PACKET: Commissioners Meeting at Mon, Feb 03, 09:00 AM

County Sources

AVCapture Page

Documents

AI Information

SUMMARY OF SUBSTANTIVE AGENDA ITEMS

Jefferson County Sheriff’s Office Command Staff Collective Bargaining Agreement (CBA) (2025-2027)

Topic Summary

Jefferson County proposes to ratify a three-year Collective Bargaining Agreement (CBA) with Teamsters Local Union No. 589 for the Sheriff’s Office Commissioned Command Staff (Sergeant and above), effective January 1, 2025, through December 31, 2027. This CBA establishes wages, hours, and employment conditions, incorporating substantial wage increases, a restructured wage scale, enhanced longevity pay, increased uniform allowances, and conversion to a Personal Time Off (PTO) system replacing traditional vacation and sick leave. This agreement supersedes the previous CBA that expired on December 31, 2024.

Key Points

  • Union Recognition & Scope: Teamsters Local No. 589 is recognized as the representative for regular, full-time, fully commissioned Peace Officers of the rank of Sergeant and above in the Sheriff's Office (approximately 5 covered employees).
  • Union Security: Employment is conditioned upon becoming and remaining a member in good standing of the Union (or paying equivalent dues to a non-religious charity for religious objections) by the 31st day of employment.
  • Wages Structure Change (Jan 1, 2025): The existing wage table is restructured by dropping the first two Old Steps (Entry and A) and adding two New Steps (E and F) while renumbering old steps B-F to new steps Entry-D. Employees moving to new steps B, C, D, and E will receive a one-step advancement after the restructuring is completed.
  • Compensation for Sergeants: Sergeants are compensated at time-and-one-half for intermittent off-duty phone calls exceeding 7 minutes (compensated at 15 minutes) or exceeding 22 minutes (compensated at 30 minutes), effective upon A.1 adoption.
  • Call Back Pay: Minimum compensation for being called back to work outside the normal schedule increased from two hours to three (3) hours (work or pay) at the overtime rate.
  • Holidays: The Juneteenth holiday (June 19th) has been added to the list of fixed holidays, increasing the total scheduled vacation/holiday hours by eight (8) hours.
  • Overtime/Comp Time: Comp-time accrual will be discontinued upon ratification; stored comp-time balances must be used, but fresh accrual is replaced by immediate payment by warrant for overtime hours worked.
  • Uniform Allowance: The regular uniform allowance, subject to payroll taxes as ordinary income, increased from $1,000.00 to $1,400.00 annually for Deputies/Command Staff. Officers wearing uniforms part-time (e.g., Detectives) allowance increased from $500.00 to $700.00.
  • Deferred Compensation: Effective January 1, 2025, the Employer will match employee contributions to a deferred compensation plan up to 1% of the employee’s monthly base wage. The prior Retirees Welfare Trust premium deduction from employee pay (pre-2006) is now added to the 1% employer matching deferral as additional employee deferral.
  • Health and Welfare (Employee): Coverage continues through Washington Teamsters Welfare Trust Plan B (Medical), Northwest Teamsters Dental Trust Plan B, and Teamsters Vision Care Trust (EXT Plan). The County is responsible for 85% of required contributions, and employees for 15% (taken as a wage reduction).
  • Health and Welfare (Retiree): Effective January 1, 2025, the Employer agrees to contribute $175.00 monthly into the Retirees Welfare Trust, Plan RWT-Plus XL, for eligible employees (compensated 80 hours or more per month).
  • Leave System Conversion: Effective January 1, 2025, traditional Vacation (Article 19) and Sick Leave (Article 20) are voided and replaced entirely by the Personal Time Off (PTO) system (Appendix C).
  • PTO System (All Accrued Leave - AAL): PTO combines vacation, sick leave, and two 8-hour floating holidays. PTO accrual and bank maximums scale with years of employment (e.g., 0-35 months: 168 hours or 21 days PTO accrual max, 280 hours or 35 days PTO bank max).
  • Sick Leave Cash Out Change: Under the new PTO system, upon an employee's death, their estate shall be paid 100% of the banked unused sick leave (accrued prior to 1/1/2025 conversion). Upon disability or retirement, 25% of banked sick leave is paid out. No cash out if employment is terminated otherwise.

Financials

  • General Wage Increase: 12% total increase over three years: 8% effective January 1, 2025 (plus wage scale restructuring adjustments); 2% effective January 1, 2026; and 2% effective January 1, 2027.
  • New Wage Rates (Hourly):
    • 1/1/2025 (8% increase): Entry: $47.99 to Step F/7: $64.33
    • 1/1/2026 (2% increase): Entry: $48.95 to Step F/7: $65.62
    • 1/1/2027 (2% increase): Entry: $49.93 to Step F/7: $66.95
  • Detectives Pay: Additional compensation of $100.00 per month.
  • Longevity Pay (Annual Lump Sum):
    • 5 years: $800.00
    • 10 years: $1,200.00
    • 15 years: $1,600.00
    • 20 years: $2,000.00
    • 25 years: $2,400.00
    • 30 years: $2,800.00 (The fiscal impact section lists this as $3,400; the agreement text lists $2,800.)
  • Uniform Allowance Increase: From $1,000 to $1,400 (regular) and $500 to $700 (part-time).
  • Deferred Compensation: County matching employee contribution up to 1.0% of base pay (effective Jan 1, 2025).
  • Retiree Health Contribution: $175.00 monthly contribution by the Employer (effective Jan 1, 2025).
  • Health/Welfare Monthly Contributions: $1,509.00 (Medical), $4.40 (Life/AD&D), $18.00 (Weekly Time Loss), $11.40 (Disability Waivers), $87.50 (Dental), $17.10 (Vision). Total estimated monthly cost per employee: $1,647.40 (County pays 85%).

Alternatives

  • The agenda request for the Technical Amendment No. 01 addresses the correction of an inadvertently published calculation/transcription in the PTO table (Appendix C, Subsection 4.1.A) of the original CBA. The old, incorrect table is declared void, and the correct table (Exhibit A of the amendment) is provided.

Community Input

  • None specified.

