MEETING: Commissioners Meeting at Mon, Oct 14, 09:00 AM

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JEFFERSON COUNTY BOARD OF COMMISSIONERS MEETING SUMMARY

General Public Comment Period: Olympic Park Village and Affordable Housing Crisis

Metadata

  • Time Range: 00:01:02.000–00:46:47.000
  • Agenda Item: Not Stated (Perfunctory Item: General Public Comment)
  • Categories: services, housing, planning, public safety, operations, legislature

Topic Summary

The meeting began with an extended public comment period featuring numerous residents, primarily from Olympic Village Mobile Home Park, expressing shock, fear, and desperation over impending rent increases and the potential sale of their park to a developer. Residents framed the scenario as "economic eviction," highlighting that high rents, the resulting devaluation of their mobile homes, and the inability to move older units would lead to widespread homelessness, particularly among seniors, fixed-income, and disabled residents. Speakers urged the Board to use its authority, state-level policy, or planning tools—such as moratoria or zoning overlays—to preserve existing manufactured home parks as essential affordable housing. Commissioners responded by expressing deep concern, acknowledged the market-based nature of the crisis, and committed to seeking both short-term local legal options and long-term state legislative changes.

Key Discussion Points

  • Residents of Olympic Village Mobile Home Park face rent increases up to $790 per month, a 25% increase from the current $590, preceded by an earlier increase from $300 to $500 per month (Kim Danner, 06:19:00).
  • Many homes are older (e.g., 1980 model, 02:40:00; 1983 model, 0:18:53) and cannot be moved, rendering them worthless if the park is developed, turning assets worth $180,000 "to zero" (River Ward, 04:40:00).
  • The impending displacement, potentially impacting "120 families" (River Ward, 04:17:00), threatens to dramatically increase homelessness (Therese Triscoe, 13:35:00; Camille Turner, 17:34:00).
  • Rent increases are rationalized by management as funding "maintenance," but residents reported poor maintenance, including potholes, poor lighting, safety concerns entering the park from Highway 20, and septic system issues; one resident stated public health compliance issues regarding septic pumping (Carol Ferguson, 08:40:00).
  • A Washington State Ferry worker stated that if forced to move due to eviction, they would leave the Port Townsend ferry system, exacerbating the affordable housing crisis for essential workers (Rita O'Brien, 10:36:00).
  • Concerns were raised that the park owner, Don Tucker (11:23:00), may be skirting inspection regulations necessary for the park's sale, given that the underlying septic system may prevent anything other than RV-classified park models from being placed there (Rita O'Brien, 11:47:00).
  • Residents claimed the tenants offered to buy the park at the owner's list price through a non-profit (Resident Owned Communities/ROC), but the owner "jacked the price up" and is now under contract with someone else (Sandy May, 21:02:00; Heidi Holberg 24:40:00; Lee Christensen, 26:51:00).
  • Proposed Solutions: Residents and advocates urged the Board to enact:
    • An injunction or moratorium against the sale or development of the park (Kim Danner, 06:00:00).
    • Policy in the Comprehensive Plan to preserve existing manufactured home parks, citing Bellingham’s restrictive zoning overlay as a possible model (Victor Sontag, 22:47:00).
    • County assistance to secure funding for the park's purchase, noting the seller turned down a nonprofit offer due to perceived easier dealing with a corporation (Heidi Holberg, 24:40:00).
  • Commissioner Brotherton remarked that even if the park became resident-owned (ROC), it likely would have meant a substantial rent increase due to the current market (37:42:00).
  • Commissioner Dean acknowledged the frustration of relying on the "market-based housing system" and committed the Board to talking to its legal team, while managing expectations due to the difficulty of interfering in a private sale, especially one already under contract (42:53:00–43:18:00).
  • Commissioner Greininger committed to looking at state-level policy changes that protect homeowners (39:54:00) and ensuring the Comprehensive Plan protects existing land use zoned for mobile home parks (43:54:00).

