline for completing the Federal audit.

Next Steps

The Board is requested to listen to the presentation, ask questions, and provide guidance.

Sources

  • Judy Shepherd - Finance Manager
  • Mark McCauley - County Administrator

Topic Summary

The Board of County Commissioners approved several minor contracts and administrative actions, including Advisory Board appointments, a youth education grant, and payments for prior work.

Key Points

  • Road Departure Reduction Project (WSDOT Build America/Buy America Change Order) (Item 11 on main agenda)
    • Action: Approved Change Order No. 1 with KT Contracting Company, Inc.
    • Reason: WSDOT requires changing the "Build America/Buy America" special provision to allow minor amounts (up to 5% of material cost, or $1,000,000 if less) of foreign materials to be incorporated, providing material flexibility.
    • Financials: No change to the contract cost ($702,965.00).
  • Solid Waste Advisory Committee (SWAC) Reappointments (Items 8)
    • Approved three reappointments to the Solid Waste Advisory Committee (SWAC) for terms ending February 12, 2025:
      • Steve King (City of Port Townsend Representative)
      • Alysa Thomas (Skookum Recycling Representative)
      • Joey Deese (Waste Connections Representative)
  • Jefferson County Clean Water District Advisory Council Reappointment (Item 9)
    • Richard Hull was reappointed as District No. 3 Representative for a Four (4) Year Term to expire on February 12, 2028.
  • Solid Waste Facility Task Force (SWFTF) Resignation/Appointment (Item 10)
    • Accepted the resignation of Carol Cummins (Local 2020 Beyond Waste Representative).
    • Appointed Janet Welch to replace Ms. Cummins as the Local 2020 Beyond Waste Representative.
  • Contract/Agreement Payments (Items 15 & 16)
    • Payment of District Court Jury Fees Dated February 2, 2024: $920.19.
    • Payment of Jefferson County Payroll Warrants Dated February 5, 2024: $1,125,595.20 (Benefits Paid total; the total payroll warrant expense including checks, direct deposits, and benefits was $2,508,737.27).

Financials

  • District Court Jury Fees: $920.19
  • Payroll Warrants (Benefits Paid): $1,125,595.20
  • Road Departure Reduction Project: $0.00 change.

Alternatives

  • None specified.

Community Input

  • None specified.

Timeline

  • 2024-02-12: Meeting date for approval of these items.

Next Steps

  • None specified (actions completed).

Sources

  • Monte Reinders - Public Works Director
  • Bruce Patterson, P.E. - Project Manager
  • Wendy Housekeeper - Executive Secretary
  • Dodie McBride - Jury Manager
  • Mark McCauley - County Administrator
  • Steve King, Alysa Thomas, Joey Deese, Richard Hull, Carol Cummins, Janet Welch - Advisory Board representatives

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