PACKET: Commissioners Meeting at Tue, Feb 18, 09:00 AM

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Implementation of Jefferson County Transportation Benefit District Material Change Policy

Topic Summary

The Jefferson County Board of Commissioners (BoCC) proposes to implement the Material Change Policy previously adopted by the Jefferson County Transportation Benefit District (JCTBD), which the BoCC recently assumed. This action is required by RCW 36.73.160(1) and amends JCC Chapter 3.90. The key provision dictates that if a transportation improvement cost exceeds its original finance plan by over 20%, a public hearing must be held.

Key Points

  • The resolution implements the Material Change Policy originally adopted by the JCTBD via Resolution No. 02-0106-25-TBD on January 6, 2025.
  • The BoCC assumed the JCTBD on February 10, 2025, rendering the original JCTBD policy moot, necessitating the BoCC's implementation.
  • RCW 36.73.160(1) mandates that the policy must address material changes to cost, scope, and schedule that affect project delivery or financing.
  • Material Change to Cost: If an approved transportation improvement cost exceeds its original cost by more than 20%, the BoCC must hold a public hearing to resolve the change.
  • Material Change to Scope: If the scope materially changes, staff must consult the BoCC Chair to determine if a meeting is needed. If the scope change increases cost by over 20%, a public hearing is mandatory.
  • Material Change to Schedule: If a schedule materially changes in a way that significantly impacts other JCTBD project funding, or if the delay exceeds 180 days, staff must consult the BoCC Chair. If the schedule change results in a cost increase of over 20%, a public hearing is mandatory.
  • Definition of Material Change: A change is material if knowledge of it "would more likely than not have affected the BoCC’s decision regarding the project." The BoCC Chair determines if a material change requires a meeting.
  • The resolution is categorically exempt from the State Environmental Policy Act (SEPA) under WAC 197-11-800(19).

Financials

None specified at this time.

Alternatives

None specified.

Community Input

The statutory requirement for public input is defined by the resolution itself (a public hearing if costs exceed 20% of the budget/original project). There is no record of pre-adoption community commentary in the packet.

Timeline

  • December 16, 2024: Jefferson County approved Ordinance No. 10-1216-24 establishing the JCTBD.
  • January 6, 2025: JCTBD adopted the policy in Resolution No. 02-0106-25-TBD.
  • February 10, 2025: BoCC assumed the JCTBD.
  • February 18, 2025: Proposed approval and adoption date.
  • Effective Date: Immediately upon adoption by the BoCC.

Next Steps

The BoCC is recommended to approve and adopt the JCTBD Material Change Policy via resolution.

Sources

  • Mark McCauley - County Administrator
  • Philip C. Hunsucker - Chief Civil Deputy Prosecuting Attorney
  • RCW 36.73.160(1) - State law requiring the material change policy
  • JCC Chapter 3.90 - County Code related to the policy

Solid Waste Advisory Committee (SWAC) By-laws Update

Topic Summary

The Solid Waste Advisory Committee (SWAC) unanimously approved revisions to its by-laws concerning the regular meeting schedule, changing from six times per year to quarterly meetings. This change is intended to streamline the Solid Waste Management Plan update process scheduled to begin in April 2025 by providing staff more preparation time between meetings and the SWAC members more time for material review.

Key Points

  • SWAC meetings will shift from six times per year to quarterly, held on the fourth Thursday of January, April, July, and October.
  • Meeting duration will increase from 90 minutes to 120 minutes (two hours).
  • The change was recommended to facilitate the Solid Waste Management Plan update process, which begins in April 2025 and will be staff-led without consultant assistance.
  • The change grants staff more time for developing meeting materials.
  • SWAC is an advisory body required by RCW 70A.205.110 to assist in developing solid waste management programs and policies and to review related proposed rules.
  • The SWAC actively participates in reviews for the Comprehensive Solid Waste Management Plan (CSWMP) and the Hazardous Waste Management Plan (HWMP).
  • SWAC must maintain a minimum of nine members representing a balance of interests (citizens, public groups, business, waste management industry, and local elected officials).
  • Regular SWAC meetings are held at the Jefferson County Public Works Office at 3 p.m.
  • A simple majority of members constitutes a quorum.
  • The SWAC Chair and Vice Chair serve one-year terms, limited to two consecutive terms.
  • Officers may be removed by a two-thirds majority vote of members present and voting.
  • Subcommittee meetings are limited to four SWAC members; exceeding four requires immediate adjournment, per OPMA requirements.
  • Members who accrue three consecutive unexcused absences from regular meetings may be recommended to the Board for removal by the Chair and a majority of members.
  • Decisions (reports, recommendations) shall be made by consensus, if possible, or by majority vote, with minority reports attached.