Public Comments

  • Chris Olson (Space 12, 6062 Highway 20): Lived there 13 years; trailer is 1980 model and cannot be moved; fearful of being forced out (02:44:00).
  • River Ward (Olympic Village): Knocked on every door in the village and witnessed "shock and fear" among 120 households who "could be on the streets" in six months; house value dropped to zero (03:52:00–04:40:00).
  • Kim Danner (Space 108, Olympic Village): Retired nurse, elder, disabled, fixed income; rents increased repeatedly, now facing 25% rent increase to $790/month; requested an injunction or moratorium (06:00:00). Expressed fear of homelessness and noted that current residents "don't have options" (06:53:00–07:44:00).
  • Carol Ferguson (Olympic Park, #28): Bought a park model tiny home a year ago; questioned lack of park maintenance and alleged the park is operating two and a half years "out of compliance" on septic pumping requirements, only acting after public health was contacted (09:22:00).
  • Rita O'Brien (Olympic Park Village): Essential Washington State Ferry worker; threatened with relocation due to lack of affordable housing; questioned how the park sale can be valid given lacking septic inspections, which should be county regulated (10:36:00–12:35:00).
  • Therese Triscoe (Space 102): Lived there since 2016, dependent on Social Security; is disabled and cannot imagine living in a shelter, especially with beloved pets (13:07:00–13:52:00).
  • [Unidentified Speaker]: Currently homeless due to being economically evicted twice; compared the situation to historical police brutality against itinerant workers witnessed by former Supreme Court Justice William O. Douglas (14:11:00–16:51:00).
  • Camille Turner (Olympic Mobile): Youngest person in the room, single mom, homeowner; house appraised at $7,800, which is less than the cost to remove it; fears being pushed out of Washington State (17:02:00–17:52:00).
  • Regina Sharp (Olympic Mobile Home Park): Widow, put $60,000 into $40,000 unit; fears receiving six months' notice and losing her investment; noted the park has been in breach of lease over dangerous trees and septic system maintenance since 2016 (18:28:00–19:35:00).
  • Sandy May (Space 58): Recently purchased, facing further rent hikes; employee incorrectly denied park was selling less than six months ago; raised concerns the owner does not have a "current business license" and "jacked the price up" after the tenants made a purchase offer (19:58:00–21:06:00).
  • Victor Sontag: Urged the county to proactively plan by developing a policy in the Comprehensive Plan to preserve existing manufactured home parks, noting Bellingham’s zoning overlay as a model (22:23:00–23:40:00).
  • Heidi Holberg (Number 57): Her trailer cannot be moved; characterized the owner turning down the tenant's nonprofit purchase offer as "immoral" (24:12:00–24:50:00).
  • James Brinkerhoff (Father in Space 68): Father makes less than $900/month SS; questioned how his father can afford basic needs if rent rises to $800; alleged the owner is marking up small mobile homes from $40,000 to $150,000 to raise prices and push out low-income and elderly residents (25:02:00–25:51:00).
  • Lee Christensen (Number 106): Part of the Oly Rollers community group; confirmed the owner rejected the ROC purchase offer leading to the new rent increase, which seems intended to attract a new developer with higher projected income (26:33:00–27:20:00).
  • Judith Kate Friedman: Citizen activist urging the Board to address what she called a "wedge issue" demonstrating that affordable housing residents deserve to be valued (28:41:00–29:06:00).
  • Samantha Miranda (BNR Mobile Home Court, Space 5): Has lived in community since 1996; her disabled mother is on fixed, low income; reported the current owner rejects offers for tenant-owned homes to tear them down and replace them with $150,000 homes (30:18:00–31:01:00).
  • Shelly Arnell (Online): Supports action; noted that new Growth Management Act (GMA) updates require planning for supportive housing; confirmed hearing that two parks are involved in a sale (33:01:00–33:34:00).
  • Will Young (Slot 32): Partner and he are 89 and 90; rent was $250 in 2014, now three times that; noted that new park models, unlike his, have had their wheels and axles removed, making moving impossible for new owners if they get kicked out (34:23:00–35:32:00). Confirmed the sale possibly impacts BNR in Hadlock as well (36:27:00).

Supporting Materials Referenced

No supporting materials referenced, though calls were made to reference county codes and planning documents.

Financials

  • Rent increases cited: from $300/month to $590/month, facing new hike to $790/month, resulting in a 25% increase (06:19:00–06:43:00).
  • Resident reported fixed income: less than $900 per month (25:06:00).
  • Mobile home value: can drop from $180,000 to zero (04:40:00); appraised by county at $7,800 (17:18:00).
  • Owner alleged to be selling new park models for $150,000, purchased for $40,000 (25:38:00).
  • Cost to remove an older trailer: greater than its appraised value ($7,800) (17:18:00).

Alternatives & Amendments

  • Requested Alternatives: Injunction against the sale; moratorium on selling mobile home parks to developers; creation of a zoning overlay to preserve the land use; political intervention/purchase assistance by the County (06:00:00–24:40:00).
  • Commissioner Discussion: Focus placed on using the comprehensive plan process to preserve the land use (37:53:00–44:03:00).

Outcome, Vote, and Next Steps

  • Decision: No action taken. Public comment was informational and concluded.
  • Vote: No vote taken.
  • Next Steps:
  • - Board of Commissioners and County Administrator: To consult with the legal team to find local solutions regarding the sale or eviction process.
  • - Board of Commissioners: To focus future policy on modeling affordable housing preservation (e.g., zoning overlays) (44:03:00).
  • - Board of Commissioners: To work with state legislative partners to enact policy changes that protect homeowners (39:54:00).

Proclamation: Indigenous Peoples Day

Metadata

  • Time Range: 00:46:47.000–01:07:25.000
  • Agenda Item: Not Stated (Proclamation)
  • Categories: services, governance, other

Topic Summary

The Board of County Commissioners officially recognized Monday, October 14th, 2024, as Indigenous Peoples Day in Jefferson County via a formal proclamation. The proclamation emphasizes honoring the rich culture, treaty rights, and contributions of indigenous peoples, specifically naming the ancestral lands of the Jamestown S'Klallam, Lower Elwha Klallam, Port Gamble S'Klallam, Skokomish, Quileute, and Quinault tribes. Lonnie Greininger, Vice Chairwoman and Cultural Director for the Jamestown S'Klallam Tribe, shared a song of gratitude and expressed thanks for the county's partnership, noting the county values indigenous people "all 365 days a year." Commissioner Brotherton responded with an adapted version of Woody Guthrie’s "This Land Is Your Land."

Key Discussion Points

  • The proclamation aims to promote respect, representation, combat prejudice, and promote healing from the violence and colonization of indigenous peoples and their land (47:07:00).
  • The county acknowledges its boundaries occupy the ancestral lands and waters of several federally recognized tribes (Jamestown S'Klallam, Lower Elwha Klallam, Port Gamble S'Klallam, Skokomish, Quileute, and Quinault) (47:33:00–47:42:00).
  • The proclamation expressed grave concern that resources (salmon and shellfish) essential to tribal subsistence and culture are dwindling due to climate change, development, and habitat degradation (48:06:00–48:33:00).
  • Lonnie Greininger (Jamestown S'Klallam Tribe, Vice Chairwoman) noted that the tribe is currently focused on a “coexistence” mind-frame: learning, coexisting, and navigating a "braided world" of indigenous and Western influences (01:06:27.000–01:07:03.000).
  • Commissioner Dean noted an effort to tweak the proclamation annually to acknowledge the complexity of ancestral land claims and the threat to resources (01:04:17.000–01:04:52:000).
  • Commissioner Brotherton sang an adapted version of "This Land is Your Land" with personalized lyrics, acknowledging the land was indigenous land (00:59:36.000–01:02:17.000).