Timeline

  • 2024-12-11: Agreement ratified by employees represented by Teamsters Local No. 589.
  • 2024-12-19: Prosecuting Attorney approved CBA as to form.
  • 2024-12-23: CBA officially signed by BOCC and Sheriff Joe Vole.
  • 2025-01-01: CBA term begins (through 12/31/2027); initial wage increase of 8% takes effect; PTO system takes effect; Deferred Compensation matching begins.
  • 2025-01-23: Technical Amendment 01 signed by Teamsters Local No. 589.
  • 2025-01-30: Technical Amendment 01 approved by Risk Management and PAO to form.
  • 2025-02-03: Board requested to approve and sign Technical Amendment No. 01.
  • 2026-01-01: Wage rate scheduled to increase by 2%.
  • 2027-01-01: Wage rate scheduled to increase by 2%.
  • 2027-12-31: CBA term ends.

Next Steps

  • The Board of County Commissioners is requested to approve and sign the Technical Amendment No. 01 rectifying the PTO table error.

Sources

  • Mark McCauley - County Administrator
  • Sarah Melancon - Human Resources Director
  • Teamsters Local Union No. 589
  • Bret Draven - Labor Representative, Teamsters Local No. 589
  • Robert A. Duskell - Secretary/Treasurer, Teamsters Local No. 589
  • Joe Vole, Sheriff
  • Carolyn Gallaway, CMC - Clerk of the Board
  • Washington Teamsters Welfare Trust
  • Washington State Department of Labor and Industries
  • RCW 41.56 (Employee Rights)
  • RCW 49.12.187 (Work Break Requirements Agreement)
  • RCW 38.40.060 (Military Leave)
  • RCW 50A.04 (Paid Family Medical Leave)

Technical Amendment to Sheriff’s Command Staff CBA: PTO/AAL Table Correction

Topic Summary

This is the formal request to approve Technical Amendment No. 01 to the 2025-2027 Collective Bargaining Agreement (CBA) between Jefferson County and Teamsters Local Union No. 589 (covering Sheriff’s Command Staff). The amendment corrects a technical error in the calculation and/or transcription of the Personal Time Off (PTO) All Accrued Leave (AAL) table for staff scheduled to work other than Monday through Friday (Subsection 4.1.A in Appendix C).

Key Points

  • The original CBA inadvertently published an incorrect table in Appendix C – Personal Time Off (PTO), Subsection 4.1.A.
  • The error involved incorrect information in the “Yearly AAL Max Total Hours/(Days)” column.
  • The purpose of this amendment is solely to void the incorrect table and replace it with a corrected one (Exhibit A to the amendment).
  • The corrected table lists the following for "Yearly AAL Max Total Hours/(Days)" for non-Monday-Friday schedules:
    • 0-35 months: 280 hours/(35 days)
    • 36-59 months: 304 hours/(38 days)
    • 60-119 months: 328 hours/(41 days)
    • 120-179 months: 352 hours/(44 days)
    • 180+ months: 376 hours/(47 days)

Financials

  • None specified.

Alternatives

  • None specified.

Community Input

  • None specified.

Timeline

  • 2025-02-03: Board requested to approve and sign the amendment.

Next Steps

  • Approve and sign the Technical Amendment No. 01.

Sources

  • Mark McCauley - County Administrator
  • Sarah Melancon - Human Resources Director
  • Teamsters Local Union No. 589
  • Bret Draven, Robert A. Duskell (Union signatories)

Supplemental Agreement 1: Port Hadlock MBR Wastewater Treatment Plant Groundwater Monitoring

Topic Summary

The Public Works Department requests approval of Supplemental Agreement No. 1 with Tetra Tech LLC for increased scope, budget, and time related to the Phase 2, Membrane Bioreactor (MBR) Wastewater Treatment Plant project for the Port Hadlock Urban Growth Area (UGA). The supplement adds groundwater monitoring and testing, a requirement specified in the County’s Department of Ecology Reuse Permit, to the existing construction support agreement.

Key Points

  • The supplement modifies the scope of work, schedule, and budget of the original agreement (executed April 22, 2024, at $727,915.00).
  • The added scope involves the set up and ongoing testing for groundwater monitoring wells.
  • This monitoring is a condition required by the County’s Department of Ecology Reuse Permit for the MBR wastewater treatment plant.
  • The scope includes Task 1001 (Project Management for the monitoring) and Task 1007 (Ground Water Monitoring).
  • Subcontractor HWA Geosciences (HWA) will conduct the ground water monitoring portion, including preparing a sampling/quality assurance plan, drilling one new well, re-developing three existing wells, and supporting County staff training on sampling methods.
  • Monitoring assumes two rounds of background monitoring (before plant starts, anticipated Q1/Q2 2025) and two rounds of operational quarterly sampling (after plant starts, anticipated Q3/Q4 2025).
  • HWA will prepare one annual groundwater monitoring report for 2025 per Department of Ecology guidelines.
  • The County remains responsible for surveying the new well elevation, collecting and analyzing groundwater samples, measuring elevations, procuring and installing pumps, and ensuring the contracted laboratory provides data in Ecology Environmental Information Management (EIM) format.

Financials

  • Total cost of Supplemental Agreement No. 1: $79,933.00.
  • Original agreement maximum amount: $727,915.00.
  • New maximum amount payable for the entire agreement: $807,848.00.
  • Funding Source: 100% covered by Department of Commerce Funds (Project No. 40521140, Fund #4052114-0).
  • The cost breakdown for the supplement includes $2,819 for Labor (Tetra Tech) and $77,114 listed under Subs (HWA Geosciences).

Alternatives

  • None specified.

Community Input

  • None specified.

Timeline

  • 2024-04-22: Original Agreement Execution Date.
  • 2024-12-31: Original Completion Date.
  • 2025-01-23: Prosecuting Attorney approved supplement as to form.
  • 2025-01-24: Risk Management approved supplement electronically.
  • 2025-01-27: Tetra Tech signed the Supplemental Agreement.
  • 2025-02-03: Board requested to approve and sign the Supplemental Agreement.
  • 2026-01-31: Revised completion date (an addition of one month time to the original agreement).

Next Steps

  • The Board is requested to sign the Supplemental Agreement with Tetra Tech LLC.

Sources

  • Monte Reinders, P.E. - Public Works Director/County Engineer
  • Samantha Harper, P.E. - Wastewater Project Manager
  • Tetra Tech LLC (Consultant)
  • Geoff Baldwin, Gordon Munro - Tetra Tech
  • HWA Geosciences (Subconsultant)
  • Department of Commerce (Funding Source)
  • Department of Ecology (Reuse Permit Authority)

Professional Services Agreement: Coordinated Water System Plan (CWSP) Update

Topic Summary

The Chief Strategy Officer (CSO) requests approval of a Professional Services Agreement (PSA) with HDR Engineering, Inc. (HDR) to update the Jefferson County Coordinated Water System Plan (CWSP), which was last updated in 1997. The CWSP update is intended to incorporate new state water law, meet minimum planning requirements (20-year horizon, minimum), and address optional, non-mandated elements like climate resilience and Group B water system guidance. HDR was the sole proposer after the Request for Proposals (RFP) process yielded only one submission.