Financials

None specified.

Alternatives

The agenda item concerns adopting the revised quarterly schedule as approved by SWAC members on January 23, 2025, in lieu of the previous six meetings per year.

Community Input

None specified.

Timeline

  • January 23, 2025: SWAC members approved the revision to the Regular Meeting Schedule.
  • April 2025: Solid Waste Management Plan update process is scheduled to begin.
  • February 18, 2025: Proposed approval date by the Board of County Commissioners.
  • Effective Date: Immediately after approval by the Board.

Next Steps

The Board of County Commissioners is recommended to approve the attached SWAC By-Laws.

Sources

  • Monte Reinders - Public Works Director/County Engineer
  • Al Cairns - Department Contact (Staff)

Proclamation: Jefferson County Parks and Recreation Volunteers

Topic Summary

The Board of Commissioners is presenting a proclamation to formally recognize the generous contributions of Parks and Recreation volunteers in 2024. These volunteers were instrumental in supporting the core mission of the department, providing services valued at over $214,000, which is equivalent to 2.55 full-time employees.

Key Points

  • In 2024, Parks and Recreation volunteers donated 5,522 hours of service.
  • The estimated value of these hours is $214,370, calculating one hour of volunteer time at $40.28 (based on Independent Sector figures for Washington State in 2024).
  • The total hours donated are equivalent to 2.55 full-time employees.
  • Volunteer roles spanned three primary areas: (1) recreation program (e.g., coaching youth sports, Rec-Center programming, summer camps); (2) park caretaker and camp-host program (e.g., staffing Gibbs Lake Park, Oak Bay Campground, and H.J. Carroll Park); and (3) the adopt-a-park program.
  • Specific services included park maintenance, construction of park amenities, trail maintenance, landscape gardening, habitat restoration, and advisory board membership.
  • Volunteer efforts enable large and affordable youth sports leagues through volunteer coaches.
  • Irondale Beach Park and Indian Island Park are maintained 100% by the adopt-a-park volunteer program.

Financials

  • Total value of donated services (2024): $214,370
  • Equivalent hourly value: $40.28
  • Cost of volunteer management is stated as "built into the existing budget" and is part of ongoing staff work.

Alternatives

None specified.

Community Input

None specified.

Timeline

  • The proclamation recognizes service provided during 2024.
  • February 18, 2025: Proclamation scheduled to be read and approved.

Next Steps

The Board is recommended to approve and read the proclamation.

Sources

  • Matt Tyler - Parks and Recreation Manager
  • Independent Sector (www.independentsector.org)

2025 Department of Emergency Management (DEM) Workplan

Topic Summary

The Jefferson County Department of Emergency Management (DEM) presented its 2025 workplan, which focuses on enhancing departmental preparedness, engaging volunteers, and advancing critical planning documents. Key initiatives include a robust public outreach campaign featuring monthly training events and the completion of a Comprehensive Evacuation Plan by the end of the year.

Key Points

  • DEM operates with 3.4 Full-Time Equivalents (FTEs) plus numerous volunteers, serving both Jefferson County and the City of Port Townsend.
  • The department's responsibilities cover planning, preparedness, response, recovery, and mitigation efforts for disasters.
  • 2025 Workplan Initiatives:
    • Public Outreach: A campaign featuring monthly training and information sessions for the general public is underway, with the first 2025 presentation drawing 81 participants.
    • Comprehensive Evacuation Plan: Identified as a need during the CWPP process, this plan will build on the existing CEMP annex to specify evacuation zones, routes, and strategies. Completion is targeted for the end of 2025.
    • Training & Credentialing: Implementation of new standards for Emergency Operations Center (EOC) responders (utilizing FEMA, State, Kitsap, and Clallam standards), including securing FEMA Instructor certification locally (Brad Brooks).
    • Volunteer Engagement: Continuing the GREEN (Grassroots Emergency Education Network) team initiative, which coordinates NPREP, CERT, VECOM, MRC, and DART volunteer programs.
    • Business Continuity Plan: Initial work is planned for 2025, ahead of the originally scheduled 2026 start date, as a collaborative effort led by DEM (with support from HR and Central Services).
    • Emergency Support Function (ESF) #11 (Agriculture and Animals): A volunteer-led project creating a "battle book" to identify food and agricultural resources and analyzing food systems and supply chains. This also includes planning for animal evacuation/sheltering resources.
  • 2024 Accomplishments:
    • Submitted the Comprehensive Emergency Management Plan (CEMP) to the State EMD (feedback expected mid-February 2025).
    • Submitted the Hazard Mitigation Plan for State/FEMA review (approval expected shortly).
    • Established the Local Emergency Planning Committee and developed a Hazardous Materials Plan (approval expected at the February LEPC meeting).
    • Onboarded a new Volunteer Coordinator (Elena Bary) and revamped the "Think, Plan, Do" preparedness guide.
  • Ongoing activities include 24/7/365 Duty Officer availability, Nixle and other emergency messaging, EOC activation, and volunteer recruitment.