Public Comments

  • Shelly Arnell (Online): Stated no public comment, but offered applause for the ceremony (03:29:12.000–03:29:55.000).

Supporting Materials Referenced

No supporting materials referenced.

Financials

No financial information discussed.

Alternatives & Amendments

No alternatives discussed.

Outcome, Vote, and Next Steps

  • Decision: Resolution to officially recognize Monday, October 14th, 2024, as Indigenous Peoples Day was approved.
  • Vote: Unanimous (Aye: Dean, Greininger, Brotherton).
  • Next Steps: No next steps specified.

Metadata

  • Time Range: 01:07:25.000–01:09:50.000
  • Agenda Item: Consent Agenda
  • Categories: contracts, finance, infrastructure, services, ordinances, personnel, public safety, legislature

Topic Summary

The Board adopted the Consent Agenda, which included appropriations for accounts payable/payroll, two contracts for foster youth and bridge repair surveying, several interagency agreements, disposal of two minor county assets, and the scheduling of a public hearing to oppose Initiative 2117 (repealing the Climate Commitment Act).

Key Discussion Points

  • The Board confirmed a public hearing is scheduled for Monday, October 28th, at 11:00 a.m. to formally adopt a resolution opposing Initiative 2117, which seeks to repeal the Climate Commitment Act (01:07:50.000–01:08:23.000).
  • Commissioner Brotherton expressed gratitude for Consultant Bradley Banks' work on Item 10 (Amendment No. 1 for Opioid Settlement Funds Planning) regarding drafting a funding process for distributing the Opioid Settlement Funds (01:08:53.000–01:09:12.000).
  • The continued work on Lords Lake Loop Road Slide Repair (Project No. 18020850) was noted, moving to re-establish two lanes of travel (01:09:16.000).
  • Accounts Payable Warrants & Payroll: $3,300,381.14 in Warrants (date: 10/7/24) and $2,412,819.22 in Payroll/Benefits (date: 10/4/24).
  • Lords Lake Loop Road MP 1.6 Slide Repair (Supplemental Agreement No. 1 with Van Aller Surveying): Approved $8,455.00 for ROW staking and construction staking for the road realignment. New maximum payable: $18,455.00. Funding is 90% FEMA, 5% State, 5% County Road Fund.
  • Little Quilcene River Bridge Replacement (Supplemental Agreement No. 1 with Sargent Engineers, Inc.): Approved additional topographical surveying at a cost of $6,954 to complete the design of the structurally deficient bridge. This is 100% FHWA funded.
  • HJ Carroll Park Caretaker (Dustin Willis): Renewed the 6-month Caretaker Agreement (Oct 2024–Apr 2025) which exchanges $5,648.00 in services (15 hours/week) for site use and utilities.
  • Olympic Angels PSA: Approved a two-year PSA (2025–2026) for $26,713.09 (funded by Behavioral Health Sales Tax) to provide therapeutic support and mentorship for foster youth, resulting from an RFP process and recommended by BHAC.
  • Juvenile Court MOU (Referred-Becca Petition Project): Approved $30,000.00 (2025–2026, from BH Sales Tax) with Juvenile Court for therapeutic prevention services (Functional Family Therapy, Individual Counseling) for high-risk youth.
  • Banks Consulting Opioid Amendment (No. 1): Approved additional $3,415.00 for planning Opioid Settlement Fund allocation and drafting an MOU between BHAC and BHC, extending the contract to June 30, 2025.
  • District Court Interpreters IAA (LAIRP): Approved Interagency Agreement IAA25464 with AOC for up to $2,573.00 in reimbursements (50% of cost) for interpreter expenses for Limited English Proficient individuals.
  • CFCOC Appointments: Appointed Clint Cole and Laurie de Koch to the Conservation Futures Citizen Oversight Committee (CFCOC).
  • Surplus Property: Declared three items (Meeting Owl Pro, AP300 battery, Lenovo IdeaPad) as surplus due to damage/obsolescence.
  • Flood Damage Prevention Public Hearing: Approved publishing the hearing notice for October 28, 2024, regarding NFIP compliance required by FEMA/ECY.

Public Comments

No public comment on the Consent Agenda occurred after it was introduced.

Supporting Materials Referenced

All items listed were supported by the meeting packet materials.

Financials

  • Total Warrants Approved: $3,300,381.14 (Fund 001: $2,101,812.70).
  • Total Payroll Approved: $2,412,819.22.
  • Lords Lake Supplement: $8,455.00 (90% FEMA funded).
  • Little Quilcene Bridge Supplement: $6,954 (100% FHWA funded).
  • Olympic Angels PSA: $26,713.09 (Behavioral Health Sales Tax Fund #131).
  • Juvenile Court MOU: $30,000.00 (Behavioral Health Sales Tax Fund #131).
  • Banks Amendment: Additional $3,415.00 (Opioid Settlement Fund #130).
  • District Court IAA: Up to $2,573.00 reimbursement (AOC funded).

Alternatives & Amendments

No alternatives or amendments were discussed; the agenda was approved as submitted.

Outcome, Vote, and Next Steps

  • Decision: The Consent Agenda was approved and adopted as presented.
  • Vote: Unanimous (Aye: Dean, Greininger, Brotherton).
  • Next Steps: Staff proceeding with initiating contracts, publishing public hearing notices, and processing payments.

