MEETING: Untitled Meeting at Tue, Aug 19, 04:24 PM

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Jefferson County Board of Commissioners/City of Port Townsend Joint Meeting Summary

Public Works Achievement Recognition & General Fund Overview

Metadata

  • Time Range: 00:05:35–00:07:49
  • Agenda Item: Not Stated (Informational Report from Commission Chair)
  • Categories: operations, budgeting, finance, other

Topic Summary

The meeting began with the Chair acknowledging Department of Public Works (DPW) staff awards, including the County Engineer receiving “Engineer of the Year” and the Assistant Public Works Director receiving "Program Manager of the Year" from the State Association of County Engineers. Following this, an overview of the County's general fund was presented, highlighting the Sheriff's department as the largest expenditure and detailing the top 10 revenue sources, which include multiple federal funding mentions. The Chair listed ongoing challenges, including federal and state funding uncertainty, inflation threats, housing costs and shortages, homelessness, and difficulties in recruiting and retaining talent.

Key Discussion Points

  • DPW was recognized with major statewide awards, sweeping the Engineer of the Year and Program Manager of the Year categories (Chair).
  • County Treasurer Stacy Freda received statewide recognition for her work on the local government investment pool (Chair).
  • An overview of general fund expenditures showed the Sheriff's office receives a large portion of funding (Chair).
  • The top 10 revenue sources include Federal funding mentioned multiple times, making the county sensitive to decisions made at the federal level (Chair).
  • Key challenges include federal and state funding uncertainty, threats of inflation or recession, high cost of housing, housing shortage, and homelessness (Chair).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

No supporting materials referenced.

Financials

  • General Fund Expenditures were summarized by department (visual snapshot shown).
  • Revenue Budget (visual snapshot shown), detailing top 10 revenue sources.
  • No specific dollar amounts for overall budget discussed; context provided by visual aids.

Alternatives & Amendments

No alternatives discussed.

Outcome, Vote, and Next Steps

No action taken; item was informational. - Decision: Informational report. - Vote: Not applicable. - Next Steps: No next steps specified.

County Priorities and Infrastructure Projects

Metadata

  • Time Range: 00:07:49–00:10:23
  • Agenda Item: Not Stated (Informational Report from Commission Chair)
  • Categories: infrastructure, planning, housing, land use, operations

Topic Summary

The Chair reviewed current county priorities, which include implementing the 2024 strategic plan and focusing on infrastructure and development. A significant milestone, the Port Hadlock Sewer project's Phase 1, is scheduled to come online on September 8th, facilitating economic development in the Urban Growth Area (UGA) and providing new urban services to support housing. The discussion also covered housing projects, specifically Habitat for Humanity's Mason Street Neighborhood Project, and the emergency repair of the Upper Hoe Road washout, which received emergency funding from the Governor's office.

Key Discussion Points

  • County priorities: implementing the strategic plan, roads and trails, Port Hadlock Sewer, economic development, planning and permitting, and a potential aquatic center (Chair).
  • The Port Hadlock Sewer Phase 1 aims to come online on September 8th, 2025, after at least 25 years of planning, enabling new housing in the UGA (Chair).
  • Housing projects include those in the City of Port Townsend and the upcoming Habitat for Humanity's Mason Street Neighborhood Project in Port Hadlock, which depends on the new sewer service (Chair).
  • The Port Hadlock Sewer Phase 1 price tag (unspecified amount) covers only the core central part of the unincorporated UGA, not the entire area (Chair).
  • The County received emergency funds from the Governor's office for repairs to the Upper Ho Road washout, which frequently occurs (Chair).
  • The ongoing periodic update under the Growth Management Act (GMA) in 2025 requires new elements, including planning for housing by income band and adding a Climate Resilience element (Chair).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

No supporting materials referenced.

Financials

  • The Port Hadlock Sewer (Phase 1) has a significant price tag, which was mentioned to be on a slide (visual aid not provided) (Chair).
  • The Governor's office provided funds for emergency repairs on the Ho River washout (Chair).

Alternatives & Amendments

No alternatives discussed.

Outcome, Vote, and Next Steps

No action taken; item was informational. - Decision: Informational report. - Vote: Not applicable. - Next Steps: Port Hadlock Sewer is scheduled to come online on September 8th of this year. Habitat for Humanity is going through a PLAT approval process.

Environmental and Parks/Recreation Initiatives

Metadata

  • Time Range: 00:10:26–00:12:34
  • Agenda Item: Not Stated (Informational Report from Commission Chair)
  • Categories: planning, recreation, land use, infrastructure

Topic Summary

The Chair provided updates on forest management and wildfire protection, referencing the 2024 Community Wildfire Protection Plan (CWPP). The plan, a coalition effort including the City and Fire Districts, includes risk mapping and mitigation project tracking. Separately, the County hired Chickadee Forestry LLC for a sustainable forestry program on county-owned lands, aiming for economic benefits and fuels reduction. Lastly, updates on Parks and Recreation infrastructure were provided, detailing the extension of the Larry Scott Trail and the completion of Phase 2 of the JUMP facility at H.J. Carroll Park, which is designed to be accessible for people with intellectual or developmental disabilities.