Financials

  • The Department of Emergency Management has an annual budget of $327,533.
  • Funding sources are not specified.
  • The presentation states "Fiscal Impact: None," indicating no request for additional funding beyond the existing budget.

Alternatives

None specified.

Community Input

None specified. The objective of the workshop is to solicit feedback from the BoCC and County Administrator.

Timeline

  • Mid-February: Expected feedback on the Comprehensive Emergency Management Plan (CEMP) submission.
  • End of 2025: Target completion date for the Comprehensive Evacuation Plan.
  • February 18, 2025: Agenda item for workshop/presentation.

Next Steps

The Board of County Commissioners is recommended to review and provide feedback on the draft 2025 workplan.

Sources

  • Willie Bence - Director, Department of Emergency Mgmt
  • Mark McCauley - County Administrator
  • Brad Brooks - Planning Coordinator (pending FEMA Instructor certification)
  • Elena Bary - Volunteer Coordinator

2025 Department of Community Development (DCD) Workplan

Topic Summary

The Department of Community Development (DCD) presented its 2025 workplan, reviewing 2024 accomplishments and outlining current objectives. DCD oversees the Permit Center, Building, Office of the Fire Marshal, Code Compliance, Development Review, and Long-Range Planning, with a mission to preserve and enhance the quality of life in Jefferson County via a vibrant economy, sound communities, and a healthy environment.

Key Points

  • The DCD comprises divisions including the Permit Center, Building, Office of the Fire Marshal, Code Compliance, Development Review, and Long-Range Planning.
  • The department's mission is "to preserve and enhance the quality of life in Jefferson County by promoting a vibrant economy, sound communities, and a healthy environment."
  • The workshop included a summary of 2024 accomplishments (details of which are not provided in the agenda request) and a list of 2025 work tasks (details not provided).

Financials

None specified.

Alternatives

None specified.

Community Input

The session aimed to review objectives and priorities with the "general public," implying input may be received during the meeting. No pre-submitted input is documented here.

Timeline

  • February 18, 2025: Agenda item for workshop/presentation.

Next Steps

The Board is requested to participate in discussion, provide feedback, and offer staff direction as needed.

Sources

  • Josh Peters - Community Development Director
  • Chelsea Pronovost - DCD Admin Services Manager
  • Phil Cecere - Fire Marshal/Building Inspector
  • Greg Ballard - Development Code Admin

Formation of Jefferson County Public Facilities District (PFD) for Aquatic Facility

Topic Summary

The Jefferson County Board of Commissioners (BoCC) is considering the formation of a county-wide Public Facilities District (PFD) for the purpose of planning, financing, and operating a potential public aquatic and wellness facility. The proposed PFD would be coextensive with County boundaries, including the City of Port Townsend (City). Formation is supported by prior feasibility studies and task force recommendations (Healthier Together Center Feasibility Study, August 2024 HTTF Findings), explicitly identifying the PFD as a necessary funding mechanism to pursue capital construction, potentially at the Chimacum School District site.