Resolution on Methods for Financial Stress Management

Metadata

  • Time Range: 01:10:10.000–01:21:01.000
  • Agenda Item: Financial Stress Procedures Resolution
  • Categories: budgeting, operations, personnel, planning

Topic Summary

The Board considered and adopted a resolution establishing methods and procedures for responding to recessions or periods of severe financial stress. County Administrator Mark McCauley stated that proactive planning is necessary due to indicators showing a recession signal and anticipated revenue shrinkage from investment income and DNR timber, potentially leading to a $500,000 or greater reduction in 2025 revenues. The resolution outlines specific adverse actions (e.g., hiring freezes, furloughs, service cuts) and a structured cross-departmental process involving the Budget Committee, Elected Officials, and Directors to implement them incrementally and mitigate impact, learning from the damaging effects of the 2008 Great Recession.

Key Discussion Points

  • The resolution is necessary given the shrinking revenue from investment income and DNR timber in 2025, coupled with a recession signal from the Conference Board's economic indicators (Mark McCauley, 01:10:52.000).
  • The goal is to align expenditures with revenues and maintain fiscal reserves (01:11:46.000).
  • Methods: Steps listed in the supporting materials include reducing work hours, implementing furloughs, enacting a hiring freeze, cutting discretionary spending, reducing or eliminating non-mandatory services, renegotiating contracts, and, as a last resort, a Reduction in Force (layoffs) (01:11:18.000).
  • Procedure: Implementation is subject to consensus and review involving the Budget Committee, Department Directors, Elected Officials, and Finance staff, ensuring an incremental approach to minimize negative impact (Mark McCauley, 01:14:14.000–01:15:00.000).
  • Commissioner Brotherton expressed concern about the methods used during the 2008 Great Recession, noting the Department of Community Development's (DCD) capacity was decimated (staffing cut from 25 to 14/15 FTEs) for over a decade, emphasizing the need to avoid sustained damage to community services (01:15:00.000–01:17:15.000).
  • Finance Manager Judy Shepherd affirmed the purpose is prudent planning, noting that 2025 is a critical year, and 2026/2027 budget cycles are anticipated to present significant challenges (01:19:10.000–01:19:39.000).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

  • The Conference Board's Leading Economic and Coincident Indicators (01:10:47.000).
  • Reference was made to similar budget shortfalls in other regions, including Clark County (01:11:14.000) ($4 million reduction) and the City of Vancouver ($47 million deficit) (01:11:31.000).

Financials

  • Anticipated 2025 revenue reduction: $500,000 or more (01:10:52.000).
  • Target financial reserve: Minimum 15% of the General Fund expenditure budget.

Alternatives & Amendments

  • Alternatives: None were formally proposed, as the resolution itself established a framework for considering and implementing alternatives incrementally.
  • Contingent Action: The resolution allows for incremental action based on the severity and urgency of financial stress (01:12:27.000).

Outcome, Vote, and Next Steps

  • Decision: Resolution establishing methods and procedures to be employed during recessions and other periods of severe financial stress was approved.
  • Vote: Unanimous (Aye: Dean, Greininger, Brotherton).
  • Next Steps:
  • - Core Financial Staff: Continue monthly financial forecasting (01:19:10.000).
  • - Board of Commissioners: Anticipated to receive Mark McCauley's recommendations on current budget requests, including a five-year fiscal impact projection, in approximately two weeks (04:54:41.000).

Budget Workshop: Department of Community Development (DCD)

Metadata

  • Time Range: 02:21:48.000–02:52:21.000
  • Agenda Item: Budget Workshop
  • Categories: budgeting, planning, permits, operations, land use, contracts

Topic Summary

DCD Director Josh Peters and Administrative Services Manager Chelsea Pronabo presented their 2025 budget request, which includes restoring the General Fund transfer to $1.2 million to ensure fiscal health and adequate cash flow. This large request is largely due to factors causing DCD to play "catch up" over the last two years: a lower-than-anticipated starting fund balance for 2024, the investment of $81,000 (unrecuperated by fees) to clear a 2022 permit backlog using consultants, and the need to fund current policy-intensive, non-fee-supported work (GMA update, Shoreline Master Program review, code compliance, and strategic plan objectives). DCD is requesting no new FTEs in 2025.

Key Discussion Points

  • Unrecuperated Costs: DCD invested approximately $81,000 (after recuperating a chunk through permit fees) in consultants during 2022/2023 to manage the permit backlog experienced after the one-year development moratorium was lifted (Josh Peters, 02:25:31.000).
  • Cash Flow and Fund Balance: DCD started 2024 with a $57,000 deficit compared to the anticipated fund balance and has experienced cash flow challenges, requiring expenditures to be timed after successful payroll clearances (Chelsea Pronabo, 02:31:12.000; Mark McCauley, 02:31:54.000).
  • Funding Ask: The ask for $1.2 million is necessary to restore DCD to fiscal health for 2025. Averaged across 2023–2025, the annual transfer amount ($821,000) is consistent with historical mid-$800,000 transfers from 2021/2022, suggesting the department is trying to recover from 2023's low transfer of $450,000 (Chelsea Pronabo, 02:29:04.000; Josh Peters, 02:50:25.000).
  • Staffing: DCD has achieved stable staffing with the end of high turnover experienced from summer 2022 to summer 2023, during which over 15 people transitioned (02:33:48.000). Current FTE is over 20, up from a low dip below 15 post-recession. No new FTEs are requested for 2025 (02:52:06.000).
  • Non-Compensated Work Load (General Fund Functions):
    • Long Range Planning (GMA 2025 update, Shoreline Master Program review) is ongoing and not fully covered by state grants (02:26:46.000–02:27:11.000).
    • Code Compliance (which rarely recuperates its costs due to reliance on voluntary compliance) (02:37:53.000).
    • Implementation of Senate Bill 5290 (permit process timelines) and over 20 County Strategic Plan objectives (02:38:17.000–02:38:37.000).
  • Overhead Costs: Increases in allocated costs (e.g., General Fund charges for facilities and vehicle fleet operations/ER&R fund rate increases) contribute to the higher cost profile (Mark McCauley, 02:51:27.000).
  • Consultant Use: Using outside consultants to relieve pressure (e.g., on SDR process for legal lot of record) is more costly than internal staffing but remains a viable contingency tool if permit volume surges (02:45:11.000). The department is currently performing SDR review completely in-house (02:45:27.000).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

  • DCD Organization Chart (02:26:04.000).
  • Historical General Fund Transfer Data (2021-2024 projected) (02:28:22.000).
  • Historical Fund Balance and FTE Data (2021-2024) (02:32:32.000).
  • Detailed General Fund Transfer Questionnaire (referenced as the source of cost breakdowns) (02:48:08.000).