Key Points

  • The CWSP goal is to optimize safe, reliable water supply delivery by coordinating planning, development, operation, and management of public water systems (serving >15 connections or >25 people for >60 days/year).
  • The plan must meet a minimum 20-year planning horizon, though a 50-year horizon is considered.
  • The update is required due to new state water law, including the State Municipal Water Law of 2003 and the Water Use Efficiency Rule.
  • Water Utility Coordinating Committee (WUCC): The Board established a new WUCC by Resolution No. 08-24. The WUCC convened its first meeting on December 3, 2024, establishing Commissioner Brotherton as Chair and PUD General Manager Kevin Streett as Vice Chair.
  • HDR was the only firm to submit a proposal despite the RFP being distributed to over 450 consultants on the MRSC roster and republished after the initial deadline was missed.
  • The scope includes three tasks: (1) CWSP Required Elements (mandated by WAC 248-56), (2) Climate Resilience Planning (optional), and (3) Other Non-Required Elements (optional, non-WAC elements like Group B guidance).
  • Mandated Elements (Task 1): Focus areas include updating CWSP processes (retail service areas, plan review for consistency, satellite management policies), reviewing design standards (interties, fire flow consistency), and incorporating regulatory changes since 1997.
  • Optional/Grant Eligible Elements (Tasks 2 & 3): Due to Department of Health (DOH) restrictions on granting funds for legally required CWSP content, optional elements (Climate Resilience, Group B guidance) may qualify for additional loans or grants.
  • HDR is tasked with coordinating 11 meetings: 6 WUCC meetings, 2 subcommittee meetings, 2 joint departmental meetings (Public Health & Community Development), and 1 meeting specifically for small Group A and Group B water utilities.
  • Key Deliverables include a draft "White Paper" on climate change issues by June 2025 (a grant requirement under Commerce contract # 24-63610-127), the final updated CWSP document, and drafting necessary amendments to the Jefferson County Code or Comprehensive Plan.
  • HDR's team includes experienced CWSP project manager Jeff Hansen, and partners in groundwater/water rights (Terraphase Engineering) and climate science.

Financials

  • Total project cost: $207,000.00.
  • Funding Allocation Plan:
    • County Climate Planning Grant: $125,000.
    • Remaining cost ($82,000) to be funded by fees from the largest WUCC members: Jefferson PUD (30%) and the City of Port Townsend (40%). This split accounts for their share of Group A connections.
  • The funding allocation may change if applications for related planning and engineering loans or grants are successful.
  • Total cost breakdown:
    • Task 1 (Required Elements): $76,974 (37.2%)
    • Task 2 (Climate Resilience): $74,684 (36.1%)
    • Task 3 (Other Non-Required): $55,342 (26.7%)

Alternatives

  • Staff explicitly noted HDR was the only responding firm to the RFP.
  • HDR reorganized their bid to separate the cost of optional elements (Climate, Group B systems support) from mandated elements, making the optional components potentially eligible for grants.

Community Input

  • The WUCC formally endorsed HDR for the project after reviewing their qualifications and determining it would be in the best interest of the County (Greg Brotherton, WUCC Chair, letter dated Jan 28, 2025).
  • The acquisition component of the process includes public input, as the RCW governing CWSP procedures explicitly addresses public input mechanisms.

Timeline

  • 2024-09-26: Initial RFP deadline passed without proposals received.
  • 2024-10-03: RFP was updated and republished.
  • 2024-11-07: Final deadline for proposals (HDR submitted).
  • 2024-12-03: WUCC convened first public meeting.
  • 2024-12-04: WUCC endorsed HDR to be retained.
  • 2025-01-31: Agreement commencement date (retroactively ratifying subsequent work).
  • 2025-02-03: Board requested to approve the PSA.
  • 2025-06: Target completion date for the Climate Change "White Paper."
  • 2025-12-31: First statutory deadline for Comprehensive Plan Periodic Update (RCW 36.70A.130 (5) (b)); possible CWSP adoption date.
  • 2026-12-31: Final Comprehensive Plan Update deadline; Agreement term ends.

Next Steps

  • Approve the attached contract with HDR Consultants.
  • Commit to approving budget authority during the 1st Quarter Budget Supplemental process.

Sources

  • Brent A. Butler, AICP - Chief Strategy Officer
  • Greg Brotherton - Chair, Water Utility Coordinating Committee (WUCC)
  • HDR Engineering, Inc. - Consultant
  • Jeff Hansen - HDR Project Manager
  • Washington Administrative Code (WAC) 246-293-150, WAC 248-56, WAC 248-57
  • RCW 70.116 (Public Water System Coordination Act)
  • RCW 36.70A.130 (Comprehensive Plan Statutory Deadlines)
  • Department of Commerce (Commerce Project No. 22-96515-02)

Agreement: On-Site Sewage (OSS) Action Plan Improvements

Topic Summary

Jefferson County Public Health (JCPH), Environmental Health Division, seeks approval for an Interagency Agreement (OSS Action Plan) with the Puget Sound Partnership (PSP) to enhance the efficiency, clarity, and accessibility of the County’s septic systems management program. The project focuses on improving the permitting and records database, generating public education and outreach materials, and digitizing all historical septic permit records.

Key Points

  • The project aims to complete three specific goals identified in JCPH's OSS Action Plan:
    1. Data Management/Improvement: Enhance the existing Tyler Enterprise Permitting and Licensing (EPL) database by developing its Application Programming Interface (API) to better import professional septic inspection reports from the OnlineRME (Responsible Management Entity) system. This includes purchasing the Tyler module "Decision Engine" to allow homeowners to submit self-inspections online.
    2. Educational Tools: Develop videos and demonstration models targeting homeowners and property developers concerning septic best practices and the impact of nitrogen on groundwater and marine ecosystems. Models include a tabletop septic system and a sewer line impacted by roots.
    3. Digitization: Scan all paper septic permit records to ensure they are complete, legible, and available to the public online.
  • The outcomes aim to create accessibility, clarity, and consistency in the County’s septic operations and monitoring program.
  • The Environmental Protection Agency (EPA) is the ultimate funding source, meaning federal requirements apply.