Key Points

  • Legal Authority: Formation is authorized by RCW 36.100.010(1) and requires a county resolution/ordinance.
  • Purpose: PFDs can acquire, construct, own, operate, fund, and maintain sports, entertainment, convention, and recreational facilities, including an aquatic facility (RCW 36.100.030).
  • History (Steering Committee): A multi-agency Steering Committee (formed February 2023, partners listed below) prepared a feasibility study indicating the necessity of forming a county-wide PFD as part of the funding strategy.
  • History (HTTF): A Healthier Together Task Force (HTTF) met from April to August 2024 and presented findings on August 27, 2024, recommending a county-wide PFD as a primary funding mechanism for capital and O&M costs.
  • Location Context: The creation now is motivated by the potential mutually beneficial financial partnership with the Chimacum School District (CSD) to use the Chimacum Creek Elementary site, saving capital costs and maximizing grant opportunities.
  • Economic Impact: Developing tourism facilities, such as the proposed pool, generally increases tourism, extending the regional shoulder seasons into winter months (citing A. Mandic, et al., 2018 study).
  • Feasibility Review: An independent financial feasibility review (dated April 3, 2024, by Susan Musselman LLC) was required and delivered to the Department of Commerce (RCW 36.100.025). This review did not opine on eventual capital/operating costs but identified formation costs and revenue requirements.
  • Governance: The Jefferson County Public Facilities District (JCPFD) Board will consist of seven members appointed by the BoCC, reflecting interests from the unincorporated area (5 positions) and the City of Port Townsend (2 positions). Position 5 must represent the lodging industry if the PFD levies the excise tax.
  • Powers: The PFD is a municipal corporation with explicit authority to acquire, construct, operate, and finance the facilities. Liabilities are limited exclusively to PFD assets; the County and City bear no liability for PFD debts.
  • Initial Funding Source: Initial start-up funding has been or will be secured through private donations via the Jefferson Aquatic Coalition (JAC).
  • Next Feasibility Step: The PFD must obtain a separate feasibility review by the Department of Commerce focusing on operating and capital costs before issuance of any debt (RCW 36.100.025(1)(b)).
  • Revenue Options: The PFD can pursue various funding options including a 0.2% sales tax (voter approved, simple majority), admission taxes (up to 5%), parking taxes, voter-approved lodging tax (county PFD only), and debt issuance (up to 0.5% of taxable property value).

Financials

  • Formation Costs (Estimated PFD Budget - Year 1 and 2):
    • Consultant/staff: $50,000 (Y1), $75,000 (Y2)
    • Ballot Measure (General Election): $60,000 (Y1)
    • Market Analysis: $20,000 (Y1)
    • Concept/Site Plan: $250,000 (Y1)
    • Preliminary A&E Partnership Analysis: $750,000 (Y2)
    • 2nd Commerce Study: $15,000 (Y2)
    • Capital Cost Estimate: $50,000 (Y2)
    • Office/Supplies/Expense Analysis: $11,000 (Y1), $15,000 (Y2)
    • Total Year 1 Expenses: $391,000
    • Total Year 2 Expenses: $955,000
  • Formation Revenue (Estimated PFD Budget):
    • State Design Grant: $250,000 (Y1)
    • Private Fundraising: $121,000 (Y1), $100,000 (Y2)
    • LTAC Funds (Market Survey): $20,000 (Y1)
    • 0.2% Sales Tax (estimated, following vote): $1,700,000 (Y2)
    • Total Year 1 Revenue: $391,000
    • Total Year 2 Revenue: $1,800,000
    • Net Year 1 $0, Net Year 2 $845,000
  • Feasibility Review Summary of Costs:
    • PFD requires start-up funding (covered by private donations).
    • PFD needs funds for election costs ($60,000-$110,000 suggested placeholder).
    • PFD requires capacity to cover annual operational deficit (estimated at ~$400,000/year for base plan, potentially subsidized by the City).
    • County and City will incur initial, non-material costs (staff support/legal services) until PFD is formed.

Alternatives

  • The primary proposal is forming a PFD. Alternative governing/funding structures (Metropolitan Park District - MPD, Park/Recreation District) were explored by the Steering Committee and ultimately set aside in favor of the County-wide PFD due to its stronger funding potential (sales tax, lodging tax, regional scope) and single-vote structure.

Community Input

  • City Council Resolution No. 24-033 (October 7, 2024) expressed support for a county-wide PFD.

Timeline

  • February 2023: Steering Committee formed.
  • September 18, 2023: Healthier Together Feasibility Study final report delivered.
  • October 7, 2024: City of Port Townsend City Council passed resolution supporting the PFD.
  • April 3, 2024: Independent Financial Feasibility Review completed.
  • February 18, 2025: Proposed workshop/discussion date.
  • February 24, 2025: Proposed Notice Hearing (Consent Agenda).
  • February 26, 2025: Proposed Publication of notice.
  • March 10, 2025: Proposed Public Hearing on Formation Ordinance.
  • Post-March 10, 2025: BoCC Appoints JCPFD Board Members and JCPFD Board holds first meeting and adopts bylaws (within 60 days).