Financials

  • Total 2025 General Fund Transfer Request: $1.2 million (02:28:54.000).
  • Catch-up Funding (2024): An additional $250,000 appropriation is expected in Q3 2024, which would bring the 2024 transfer to $1 million (02:30:17.000).
  • Permit Backlog Investment: $81,000 unrecuperated by permit fees spent on consultants (02:25:31.000).
  • Management Team Cost (General Fund): Salaries for long range/code compliance are nearly exclusively supported by the General Fund (02:35:02.000).

Alternatives & Amendments

  • Implicit Alternative: When positions become vacant (e.g., through expected retirement next year), the department will evaluate whether to request permission to hire based on permit volumes and policy needs, potentially allowing the department to "shrink a little bit over the next couple of years" (02:42:59.000–02:43:32.000).

Outcome, Vote, and Next Steps

  • Decision: No action taken; item was informational.
  • Vote: No vote taken.
  • Next Steps:
  • - BOCC and County Administrator: Will consider the request and DCD's justification as part of the overall 2025 budget process.
  • - DCD Staff (Josh Peters): Committed to sending the detailed SDR consultant report if requested (02:46:07.000).

Budget Workshop: Sheriff’s Office

Metadata

  • Time Range: 02:52:44.000–03:19:37.000
  • Agenda Item: Budget Workshop
  • Categories: budgeting, public safety, operations, personnel, infrastructure, contracts

Topic Summary

Sheriff’s Office staff presented a General Fund add request of $282,260, focusing on three needs: enhancing officer safety and efficiency with technology, restoring equity in rural patrols, and adjusting to non-discretionary vehicle costs. The main components were the addition of equipment for eight new staff members (courthouse security and civil deputies), a dedicated South County deputy FTE position, and increases to the Equipment Repair & Replacement (ER&R) fleet budget due to rising shared vehicle costs.

Key Discussion Points

  • South County Deputy (FTE): The department is requesting $140,367 for a dedicated FTE to serve as a community officer in Quilcene and Brinnon. This position would spend 40 hours per week in South County to improve public safety and community trust, addressing the historic pattern of under-reporting incidents due to perceived lack of response (02:57:48.000–03:00:37.000).
    • Vehicle Offset: The initial $85,000 cost of the vehicle for this position will be covered by salary/benefits savings from vacant jail positions in 2024, leaving the General Fund to cover only the ongoing salary/benefits (03:11:18.000).
    • The proposal aligns with the County Strategic Plan goal of realizing a safe, healthy, and thriving community (03:11:27.000).
    • Recruitment Context: Washington State is 51st in the nation for officers per thousand residents, with Jefferson County running at approximately 1.1 officers per thousand residents (03:09:51.000–03:10:16.000).
  • Axon Technology Update: An additional $29,051 is requested to upgrade the body-worn camera/taser contract for all 25 staff and add eight cameras for courthouse security and civil deputies (03:04:05.000–03:04:58.000).
    • Taser Technology: The upgrade would replace older Tasers (which are nearing the end of their warranty/support) with the new Taser 10 model, which offers twice the range (45 feet vs 25 feet) and greater accuracy and capacity (10 individual probes) (03:05:12.000–03:08:41.000).
    • Locking into the new five-year contract now is anticipated to prevent higher costs later (03:07:25.000).
  • ER&R Fleet Increase: A mandatory increase in the ER&R fleet budget totals $112,832 for 2025. These costs reflect required rate changes resulting from new lifecycle analysis for maintenance, fuel, and replacement cycles (03:13:36.000–03:14:01.000).
  • Electric Vehicle Trials: The department is acquiring a Chevrolet Blazer EV for non-patrol command staff use to test the viability of EV law enforcement vehicles in a rural area, with ongoing discussion about infrastructure, specifically at-home charging solutions like the one used by King County (03:14:49.000–03:16:31.000).
  • Highest Priority: Staff identified the dedicated South County Deputy FTE as the highest priority funding request (03:19:20.000).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

  • Sheriff’s Office Mission Statement and Org Chart (02:54:59.000–03:01:20.000).
  • Washington State law enforcement staffing statistics (03:09:37.000).

Financials

  • Total General Fund Add Ask: $282,260 (03:18:10.000).
  • South County Deputy FTE: $140,367 (ongoing personnel costs for new FTE) (03:18:02.000).
  • Axon Contract Increase: $29,051 (total new contract is $112,000) (03:06:41.000).
  • ER&R Fleet Increase: $112,832 (non-personnel cost increase) (03:18:02.000).
  • One-time Vehicle Cost: $85,000 (to be covered by 2024 jail vacancy savings) (03:11:18.000).

Alternatives & Amendments

  • Amendment: The original ask of $318,732 was reduced to $282,260 by re-allocating the $85,000 cost of the new South County vehicle to 2024 vacancy savings (03:18:27.000–03:18:57.000).

Outcome, Vote, and Next Steps

  • Decision: No action taken; item was informational.
  • Vote: No vote taken.
  • Next Steps:
  • - BOCC and County Administrator: Will consider the request as part of the 2025 budget process.
  • - Sheriff’s Office: Will continue to monitor jail corrections applicants, who are currently seeing an increase (02:57:32.000).