Financials

  • Maximum amount payable to JCPH (the CONTRACTOR) is $90,645.00.
  • Project funding is from the National Estuary Program Base and IS/SCI (CFDA #66.456, Federal Grant Award Number CE-01J97401-0) through the Puget Sound Partnership.
  • No County matching funds are required.
  • Major anticipated expenditures:
    • Digital Files Prep (Jefferson County Central Services Staff): $24,000.00
    • Subcontracts (Tyler Technologies): $17,000.00
    • Subcontracts (Video Contractor TBD): $15,000.00
    • Supplies (Educational Tools): $9,500.00
    • Personnel (EHSII Salary/Benefits/Indirect): $25,145.00

Alternatives

  • None specified.

Community Input

  • None specified.

Timeline

  • 2025-01-23: PSP Interagency Agreement approved by County Attorney as to form.
  • 2025-01-24: Risk Management approved the agreement electronically.
  • 2025-02-03: Board requested to approve and sign the agreement.
  • Date of Execution through 2027-06-30: Period of Performance.
  • 2027-06-30: Deadline for completing all Task 1 deliverables.

Next Steps

  • JCPH management requests Board approval of the OSS Action Plan with PSP.

Sources

  • Pinky Feria Mingo - Environmental Health and Water Quality Director
  • Emma Erickson -Environmental Health Specialist (Project Manager)
  • Puget Sound Partnership (PSP) (AGENCY)
  • Monea Kerr - PSP Project Manager
  • Environmental Protection Agency (EPA) (Funding Source)

Agreement: Lower Chimacum Creek Mainstem Conservation Acquisition

Topic Summary

Jefferson County Public Health (JCPH) requests approval of a Conservation Futures Fund Grant Agreement with Jefferson Land Trust (JLT) to fund acquisition and Operations & Maintenance (O&M) expenses for the Lower Chimacum Creek Mainstem Project. The project aims to acquire 3.14 acres of critical riparian habitat near the recovering Hood Canal Summer chum salmon spawning grounds located in the Irondale neighborhood of Port Hadlock.

Key Points

  • This agreement implements the funding granted by Resolution 01-24 on January 2, 2024.
  • Purpose: To acquire in fee simple title via statutory warranty deed, or a conservation easement on, three properties (APNs 961805605, 961805606, 001344004, and 961806102) totaling 3.14 acres.
  • Conservation Value: This reach of Chimacum Creek provides habitat for Endangered Species Act-listed Hood Canal Summer chum salmon and threatened Puget Sound Winter Steelhead. The properties include steep, erosive slopes identified as immediately degraded by residential use and dumping.
  • Acquisition Plan: The fee-simple parcels (RRI and Ota) are expected to be owned long-term by Washington Department of Fish and Wildlife (WDFW) or JLT. The Hanson property (2.8 acres, 600 ft of instream habitat) will be protected by a conservation easement, allowing for optional partial fee-simple acquisition by JLT to incorporate it into their existing S-Curve Nature Preserve.
  • Long-term Protection: The deed must include language binding JCC 3.08.030(9) and RCW 84.34.230, ensuring long-term conservation and requiring County consent for any conveyance. Conversion to a different use mandates exchange for equivalent lands within Jefferson County.
  • O&M: O&M funds will support fencing, noxious weed removal, bank stabilization, and planting diverse conifers and native shrubs (with North Olympic Salmon Coalition managing restoration).

Financials

  • Total Conservation Futures Fund Grant Award: $52,000.00.
    • Acquisition Expenses: $47,000.00
    • O&M Expenses: $5,000.00
  • Total Estimated Project Cost: $217,750.00.
  • Match Requirement: JLT must be responsible for no less than 76% of the total project cost ($165,750, primarily from grants; not specified if match is secured at time of application).
  • Funding Source: Conservation Futures Fund (Fund #128, Munis Org/Obj 12800375). No impact to the County’s General Fund.

Alternatives

  • The application noted the RRI property owner is actively marketing the property above expected fair market value, creating uncertainty that the acquisition will be feasible under the budget, though they are a willing seller.

Community Input

  • The project is supported by the Chumsortium partners, including Washington Department of Fish and Wildlife (WDFW), Jamestown S’Klallam Tribe, North Olympic Salmon Coalition (NOSC), and Jefferson County Conservation District.
  • JLT’s 100-Year Conservation Plan and the Hood Canal Coordinating Council’s Salmon Recovery Program identify the corridor as a priority area.

Timeline

  • 2023-01-01: Project reimbursement period for acquisition expenses begins (Jan 1, 2023).
  • 2024-01-02: Project was approved for Conservation Futures funds by Resolution 01-24.
  • 2025-01-19: PAO approved agreement as to form.
  • 2025-02-03: Board requested to approve and sign the Grant Agreement.
  • 2026-01-01: Project reimbursement period for acquisition expenses ends (Dec 31, 2026); final deadline for proof of match.
  • Annually by December 31st: JLT is required to provide annual reports for three years after acquisition funds are dispersed.

Next Steps

  • JCPH Management recommends Board signature of the Grant Agreement.

Sources

  • Michael Dawson - Water Quality Manager, Environmental Public Health
  • Tami Pokorny - Natural Resources Program Manager (JCPH Contact)
  • Jefferson Land Trust (Project Sponsor)
  • Conservation Futures Fund Citizen Oversight Committee
  • Resolution No. 01-24 (Approving Funding)
  • RCW 84.34.230 (Conservation Futures Tax Levy Authority)
  • Jamestown S’Klallam Tribe, Washington Department of Fish and Wildlife, North Olympic Salmon Coalition, Jefferson County Conservation District (Support Letters)

Agreement: School-to-Work Program Direct Services (DDD)

Topic Summary

Jefferson County Public Health’s Intellectual and Developmental Disabilities (IDD) division requests approval to subcontract with Cascade Community Connections (Cascade) to provide direct services for the Division of Vocational Rehabilitation’s (DVR) "School-to-Work" program. This fee-for-service agreement aims to guide students with IDD toward integrated employment by the time they graduate high school.