Next Steps

The Board is requested to: 1. Consider the formal creation of the PFD. 2. Review and provide feedback on the proposed ordinance and timeline. 3. If approved, the next steps include giving notice for the public hearing, holding the public hearing, passing the ordinance, and appointing JCPFD Board members.

Sources

  • Mark McCauley - County Administrator
  • Greg Brotherton - Commissioner District 3
  • Ariel Speser - Civil DPA
  • RCW 36.100 et seq. - Public Facilities Districts State Law
  • City Council Resolution No. 24-033
  • Susan Musselman LLC - Independent Financial Feasibility Review
  • Josh Peters - Community Development Director (Project History)
  • Steering Committee Partners: City of Port Townsend, Jefferson County, Jefferson County Public Hospital District #2, Port Townsend School District, Olympic Peninsula YMCA, Jeffco Aquatic Coalition (JAC).

Healthier Together Center Feasibility Study (Appendices Review)

Topic Summary

Comprehensive documentation, including multiple workshops, survey results, market analysis, and costing data, was reviewed by the Healthier Together Center Steering Committee (HTCSC) and consultant team (Opsis Architecture, Ballard*King, ECONorthwest, etc.) leading up to the recommendation of developing an Aquatics Center (Base Option: $37.1M; Full Build-Out: $45.9M) using a Public Facilities District (PFD) funding model. Key community desires include both lap and warm recreation pools (with family-friendly features like a lazy river), located at the preferred Mountain View Commons site, despite concerns over cost and tax burden.

Key Points

  • Project Need: Documented long-term need since 2001 to replace the existing antiquated Mountain View Pool (built 1963), which currently requires a complete roof replacement. Aquatics and recreation centers were identified as a high community need in the 2020 Parks, Recreation and Open Space (PROS) Plan update.
  • Site Selection (Preferred): Mountain View Commons (approx. 3.9 acres, owned by Port Townsend School District) was the recommended site, largely for accessibility via car, bike, and transit, proximity to amenities, and community support (556 responses supporting this site in Survey 1).
    • Rejected Sites/Notes: Jefferson Healthcare (too small, 0.74 acres), Port Townsend Golf Course (public controversy, timing issues), Evans Vista (location less central). Renovation of the existing poll would require closure during construction, which the community opposed.
  • Demographics/Market Analysis:
    • The Primary Service Area (PSA, 21,551 pop.) alone is only "adequate" to support the facility; the Secondary Service Area (SSA, 30,982 pop.) is large enough assuming users are drawn regionally.
    • Median age in PSA (57.3) and SSA (58.6) is significantly higher than Washington State (39.0).
    • Population growth in the 65-74 and 75+ age groups is projected to increase by 58-75% by 2027, highlighting the increased need for water aerobics/therapy.
    • Households demonstrate a high, though potentially lower than national average, "propensity for adults to spend dollars on recreation activities" (Recreation SPI 98-101 vs. National 100).
  • Programming (Recommended): The HTCSC recommends pursuing the Base Option (Aquatics, 29,700 sq ft) with the intent to implement the Full Build-Out (Aquatics & Recreation, 40,200 sq ft) if fundraising allows.
    • Base Option Amenities: 6-lane, 25-yard lap pool; warm water recreation pool (incl. lazy river, whirlpool, sauna); wellness studio (for Jefferson Health Care); lobby; support spaces.
    • Full Build-Out Addition: 1-court Gymnasium; Fitness/group exercise space (2,000 sq ft).
    • Key Community Requests: Lazy river (49 mentions in Survey 1), Splash Pad/Children's Play Area (453 mentions in Survey 1), diving boards/platforms (32 mentions), and indoor gym (34 mentions).
  • Funding Strategy (Recommended):
    • Funding Mechanism: County-wide Public Facilities District (PFD) is recommended (over a Metropolitan Park District - MPD) due to better long-term stability and funding sources.
    • Taxes: PFD to seek a 0.2% Sales Tax (voter-approved, simple majority) and a 2% Lodging Tax (on lodging units over 40).
    • Fundraising Goal: Target of $15 million (later adjusted to $17M) in contributions ($5M State Grants, $5M Federal Grants, $5M Philanthropy).