Metadata

  • Time Range: 03:20:03.000–03:30:43.000
  • Agenda Item: Not Stated (Administrative item to share legal opinion)
  • Categories: finance, governance, facilities, legal

Topic Summary

The Board, upon request, formally approved sharing a legal opinion from Deputy Prosecuting Attorney Philip Hunsucker with the Lodging Tax Advisory Committee (LTAC). The opinion addresses whether LTAC funds can be awarded to either the County or the City for costs associated with exploring the creation of a Public Facilities District (PFD) whose purpose would be to construct an aquatic center (pool) intended to increase tourism. The legal opinion stated the use of LTAC funds for this exploration is permissible because the relevant RCW definitions of "tourism" and "tourism activity" are broadly written and place no formal limit on awarding funds to a municipality for tourism marketing or promotion.

Key Discussion Points

  • The legal opinion was requested to clarify whether LTAC funds can be used for "funding of a non-existent PFD" related to the proposed aquatic center (03:23:24.000).
  • The applicable state law (RCW 67.28.816) allows unrestricted awards of LTAC funds to a municipality (County or City) or for tourism marketing (03:25:21.000–03:25:28.000).
  • The opinion concluded there is nothing prohibiting LTAC from awarding funds for the creation of a PFD, provided the PFD's purpose is designed to increase tourism (03:27:01.000).
  • Commissioner Greininger asked if there was a required tourism "threshold" (e.g., 25% of support derived from tourism) that the facility must meet, which Philip Hunsucker confirmed does not exist in the broad RCW (03:27:56.000–03:28:11.000).
  • Public comment questioned whether a pool is genuinely a "tourist attraction," and stated that if it failed to attract tourists, $200,000 would be "gone" from the LTAC budget (Shelly Arnell, 03:29:46.000).

Public Comments

  • Shelly Arnell (Brinnon): Stated it is a "real stretch" to call the proposed public pool a tourist attraction, arguing the area lacks tourist capacity and staffing (03:29:20.000).

Supporting Materials Referenced

  • Legal opinion referencing RCW 67.28.816 (03:24:36.000).

Financials

  • Public comment referenced a potential loss of $200,000 if the project is funded and fails to attract tourists (03:29:46.000).

Alternatives & Amendments

No alternatives discussed beyond confirming the legal interpretation.

Outcome, Vote, and Next Steps

  • Decision: Motion to share the legal opinion with the LTAC Committee was approved.
  • Vote: Unanimous (Aye: Dean, Greininger, Brotherton).
  • Next Steps:
  • - Deputy Prosecuting Attorney (Philip Hunsucker): To share the legal opinion with the LTAC committee.

Budget Workshop: WSU Extension Office

Metadata

  • Time Range: 03:30:51.000–04:02:51.000
  • Agenda Item: Budget Workshop
  • Categories: budgeting, education, services, personnel, planning

Topic Summary

WSU Extension Director Amit Singh and Finance Coordinator Owen Rowe presented a total General Fund add request of $58,000, primarily dedicated to increasing the FTE levels of two key volunteer-reliant positions: the Regional Small Farms Coordinator (Kelly) and the Master Gardener Coordinator (Bridget). The director argued that this addition is fundamental to achieving his priority of being "fully staffed and fully engaged" and is essential to alleviate staff burnout and sustain programming. The request includes $16,500 to restore Kelly to 1.0 FTE, $28,000 to raise Bridget to 1.0 FTE, and $8,000 for a gate step increase for the Finance and Admin Coordinator (Owen).

Key Discussion Points

  • FTE Increase Priority: The primary ask is dedicated to restoring or permanently increasing FTE levels for the Regional Small Farms Coordinator (from 0.72 to 1.0 FTE, $16,500) and the Master Gardener Coordinator (from 0.6 to 1.0 FTE, $28,000) (03:55:09.000).
  • Justification: A large concern across WSU Extension programs is staff burnout due to the heavy workload of one-person programs. The increase in FTE is necessary for coordinators to shift from day-to-day operations to strategic alignment, system creation, and program resilience, aiming to achieve at least 1.5 FTE coverage per program (03:45:55.000–03:58:47.000).
  • Strategic Alignment: WSU Extension is aligning its work with both the County’s Strategic Plan and WSU's four Resilient Washington Pillars to maximize federal/university resources and address county needs (03:47:21.000–03:48:37.000).
  • Operational Improvements: The department has focused on improving internal processes, including moving all documentation to Microsoft Teams for transparency and adopting "logic model development" for quarterly performance review (03:39:22.000–03:42:25.000).
  • Funding Stability and Noxious Weeds: Most program funds (4-H, Master Gardener, Small Farms) are seen as a community investment and are not revenue generating (03:52:32.000). The Noxious Weeds fund, though healthier, may require the BOCC to re-examine the current $4-per-parcel assessment fee to avoid dipping into reserves (03:53:24.000–03:54:08.000).
  • The Highest Priority: The highest funding priority is the increase in FTE levels to ensure the "assured sustainable [salary]" and improve staff morale, which is currently the biggest concern (04:01:39.000–04:02:43.000).
  • Salary Equity Challenges: The Extension Office struggles with internal equity due to having both County and WSU employees, noting that the external parity benchmark shows other counties pay coordinators significantly more, requiring them to constantly adjust salaries through grants and external funding (03:59:58.000–04:00:43.000).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

  • WSU Extension Org Chart (03:33:51.000).
  • List of recent grant awards (03:45:28.000).