Key Points

  • Program Goal: "School-to-Work" provides step-by-step, individualized services to help eligible IDD students (birthdates 9-1-2003 through 8-31-2004) obtain and maintain integrated employment in the general workforce at or above the state minimum wage.
  • Services/Steps: Services include goal setting, resume drafting, job searching, and stabilization support once employment is achieved, following the DVR "School-to-Work Student Guide."
  • Client Eligibility: Determined by DSHS Developmental Disabilities Administration (DDA) per Chapter 388-823/825 WAC.
  • Subcontractor Requirements: Cascade must comply with extensive state and federal requirements, including DSHS background checks (RCW 43.43.830-845), mandatory reporting of abuse/neglect (RCW 74.34, 26.44), DDA policies (e.g., Client Service Plans, Protection from Abuse), and minimum organizational capacity standards (CARF accreditation).
  • Deliverables and Payment: Payments are tied to the completion of specific forms from the Student Guide across three phases: Intake and Assessment ($2,163 - $1,441.20), Job Placement ($720 - $1,441.20) and Stabilization ($720 - $3,603).
  • Oversight: JCPH staff will conduct scheduled, onsite visits to Cascade work sites to observe services and assure quality/compliance.

Financials

  • Funding is strictly on a fee-for-service basis.
  • Maximum payment is $10,088.40 per student served. There is no limit on the number of students who may be served during the contract term.
  • Funding Source: Existing contract between Jefferson County and DVR (Contract number DD-24-037).
  • The County is using Fund #127 (Munis Org/Obj 12756810) for expenditure tracking.

Alternatives

  • None specified.

Community Input

  • The Jefferson County Intellectual and Developmental Disabilities Advisory Board agrees that these are essential and important services for the community.

Timeline

  • 2024-08-01: Contract term begins (Work performed between 8/1/2024 and execution is ratified).
  • 2025-09-30: Contract term ends.
  • Payments must be billed by the 5th of the month and generally submitted within 60 days of service.

Next Steps

  • JCPH management recommends approval of the subcontract agreement.

Sources

  • Apple Martine - Jefferson County Public Health Director
  • Bonnie Obremski - Intellectual and Developmental Disabilities Coordinator (JCPH Contact)
  • Cascade Community Connections (Subcontractor)
  • Taylor Webster - Executive Director, Cascade Community Connections
  • Division of Vocational Rehabilitation (DVR)
  • Developmental Disabilities Administration (DDA)
  • RCW 71A.14.070 (Client Confidentiality)
  • RCW 43.43.830-845, 74.15.030, WAC 388-825 (Background Check Requirements)
  • RCW 74.34.020 (Mandated Reporter status)

Data Sharing Agreement: Healthy Youth Survey (DOH)

Topic Summary

Jefferson County Public Health (JCPH) requests approval of a Data Sharing Agreement with the Washington State Department of Health (DOH). This agreement allows JCPH to receive confidential or limited datasets related to the Healthy Youth Survey (HYS) conducted on Washington students grades 6-12. The data will be used by JCPH for public health surveillance, policy development, and program evaluation concerning adolescent health in Jefferson County.

Key Points

  • HYS is a multi-agency collaborative research study under RCW 69.50.540 (1)(b)(i)(B).
  • JCPH intends to track public health indicators, prepare reports, and inform local policy and program development using HYS data.
  • The data includes indirect identifiers (Category 3 - Confidential or potentially identifiable information).
  • DOH is authorized by the Washington State Institutional Review Board (WSIRB) to release full datasets to local public health partners for surveillance without further WSIRB review.
  • Data Security Requirements: Jefferson County Public Health agrees to adhere to strict security policies, including OCIO standard 141.10 (Securing Information Technology Assets) or the HIPAA Security Standard.
  • Data access, storage, and transmission must be encrypted using industry standards (NIST validated algorithms).
  • Prohibited Use: JCPH agrees not to use the data to identify individual students, link it with other information (unless authorized), or report/publish findings in a way that permits identification (e.g., simple frequencies only if >15 valid surveys; cross tabs only if >10 valid responses per cell at sub-state level).
  • Breach Notification: JCPH must notify the DOH Chief Information Security Officer within one business day of any suspected or actual breach.

Financials

  • There is no charge for this service; no fiscal impact.

Alternatives

  • None specified.

Community Input

  • None specified.

Timeline

  • 2025-03-15: Agreement effective date.
  • 2029-03-15: Agreement termination date.
  • Repetitive access/transfer frequency: Between March 1, 2026 and March 15, 2029.

Next Steps

  • JCPH requests Board approval of the Data Sharing Agreement.

Sources

  • Apple Martine - Public Health Director (JCPH Business Contact)
  • Alyssa Wyrsch - Epidemiologist
  • WA Department of Health (DOH) (Information Provider)
  • Jessica Marcinkevage (State Epidemiologist for Policy and Practice)
  • RCW 69.50.540 (HYS Authority)
  • RCW 43.70.050 (Collection/Use of Health Data)

Personnel Administration Manual (PAM) Updates

Topic Summary

The Human Resources Director requests discussion and direction from the Board of County Commissioners (BOCC) regarding proposed updates to the Jefferson County Personnel Administration Manual (PAM). These updates are designed to reflect changes in current law, align with amended County policies, clarify existing language, and correct errors before the final draft is circulated to staff and unions for review and subsequent final adoption by the BOCC.

Key Points

  • General Changes:
    • Language updates (e.g., changing "will" to "shall").
    • Terminology updates (e.g., "discipline" to "corrective action," "discharge" to "termination," "citizen" to "resident").
    • Updated legal references (RCWs).
    • Added "age" to prohibited discrimination criteria.
    • Updated definitions, including for Employee Assistance Program (EAP) (now for full-time and part-time employees) and Paid Family Medical Leave (PFML).
    • Payroll functions consolidated to "Auditor's Office/Payroll."
  • Leave and Benefits (Chapter 6):
    • Vacation/PTO: Employees must accrue vacation/PTO before taking it; up to 40 hours of accrued vacation/PTO may be used during a new employee's trial period upon approval.
    • PTO Banking: Accrued PTO over the max can be credited to an employee’s Catastrophic Sick Leave Bank (Section 3.4.5).
    • Holidays: Juneteenth is added as a paid holiday (Section 5.0).
    • Donated Leave (Section 6.9): Employees may donate up to a total of 24 vacation/PTO hours of accrued leave to another employee, provided the donor has at least 240 accrued hours. The recipient cap is 80 total accrued hours of donated leave for the duration of employment.
    • FMLA/PFML (Section 7.7, 7.8): Updates for qualifying FMLA reasons, duration for service member caregiver leave, and acknowledging PFML (though not allowing County supplements to achieve 100% replacement).
    • Worker's Compensation (Section 8.1.1.1): Clarifies that employees cannot receive both time loss from Workers Compensation and wage coverage, and explains the required buy-back process.
  • Employment Status & Pay (Chapter 9/10):
    • Promotion/Reclassification (Chapter 9, 4.5 & Chapter 10, 11.0): Minimum percentage increase on promotion raised from 1% to 3%.
    • Inquiries (Chapter 10, 13.0): Direct prospective employers' verification requests to HR; financial verification requests to Auditor’s Office/Payroll.
  • General Policies (Chapter 11):
    • New policy addition on "Response to emergency" (Section 5.0).
    • New policy on "Firearms and Other Weapons" (Section 10.0), including prohibitions and exceptions for the Courthouse.
    • Added Telecommuting Policy (Appendix I).