Financials

  • Base Option (29,700 sq ft):
    • Total Project Cost: $37.1 million (Construction: $27.9M; Soft Costs: $9.2M)
    • Annual Operating Expense: $1.27 million
    • Annual Operating Revenue: $0.84 million
    • Annual Subsidy Required (pre-City contribution): $434,091 (66% Cost Recovery)
  • Full Build-Out Option (40,200 sq ft):
    • Total Project Cost: $45.9 million (Construction: $34.4M; Soft Costs: $11.5M)
    • Annual Operating Expense: $2.08 million
    • Annual Operating Revenue: $1.73 million
    • Annual Subsidy Required (pre-City contribution): $352,572 (83% Cost Recovery)
  • City Subsidy: The City currently subsidizes operations by ~$400,000 annually and is assumed to continue this commitment in the financial models (Workshop 6 funding models showed the city subsidy reducing the tax levy required).
  • PFD Revenue (Estimated): County-wide PFD (0.2% Sales Tax) would yield $1.39 million annually (2023 estimate, Workshop 1).

Alternatives

  • MPD vs. PFD: MPD uses property tax levies, requiring a supermajority (60%) vote for excess levies/voted debt, and typically takes two votes (one to create, one to fund). PFD uses sales tax, lodging tax, and debt, requiring a single simple majority vote for funding and tax imposition. PFD was chosen as preferred for its broader tax base (including tourists) and single-vote requirement.
  • Design Alternatives (Capital Cost Estimates from Revised Design - Workshop 6):
    • Base Aquatics (29,700 sf): $37.1M
    • Base + Gym (38,200 sf): $44.0M
    • Base + Gym + Multi-Use Space (40,200 sf): $45.9M (Full Build Out)

Community Input

  • Strong themes from surveys (Open Houses 1, 2, 3): Desire for competitive lap pool, warm recreation pool, lazy river/slides (for children), and facilities for seniors (therapy, water aerobics).
  • Concerns focused on:
    • Cost/Taxes: Concerns about tax base supporting the project (especially property tax burden on seniors/fixed income). Many survey responses indicated outright opposition or "None of the Above" for combinations based solely on cost (Survey 3: 40% selected "Do Nothing/None of Above").
    • Competition for Private Businesses: Concerns that adding fitness/yoga/strength training facilities (Full Build-Out) would damage local private businesses.
    • Affordability: Need for affordable membership models.
    • Shower Facilities: Need for community showers for the unhoused population (mentioned by Julia Cochrane, Executive Director for the Winter Welcoming Center, Workshop 7).

Timeline

  • Feasibility Report Complete: September 18, 2023.
  • Recommended Vote Timing: February 2024 Special Election (to capture momentum and apply for grants due May-August 2024). This requires filing by December 15, 2023.
  • Construction Start (for Planning): May 2025 (Date used for cost escalation).
  • Facility Opening (Estimated): 2027 (Workshop 7 discussion).

Next Steps

  • Steering Committee is making a final recommendation to the City Council and County Commissioners in September 2023.
  • Key remaining items are to conduct geotechnical analysis (October) and complete public polling (October).

Sources

  • Carrie Hite - Director, Parks & Recreation Strategy (City/Steering Committee)
  • Mark McCauley - County Administrator
  • Jim Kalvelage, Erica Dunn, Kirsten Justice - Opsis Architecture (Design Team)
  • Ken Ballard - Ballard*King (Operational Planning, Market Analysis)
  • Morgan Shook - ECONorthwest (Finance/Funding Strategy)
  • Ryan Nachreiner - Water Technology, Inc. (Aquatics/System Design)
  • Trish Drew, Andrew Jonsson - DCW Cost Management (Cost Estimating)
  • Rich Childers - President, JeffCo Aquatic Coalition
  • Wendy Bart - Executive Director, Olympic Peninsula YMCA
  • John Nowak - PT School District Board of Directors
  • Julia Cochrane - Executive Director for the Winter Welcoming Center (Community Input)

Topic Summary

The proposed timeline outlines the immediate steps for forming the Jefferson County Public Facilities District (PFD), moving from the current workshop phase (February 18, 2025) to formally adopting the Formation Ordinance in March 2025 and appointing the governing board shortly thereafter. This rapid timeline aims to establish the legal entity necessary to pursue funding and facility development for the aquatic center.