Financials

  • Total General Fund Add Ask: $58,000 (ongoing) (03:54:24.000; 03:58:40.000).
  • Small Farms Coordinator (Kelly): $16,500 (increase from 0.72 FTE to 1.0 FTE) (03:55:09.000).
  • Master Gardener Coordinator (Bridget): $28,000 (increase from 0.6 FTE to 1.0 FTE) (03:55:49.000).
  • Finance and Admin Coordinator (Owen): $8,000 (increased gate step, managed last year but needs ongoing funding) (03:56:40.000).
  • Noxious Weeds Assessment: Currently $4 per parcel, significantly lower than other counties; due for review (03:53:48.000).

Alternatives & Amendments

No alternatives or amendments discussed.

Outcome, Vote, and Next Steps

  • Decision: No action taken; item was informational.
  • Vote: No vote taken.
  • Next Steps:
  • - BOCC and County Administrator: To consider the request as part of the overall 2025 budget process.
  • - BOCC: To discuss potential re-evaluation of the noxious weeds per-parcel assessment fee (03:54:08.000).

Budget Briefing: Public Health Department

Metadata

  • Time Range: 04:03:06.000–04:25:01.000
  • Agenda Item: Budget Briefing (No General Fund Ask)
  • Categories: budgeting, services, personnel, facilities, public safety

Topic Summary

Public Health Director Veronica Shaw and Environmental Public Health Director Jennifer Graham provided a budget briefing without requesting additional General Fund allocations. The briefing's purpose was to explain a large, unexpected $1.3 million increase in the starting fund balance for 2025 due to a state decision to fully front-load Foundational Public Health Services (FPHS) funding ($2.3 million) in July, rather than splitting it between July and January. The department also addressed its growth projections and immediate space constraints, detailing a plan to lease a new space at Castle Hill to consolidate satellite teams and make room for three new FTEs planned for 2025.

Key Discussion Points

  • Inflated Fund Balance: The beginning fund balance for 2025 will be inflated by $1.3 million because the state (FPHS) is now providing the full year’s funding ($2.3 million) upfront in July, a change from the previous semi-annual payment schedule (Veronica Shaw/Jennifer Graham, 04:04:15.000–04:05:02.000).
  • Growth and Space Needs: Public Health is experiencing growth (adding three new FTEs in 2025) and has critically low space, currently having four employees housed in Public Works and water quality staff in a separate building (04:10:05.000).
  • Facilities Plan: Public Health plans to secure and outfit a new space at Castle Hill for one year to consolidate its communications, assessment, and water quality teams (the latter requiring a lab wet area), freeing up offices in the main building for new hires (04:11:44.000–04:12:29.000).
    • Rent Cost: The temporary rent for the new space will cost approximately $30,000 for one year, but this expense will largely be recouped when the currently rented (and expensive) water quality space is relinquished (04:13:00.000–04:13:22.000).
  • Workforce Sustainability: The priority is securing, sustaining, and nurturing the workforce, recognizing that new state and federal grants (e.g., workforce development funds) are often restricted and sometimes terminate quickly (04:14:51.000–04:17:22.000).
  • Growth Trajectory: Public Health is one of the smallest Local Health Jurisdictions (LHJs) to offer its menu of services and must grow to meet mandates and community gaps (04:21:24.000). Future growth is difficult to predict but is often driven by narrow, specific state/federal funding opportunities (e.g., lead poisoning investigation) that mandate adding FTEs (04:19:55.000–04:20:35.000).
  • County Growth Planning: Sean Frederick (Central Services) emphasized that Public Health’s growth is challenging an already strained facility workflow, necessitating a broader county-wide discussion on long-term growth planning, inventory, and space availability (04:18:14.000–04:19:14.000).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

  • Public Health Fund Balance and FTE Projection (2021-2025 amended) (04:07:18.000–04:24:05.000).

Financials

  • FPHS Funding: $2.3 million/year (newly front-loaded) (04:05:02.000).
  • Fund Balance Increase (2025): $1.3 million unexpected increase due to FPHS timing (04:04:54.000).
  • Facilities Cost: Approximately $30,000 to $37,000 for one year of temporary additional space (04:13:00.000–04:13:22.000).

Alternatives & Amendments

  • Alternative Action: The current facilities plan (leasing new space and releasing old space) is a stopgap measure intended to address immediate space constraints and accommodate the water quality department’s needs (04:10:50.000).

Outcome, Vote, and Next Steps

  • Decision: No action taken; item was a briefing.
  • Vote: No vote taken.
  • Next Steps:
  • - Public Health and Central Services: To continue developing a long-term growth plan for public health facilities.
  • - BOCC, County Administrator, and Finance Manager: To track the anticipated $1.3 million fund balance increase in the subsequent appropriations review.

Budget Workshop: Human Resources (HR) Department

Metadata

  • Time Range: 04:25:01.000–04:39:01.000
  • Agenda Item: Budget Workshop
  • Categories: budgeting, personnel, planning, services

Topic Summary

HR Director Sarah Melancon presented the first-ever consolidated budget for the Human Resources Department, requesting a combined total of $574,192. The bulk of this funding ($434,192) represents a neutral transfer from the County Administrator/other budgets to formally create the department, a move approved by prior BOCC resolution. The add request of $140,000 is focused on three strategic initiatives for workforce health: $50,000 for expanded employee training/development (especially for supervisors/managers), $50,000 for an exempt employee salary survey, and $40,000 for an employee engagement survey.