Financials

  • None specified.

Alternatives

  • Staff is requesting Board direction on further revisions before the draft is distributed to other parties.

Community Input

  • The proposed draft will be made available to all staff and unions for their review prior to final adoption.

Timeline

  • 2025-01-21: Board was briefed on the proposed updates.
  • 2025-02-03: BOCC discussion and potential direction.

Next Steps

  • The Board is requested to provide direction on desired further edits.
  • Direct staff to make the draft PAM available to all staff and unions for formal review.

Sources

  • Mark McCauley - County Administrator
  • Sarah Melancon - Human Resources Director
  • RCW's and WAC's referenced in the Legal References table and individual sections.

Reappointments to Solid Waste Advisory Committee (SWAC)

Topic Summary

The Public Works Department requests the Board of County Commissioners (BOCC) approve the reappointment of two incumbent members—Tracy Grisman as the District 1 Citizen Representative and Bliss Morris as the City of Port Townsend Alternate Representative—to the Solid Waste Advisory Committee (SWAC). These reappointments are sought ahead of the commencement of the Solid Waste Management Plan update.

Key Points

  • Two reappointments are sought:
    1. District 1 Citizen Representative (Tracy Grisman, currently listed as SWAC Chair).
    2. City of Port Townsend Alternate Representative (Bliss Morris).
  • Both individuals bring valuable perspectives gained from previous terms.
  • Their continuity is considered beneficial as staff begins the update to the Solid Waste Management Plan.

Financials

  • None specified.

Alternatives

  • None specified.

Community Input

  • None specified.

Timeline

  • 2025-04: Update to the Solid Waste Management Plan is scheduled to begin.
  • 2025-02-03: Board requested to approve the reappointments.

Next Steps

  • Approve the reappointments of Ms. Grisman and Mr. Morris.
  • Update the official SWAC membership list.

Sources

  • Monte Reinders - Public Works Director
  • Al Cairns - Solid Waste Manager

Memorialization of Therapeutic Courts Funding (MOU with Superior and District Courts)

Topic Summary

Jefferson County Public Health (JCPH), acting as the fund manager for the 1/10th of 1% Behavioral Health Sales Tax Funds (Fund 131), requests approval of a Memorandum of Understanding (MOU) with the Jefferson County Superior Court and the Jefferson County District Court. The MOU formalizes the allocation of $200,000 for 2025 to fund Therapeutic Court Case Management and other necessary services for citizens affected by substance abuse and mental health issues.

Key Points

  • Purpose: To allocate Behavioral Health Sales Tax revenue to fund the Therapeutic Court’s Coordinator/Case Manager and other needed services for participants in the Behavioral Health Court, Drug Court, and Family Therapeutic Court.
  • Case Management Services: Services funded include prepping/maintaining enrollee files, communication outside of court, coordinating scheduling for therapeutic court team (Judge, Prosecutor, Defense, Treatment Providers), and providing administrative support.
  • Client Population: Adults charged with criminal activity related to substance use disorder and/or a mental health diagnosis, who voluntarily enter an 18-month minimum program promoting treatment and accountability.
  • Allocated Services funded by 1/10th of 1% Behavioral Health Sales Tax: Housing, jail alternatives, in/out of custody assessments, education, job training, treatment support, monitoring services (UA testing, Sober-Link), and incentives.
  • Funding Oversight: JCPH and the Behavioral Health Advisory Committee must review the usage of allocated funds. The Courts must provide specific monthly financial reports, quarterly statistics in a format specified by JCPH, and attend/report to the Behavioral Health Advisory Committee once during the contract period.
  • Match Policy: The County reserves the first right to use these funds as match for grants (Attachment A). The Courts or their contractors must follow strict documentation procedure (including match formula, allocation plan, and LMC reports) to receive County authorization to use Fund 131 for match.

Financials

  • Total Allocation: $200,000.00 for 2025.
  • Funding Source: 1/10th of 1% Behavioral Health Sales Tax Funds (Fund 131).
  • Budget Breakdown (Approximations):
    • Case Management - Staff: $140,000
    • Housing Vouchers: $30,000
    • Training and Travel: $6,500
    • Admin Costs: $6,000
    • Total Budget: $200,000
  • Financial Caveat: The agreement may be renegotiated if sales tax revenue decreases. Any unexpended funds must be retained in Fund 131 balance.

Alternatives

  • None specified.

Community Input

  • The Behavioral Health Advisory Committee voted to recommend the permanent budget line of $200,000 for these services in September 2022.

Timeline

  • 2025-01-01: MOU term begins (through 12/31/2025). Work performed prior to execution is ratified.
  • 2025-02-03: JCPH requests Board approval of the MOU.
  • Quarterly: Transfer of funds from Fund 131 to the Courts' revenue budget upon timely reports.

Next Steps

  • JCPH management requests Board approval of the MOU.

Sources

  • Apple Martine - Public Health Director (JCPH)
  • Judge Brandon Mack - Presiding Judge, Superior Court
  • Judge Mindy Walker - Presiding Judge, District Court
  • Mark McCauley - County Administrator
  • Behavioral Health Advisory Committee
  • Jefferson County 1/10th of 1% Behavioral Health Sales Tax Match Policy (Attachment A)

Supplemental Agreement: Phase 3 Low Pressure Sewer Collection System (Change Order No. 5)

Topic Summary

The Department of Public Works requests authorization for Change Order No. 5 with Seton Construction for the Phase 3 - Low Pressure Sewer Collection System project in the Port Hadlock UGA. The change order modifies the contract time by adding 24 working days due to issues encountered in the field, including defective materials and unlocated existing utilities, but does not involve a monetary change.