Key Points

  • The timeline is presented as the recommended sequence of events following the workshop discussion of the PFD formation.
  • The process requires a public hearing to adopt the formation ordinance.
  • The process is being led by County staff in collaboration with the Civil Deputy Prosecuting Attorney (DPA).
  • Milestones:
    • The Board of County Commissioners (BoCC) is requested to act in a sequence of three steps in the coming weeks.
    • The timing reflects the urgency in launching the funding mechanism to avoid escalation of construction costs and to access potential grants.

Financials

Initial PFD formation costs are factored into the attached estimate, including $60,000 for the ballot measure, anticipated to occur in Year 1/2025.

Alternatives

None specified in the timeline itself.

Community Input

A Public Hearing on PFD Formation Ordinance is scheduled for March 10, 2025.

Timeline

  • February 18, 2025: BoCC Workshop on PFD.
  • February 24, 2025: Notice Hearing (Consent Agenda).
  • February 26, 2025: Publication of notice.
  • March 10, 2025: Public Hearing on Formation Ordinance.
  • Post-March 10, 2025: BoCC Appoints JCPFD Board Members.
  • Following Board Appointment: JCPFD Board Members hold their first meeting and adopt Bylaws immediately (within 60 days of formation).

Next Steps

The immediate next steps are to set the Notice Hearing and Publication dates, leading to the public hearing and subsequent approval/appointment of the JCPFD Board. Once formed, the PFD must conduct a second feasibility review prior to debt issuance and secure a tenant (likely via long-term lease agreement with the County/Chimacum School District if the Chimacum Creek Primary School site is used).

Sources

  • Mark McCauley - County Administrator
  • Ariel Speser - Civil DPA

JCPFD Ordinance (Chapter 3.100 Jefferson County Code)

Topic Summary

The draft ordinance proposes creating the Jefferson County Public Facilities District (JCPFD) as a county-wide municipal corporation authorized under RCW 36.100. This legally establishes the JCPFD with defined powers, governance structure, and revenue mechanisms to pursue projects like the proposed aquatic facility.

Key Points

  • Legal Entity Status: The JCPFD is created as a municipal corporation and an independent taxing authority/taxing district under the Washington State Constitution and RCW 36.100.
  • Purpose: To pursue the planning, financing, development, ownership, and operation of public facilities, including an aquatic facility, individually or in cooperation with other entities.
  • Geographic Boundary: Coextensive with the boundaries of Jefferson County, including the City of Port Townsend.
  • Governing Board: Consists of seven members, appointed by the BoCC (5 County appointees (Positions 1-5) and 2 City appointees (Positions 6-7)).
    • The largest city's (Port Townsend) population is less than 40% of the total County population, justifying the seven-member board structure per RCW 36.100.020.
    • Members serve staggered four-year terms, with initial terms set at four years (Positions 1, 3, 4, 6) or two years (Positions 2, 5, 7).
    • Position 5 must represent the lodging industry if the lodging excise tax is implemented.
    • Directors can be removed by a two-thirds vote of the appointing legislative authority (BoCC).
  • Treasurer: The Jefferson County Treasurer serves as the ex officio treasurer.
  • Powers/Duties: JCPFD can hire staff, enter contracts, sue, acquire property, plan/finance/operate public facilities (including aquatic facilities), enter interlocal agreements (ILAs), and impose charges/fees.
  • Limitations: The JCPFD cannot take action that imposes liability on Jefferson County or the City of Port Townsend (unless specified in an ILA). JCPFD liabilities must be satisfied exclusively from JCPFD assets.
  • Reporting: The JCPFD must provide the County Administrator with a financial and activities report at least quarterly.
  • Bylaws: Bylaws/rules of procedure must be adopted within 60 days of formation and must be consistent with the formation ordinance; amendments require a ten-day notice and approval at an open public meeting.

Financials

  • Revenue may be secured via options available under RCW 36.100, including sales tax (if approved by voters), admission taxes, parking taxes, and general obligation bonds (total debt limited to 0.5% of taxable property valuations).

Alternatives

  • The ordinance formalizes the creation; prior steps rejected alternative structures.

Community Input

None specified.

Timeline

  • Effective Date: Immediately upon approval and adoption by the Board of County Commissioners.

Next Steps

The final step in this phase is the formal adoption of this ordinance by the BoCC.

Sources

  • Philip C. Hunsucker - Chief Civil Deputy Prosecuting Attorney
  • RCW 36.100 et seq. - State legislation authorizing Public Facilities Districts.
  • Washington State Office of Financial Management (2024 population estimates cited)

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