Key Discussion Points

  • Department Creation: The 2025 budget represents the first segregated budget for the Human Resources Department, which previously operated under the County Administrator’s office (04:27:10.000). The department supports all 365 county employees (04:28:47.000).
  • Strategic Funding: The $140,000 add request is dedicated to implementing organizational health objectives from the County Strategic Plan (04:35:21.000):
    • Training ($50,000): To support employee development, particularly for supervisors and mid-managers (04:35:57.000).
    • Exempt Salary Survey ($50,000): To ensure fair compensation relative to comparable counties (04:36:34.000).
    • Employee Engagement Survey ($40,000): To conduct a statistically reliable, outsourced survey to measure staff morale, needs, and constructive feedback, informing future leadership decisions (04:37:04.000–04:37:47.000).
  • Workforce Profile: The largest age cohorts are 50-59 and 60-69. New hires in 2024 (48 to date) still reflect the county’s openness to hiring people with the most skill, including four individuals aged 80 to 85 (04:29:04.000–04:30:27.000).
  • Workload Metrics: HR processes a high volume of activity, averaging 20 phone/in-person queries per week and 636 personnel actions in 2024 to date (04:31:46.000–04:32:03.000).
  • Highest Priority: When asked to prioritize the three requests, HR Director Sarah Melancon stated the Training/Employee Development budget was the highest priority (04:38:54.000).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

  • HR Workforce Demographics and New Hires by Year (04:28:41.000–04:32:14.000).
  • Summary of the 2025 HR Budget (including the $140,000 Add Request breakdown) (04:36:14.000).

Financials

  • New Department Baseline: $434,192 (Transferred from other budgets, chiefly County Administrator) (04:34:13.000).
  • Total Strategic Add Request: $140,000 (General Fund) (04:34:09.000).
  • Training (Employee Development): $50,000 (04:36:14.000).
  • Exempt Salary Survey: $50,000 (04:36:14.000).
  • Employee Engagement Survey: $40,000 (04:36:14.000).

Alternatives & Amendments

No alternatives discussed; the budget primarily involves a jurisdictional transfer and targeted add requests.

Outcome, Vote, and Next Steps

  • Decision: No action taken; item was informational.
  • Vote: No vote taken.
  • Next Steps:
  • - BOCC and County Administrator: Will consider the request as part of the overall 2025 budget process.

Budget Workshop: Superior Court

Metadata

  • Time Range: 04:39:39.000–04:53:49.000
  • Agenda Item: Budget Workshop
  • Categories: budgeting, services, legal, personnel

Topic Summary

Superior Court Judge Brandon Mack presented the court’s budget ask, which is approximately $60,000 higher than previous years. The necessity of the increase stems from increasing staff costs (funding a part-time court administrator succession path and accumulating staff paid time off) and covering rising costs of services previously borne by the state. The Judge specifically identified that the state's move away from filing dependency cases toward encouraging guardianships shifts the financial burden of appointing Guardian ad Litems (GALs) and attorneys from the state to the county. The Judge advocated for judicial capacity (funding the Court Commissioner) to pursue grants and implement alternative, non-trial justice models like restorative justice, which he recently secured and coordinated successfully via grant funding.

Key Discussion Points

  • Restorative Justice and Diversion: Judge Mack is actively seeking grants and new methods, such as restorative justice (recently hosted a successful three-day training with multiple stakeholders), to create exit ramps from the traditional criminal justice trajectory. Such programs aim to decrease recidivism and provide better services for victims, but require resources (time and grant funding) that demand adequate judicial capacity (04:41:54.000–04:50:55.000).
    • Resource Strain: Grant writing and coordination consumed dozens of hours that the Judge would not have if he was solely reliant on the bench (04:44:07.000).
  • Court Commissioner Necessity: Funding the court commissioner is paramount to allow the Judge capacity for administrative duties, grant pursuit, and policy work. Commissioners facilitate quick appeal reviews (9 months faster than the Court of Appeals) and can maintain consistent relationships on complex calendars (e.g., truancy, dependency) (04:42:12.000–04:44:07.000).
  • State Funding Shift (Children’s Services): The Department of Children, Youth, and Families (DCYF) is drastically decreasing its dependency filings (from 20-25/year to 5/year) and instead encourages guardianship filings. This shifts the cost of Guardian ad Litems (GALs) and appointed attorneys from the state to the county (04:45:50.000–04:46:56.000).
  • Attorney Shortage/Mandates: The impending state mandates to reduce caseloads for public defenders, coupled with a lack of available rural public defenders, threatens to force the court to dismiss cases due to defendants being unable to secure counsel. Alternative justice programs are needed to circumvent this impending bottleneck (04:41:54.000–04:45:03.000).
  • Staffing: Portions of the budget increase are for succession planning for the Court Administrator position and reducing an accumulated 700 hours of paid time off by using a half-time employee (04:40:30.000–04:42:05.000).
  • Highest Priority: Judge Mack's funding priority is appointing the Guardian ad Litem (GAL) and civil attorneys, as making decisions without those investigative and advocacy resources would undoubtedly lead to "worse decisions" (04:52:48.000–04:53:28.000).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

  • The three-day restorative justice training with the National Center on Restorative Justice (04:43:20.000).
  • Data on DCYF dependency case filings (04:45:52.000).
  • Reference to the anticipated Supreme Court decision potentially reducing public defender caseloads (04:44:36.000).

Financials

  • Budget Increase: Approximately $60,000 (04:40:30.000).
  • Cost Shift: State-supported cases (dependencies) are being converted to county-supported cases (guardianships), resulting in increased costs for GALs and attorneys (04:46:56.000).
  • Grant Application: The court has applied for a grant to offload $250,000 from the restorative justice programs (04:48:53.000).

Alternatives & Amendments

  • Proposed Alternatives: Restorative justice programs (pre- or post-plea diversion models), and leveraging existing Lead program navigators to handle disputes outside of the court system where appropriate (04:48:53.000–04:49:49.000).

Outcome, Vote, and Next Steps

  • Decision: No action taken; item was informational.
  • Vote: No vote taken.
  • Next Steps:
  • - BOCC and County Administrator: Will consider the request as part of the overall 2025 budget process.
  • - Judge Mack: Will continue grant funding and developing alternative justice systems.

Generated On: 2025-11-07 14:01:12.920160-08:00 By: google/gemini-2.5-flash-preview-09-2025 running on https://openrouter.ai/api/v1/