Key Points

  • Project Scope: Low Pressure Sewer Collection System for Port Hadlock UGA.
  • The change order adds 24 working days to the contract time.
  • Reasons for additional days:
    • 10 days: Replacement of defective HDPE Wye’s (fittings supplied by vendor) delaying completion of Area 01.
    • 1 day: Repair/replacement of infiltration pipe during main installation (July 15, 2024).
    • 2 days: Multiple unlocated water services slowed/halted sewer main installation in Areas 01 and 02.
    • 2 days: Additional clearing and cleanup work behind the Barber Shop (Property 86).
    • 2 days: Follow-up work (pavement prep, concrete/asphalt paving) associated with a watermain break at Chimacum Rd and Ness’ Corner Rd (repair performed on a non-working day).
    • 1 day: Extended the 3-inch main behind the Kivley Center (October 15, 2024).
    • 1 day: Extended side sewer for the County Jail (Prop. 111B) to align with Phase 4 - Stage 1 project connection.
    • 2 days: Installed 6 services on Mason Street not shown on drawings (for housing on the north side of Mason Street and connections at Habitat property).
  • The contract time will increase from 193 to 217 working days.

Financials

  • Estimated Net Change This Order: $0.00.
  • The project is funded 100% by Department of Commerce and Department of Ecology combined funding.
  • Current Contract Total after Change: $5,275,692.52 (includes 9.1% sales tax).

Alternatives

  • None specified.

Community Input

  • None specified.

Timeline

  • 2024-07-15: Date of infiltration pipe discovery/repair.
  • 2024-10-23: Date of adding service 89A on Chimacum Road.
  • 2025-02-03: Board requested to authorize Change Order No. 5.

Next Steps

  • Public Works recommends the Board authorize Change Order No. 5.

Sources

  • Monte Reinders, P.E. - Public Works Director/County Engineer
  • Samantha Harper, P.E. - Project Manager
  • Seton Construction, Inc. (Contractor)
  • Department of Commerce and Department of Ecology (Funding Sources)

Supplemental Agreement: Phase 2 Water Reclamation Plant (Change Order No. 6)

Topic Summary

The Public Works Department requests authorization for Change Order No. 6 with Interwest Construction for the Phase 2 - Water Reclamation Plant project in the Port Hadlock UGA. This change order addresses necessary electrical modifications requested by the PUD and required by original plans, resulting in an increase in monetary value but no change in contract time.

Key Points

  • Project Scope: Water Reclamation Plant for the Port Hadlock Sewer.
  • The changes were required electrical modifications:
    • Electrical changes per OCR (Original Change Request) 1.
    • Addition of a shunt trip at the Chemical Building at the request of the PUD.
    • Electrical changes per OCR 4.

Financials

  • Estimated Net Change This Order: $71,003.97 (includes 9.1% Washington State Sales Tax).
    • COP 24 (Electrical changes per OCR 1): $19,745.97
    • COP 26 (Electrical changes per OCR 4): $45,335.58
    • 9.1% Sales Tax: $5,922.42
  • The contract amount increases from $10,239,890.51 to $10,310,894.48.
  • The project is funded at 100% by the Department of Commerce.

Alternatives

  • None specified.

Community Input

  • The addition of a shunt trip at the Chemical Building was explicitly requested by the PUD.

Timeline

  • 2025-02-03: Board requested to authorize Change Order No. 6.

Next Steps

  • Public Works recommends the Board authorize Change Order No. 6.

Sources

  • Monte Reinders, P.E. - Public Works Director/County Engineer
  • Samantha Harper, P.E. - Project Manager
  • Interwest Construction (Contractor)
  • Department of Commerce (Funding Source)
  • PUD (Requesting entity for shunt trip)

Memorandum of Understanding: Pacific Lutheran University School of Nursing

Topic Summary

Jefferson County Public Health (JCPH), Community Health Division, requests approval of a no-cost Memorandum of Understanding (MOU) with Pacific Lutheran University (University) School of Nursing. The purpose is to provide clinical practice experiences (practicum course work) to advanced students of medicine under the guidance of JCPH medical providers.

Key Points

  • Program: Students in the University's accredited nursing programs (BSN, ABSN, MSN, DNP) require clinical laboratory experiences.
  • Mutual Benefit: The cooperative relationship benefits both the service institution (JCPH) and the educational institution (University).
  • University Obligations: Retain control of education, arrange practicum six months prior, provide orientation for staff/students, ensure appropriate faculty-student ratios (min 1:10), require training on bloodborne pathogens (OSHA 29 CFR Part 1910.1030), and maintain general and professional liability insurance (min $1M per occurrence, $3M aggregate).
  • Agency (JCPH) Obligations: Retain responsibility for patient care, provide orientation to faculty/students including exposure control plan and safety equipment, and prohibit disclosure of student personal information (FERPA compliance).

Financials

  • None specified. The agreement is explicitly stated as having no fiscal impact.

Alternatives

  • None specified.

Community Input

  • None specified.

Timeline

  • 2025-02-03: Board requested to approve the MOU.

Next Steps

  • JCPH management requests approval of the MOU.

Sources

  • Apple Martine - Public Health Director
  • Denise Banker - Community Health Division Director (JCPH Contact)
  • Rhoberta Haley, PhD, RN - Dean, School of Nursing, Pacific Lutheran University
  • David B. Ward, PhD - Dean, College of Health Professions, Pacific Lutheran University
  • Washington State Board of Nursing
  • Health Emergency Labor Standards Act (HElSA)

Workplan: Central Services Department (2025)

Topic Summary

The Central Services Department presents its complex 2025 Annual Work Plan to the Board of County Commissioners (BOCC) for discussion and feedback. The plan covers high-level customer service operations for all County Departments and Elected Offices, spanning Information Services/IT, Public Records Administration, GIS, Facilities, and general Central Services management.

Key Points

Information Services – Information Technology (I.T.) - 2024 Accomplishments: Completed major county website makeover; rolled out 118 computers (25% of devices); continued Critical Information Technology Server Room (CRITR) project; implemented Multi-Factor Authentication (MFA); partnered with Homeland Security on cybersecurity; successful launch of Customer Self Service (CSS) Portal Phase I. - 2025 Goals: Complete CRITR project; complete Tyr Tech on-premise server migration (ERP/EPL); complete rollouts for approximately 25% of network devices; wire new Public Health building; move towards Microsoft Office 365 licensure; implement Role Based Permissions for access control; revamp helpdesk.

Information Services – Public Records Administrator - 2024 Accomplishments: Processed 384 County Public Records Requests (PRRs) and 687 Sheriff PRRs. Completion rate: 87.84% closed. - 2025 Goals: Complete in-depth Public Records Act training for Sheriff's Office staff; develop training module for all county staff; implement SMS archiving software to supplement existing website/social media archiving.

Information Services - GIS - 2024 Accomplishments: Integrated GIS with the EPL permitting system (nightly updates); upgraded Enterprise GIS to version 10.9.1; migrated Parcel Fabric land records management system to ArcGIS Pro data model; updated web maps with 2023/2024 aerial imagery; updated address point data for Next Generation 911 compliance; edited 1,988 site addresses and 554 tax parcel boundaries. - 2025 Goals: Migrate all ArcMap dependent processes to ArcGIS Pro ahead of its March 1, 2026 retirement date; build a new address data management system and Assessor Tax Map system; migrate web mapping applications to newer platforms (ArcGIS Experience Builder, Story Maps); prepare for 2026 migration to ArcGIS Enterprise 11.x.

Information Services – Records Management - 2024 Accomplishments: Digitized building permits (allowing destruction of paper files from 1972-1978); relocated all records to the new records center; reviewed 60,000 lines of data for Laserfiche upgrade; destroyed 294 boxes of retained records. - 2025 Goals: Complete the records module; continue organizing records center; review Laserfiche access rights; transfer videos to digital archives; increase capacity in forms and workflow elements of Laserfiche for county efficiency.

Facilities - 2024 Accomplishments: Completed PTCC flooring projects; replaced Jail/Jeffcom/EOC automation system; completed Castlehill HVAC upgrades; enhanced FMX implementation for work requests. - 2025 Goals: Roof repair (PTCC, Castlehill PW, PH/DCD); Brinnon structural study; carpet replacement (Auditor/Treasurer); Animal shelter ventilation; Clearwater Annex mini-split install; Courthouse sustainment (elevator modernization, wiring upgrade); Jail electrical work for sewer hookup/septic decommissioning.

Central Services Director - 2025 Goals: Support Comprehensive Plan revision; relaunch Capital Facilities Planning Committee; revise Jefferson County ADA Plan; re-establish/reconstitute 6-year Capital Improvement Plan (CIP).

Financials

  • Department of Emergency Management Annual Budget (for context): $327,533.00.
  • None specified for Central Services.

Alternatives

  • None specified.

Community Input

  • None specified.

Timeline

  • 2025: Workplan period.
  • 2026-03-01: ArcMap retirement date (drives GIS migration priority).

Next Steps

  • Board discussion, feedback, and necessary staff direction.

Sources

  • Shawn Frederick - Central Services Director
  • Renee Talley - Financial Analyst
  • Matt Court - Facilities Maintenance/Capital Projects Supervisor
  • Mikey Forville - Network Tech IV (Foreman)
  • Jenny Matter - Records Management Specialist
  • Ken Hugoniot - Public Records Administrator
  • Kevin Hitchcock - Information Services V - GIS
  • Willie Bence - Director, Department of Emergency Mgmt (providing EM workplan separate briefing)

Workplan: Emergency Management Department (2025)

Topic Summary

The Department of Emergency Management (EM) is requesting the Board of County Commissioners (BOCC) review and provide feedback on its draft 2025 workplan, which addresses disaster preparedness, response, recovery, and mitigation for Jefferson County and the City of Port Townsend. The plan focuses heavily on planning, public outreach, and volunteer engagement.

Key Points

  • The EM Department employs 3.4 FTEs and utilizes volunteers.
  • Core Responsibilities: Promoting public disaster preparedness, maintaining operational readiness of the Emergency Operations Center (EOC), conducting disaster planning, and risk assessment.
  • 2025 Workplan Focus:
    • Public outreach featuring monthly training and information opportunities.
    • Drafting of several emergency plans, most notably a Comprehensive Evacuation Plan.
    • Implementation of a new training and credentialing plan.
    • Ongoing development of volunteer resources engagement.
    • Continuation of existing preparedness and response activities.

Financials

  • Department of Emergency Management has an annual budget of $327,533.00.

Alternatives

  • None specified.

Community Input

  • The workplan includes a public outreach campaign.

Timeline

  • 2025: Workplan period.
  • 2025-02-03: BOCC workshop scheduled.

Next Steps

  • The Board is requested to review and provide feedback on the draft workplan to ensure alignment with County leadership's goals.

Sources

  • Willie Bence - Director, Department of Emergency Mgmt
  • Mark McCauley - County Administrator

Letter to Lodging Tax Advisory Committee (LTAC) Regarding Membership

Topic Summary

Commissioner Dudley-Nollette proposes a discussion and potential action regarding a recrafted letter addressed to the Lodging Tax Advisory Committee (LTAC). The letter aims to communicate the Board of County Commissioners' (BOCC) intention to refocus tourism promotion revenue, encourage applications for all open LTAC seats, and announce the future development of new LTAC bylaws.

Key Points

  • The BOCC unanimously voted on December 23rd to open all seats on the LTAC for new or existing applicants.
  • The letter explicitly encourages existing LTAC members to re-apply and requests them to promote applications from a broad range of tourism-related businesses across all geographic areas of the County.
  • The BOCC intends to refocus LTAC revenue use to benefit "all Jefferson County residents, visitors, and tourism-related businesses."
  • Policy Changes: The BOCC intends to develop a set of new LTAC bylaws consistent with RCW 67.28.1817(1). These bylaws will incorporate county legislative and tourism priorities, an annual review process, and metrics for evaluating lodging tax investments.
  • The power of the BOCC is noted: it accepts, rejects, or modifies LTAC recommendations, and ensures priority alignment through member appointments (RCW 67.28.1817(1)).

Financials

  • None specified.

Alternatives

  • The primary issue presented is how to craft the letter to accurately reflect the Board's tone and intent, suggesting previous drafts were deemed inadequate by the BOCC majority.

Community Input

  • The proposed new LTAC bylaws process will involve public input.
  • The BOCC acknowledges that this process has caused "some disruption within our tourism community."

Timeline

  • 2024-12-23: BOCC unanimously voted to open all LTAC seats.
  • 2025 Q1: Proposed timeline for finalizing bylaws and advertising LTAC positions.
  • 2025-02-03: Board requested to review and approve the draft letter.

Next Steps

  • Board review, necessary modification, and determination of whether to approve the draft letter.

Sources

  • Heather Dudley-Nollette - Commissioner, District 1
  • Mark McCauley - County Administrator
  • RCW 67.28.180, RCW 67.28.1817(1) (Lodging Tax regulations)

Generated On: 2025-11-06 17:20:31.960350-08:00 By: google/gemini-2.5-flash-preview-09-2025 running on https://openrouter.ai/api/v1/