Key Discussion Points

  • The Community Wildfire Protection Plan (CWPP) was adopted in 2024 and includes risk mapping, mitigation tracking, and storyboards from fire events (Chair).
  • A sustainable forestry program for county-owned forested properties involves Chickadee Forestry LLC, aiming for economic benefits (timber sales, value-added products) and fuels reduction, linking to the CWPP (Chair).
  • The Larry Scott Trail, a county facility starting in Port Townsend, is planned for extension from Four Corners to Anderson Lake State Park, eventually connecting to the Olympic Discovery Trail (Chair).
  • Phase 2 of the JUMP facility (a regional park at H.J. Carroll in Port Hadlock) was completed this year and is specifically designed for accessibility for people with intellectual or developmental disabilities (Chair).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

No supporting materials referenced.

Financials

  • No specific financial figures discussed for these programs.

Alternatives & Amendments

No alternatives discussed.

Outcome, Vote, and Next Steps

No action taken; item was informational. - Decision: Informational report. - Vote: Not applicable. - Next Steps: No next steps specified.

Commissioner Availability and Community Engagement

Metadata

  • Time Range: 00:12:34–00:13:15
  • Agenda Item: Not Stated (Informational Report from Commission Chair)
  • Categories: operations, other

Topic Summary

The Chair concluded the introductory remarks by informing the public that the Board of County Commissioners meets every Monday from 9 a.m. to 4:30 p.m. (with a lunch break) and that attendance is welcome either in person at the courthouse chambers or virtually via Zoom. The public was also encouraged to volunteer for various county boards and committees.

Key Discussion Points

  • The Board of County Commissioners meets every Monday, typically from 9 a.m. to 4:30 p.m. (Chair).
  • The public is invited to attend meetings virtually via Zoom or in person at the courthouse chambers (Chair).
  • The public is encouraged to contact the Chair or their district commissioner to learn about volunteer opportunities on county boards and committees (Chair).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

No supporting materials referenced.

Financials

No financial information discussed.

Alternatives & Amendments

No alternatives discussed.

Outcome, Vote, and Next Steps

No action taken; item was informational. - Decision: Informational report. - Vote: Not applicable. - Next Steps: No next steps specified.

Central Services Department Overview

Metadata

  • Time Range: 00:13:35–00:16:23
  • Agenda Item: Department/Office Phase Presentations
  • Categories: operations, services, infrastructure, technology, budgeting

Topic Summary

Sean, representing Central Services, presented an overview of the department, whose mission is primarily internal-facing, providing high-quality facility maintenance and information system services to the County. The department supports 14 county facilities (not including some others) and manages capital projects, IT infrastructure (including phone systems, computers, and social media sites), records management, and GIS services. Central Services operates with a staff of 27 and an annual budget of approximately $6.4 million. The Chair clarified that Central Services is also involved in managing joint assets within the City of Port Townsend, such as Memorial Field and the Community Center.

Key Discussion Points

  • Central Services' mission is to provide facility maintenance and information system services to Jefferson County (Sean).
  • Services focus primarily internally, including general upkeep, capital project management (improvements or new construction), custodial services, and information technology (IT) (Sean).
  • Central Services is the backbone of phone systems, computer systems, and ensures appropriate connectivity for websites and social media (Sean).
  • The department also handles records management (historical storage and public records requests) and GIS services, which are publicly utilized (Sean).
  • The department supports 14 facilities and has a total staff of 27 across all disciplines (Sean).
  • Central Services also helps manage assets in the City of Port Townsend, including Memorial Field, the Port Townsend Community Center, North Beach Park, fairgrounds, and Courthouse Park (including Pickleball) (Chair).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

No supporting materials referenced.

Financials

  • The Central Services typically operates with a budget around $6.4 million (Sean).

Alternatives & Amendments

No alternatives discussed.

Outcome, Vote, and Next Steps

No action taken; item was informational. - Decision: Informational report. - Vote: Not applicable. - Next Steps: No next steps specified.

Assessor's Office: Property Valuation and Tax Exemptions

Metadata

  • Time Range: 00:16:32–00:20:56
  • Agenda Item: Department/Office Phase Presentations
  • Categories: finance, taxation, land use, housing

Topic Summary

Assessor Chapman provided a history of his experience and detailed the core duties of the Assessor's office: revaluing all private, public, and non-profit property in Jefferson County. The City of Port Townsend is being revalued this year. Assessor Chapman explained that the office determines property valuation, not tax rates; local taxing districts certify their levies (amounts of money needed), which the Assessor then divides by the total property value base to set the levy rate. He also discussed proposed state legislative changes to senior citizen property tax exemptions, cautioning that increasing exemptions merely shifts the tax burden to non-exempt property owners (those under 61). He suggested a statewide Homestead Exemption as a preferred alternative, as it would shift the tax burden partially to commercial properties in the I-5 corridor.

Key Discussion Points

  • The Assessor's office revalues all private, public (for various reasons), and non-profit properties (Assessor Chapman).
  • Revaluations are performed by a team of appraisers dividing the county into 6 zones; Port Townsend is being revalued this year (Assessor Chapman).
  • New construction is picked up and valued as of July 31st completion, including Habitat for Humanity projects (Assessor Chapman).
  • The Assessor's office does not determine tax amounts but calculates tax rates by dividing certified levies (amounts requested by districts like fire and school) by the valuation base (Assessor Chapman).
  • Proposed state legislation aims to raise the senior exemption income threshold (currently $45,000 for age 61+), potentially increasing it towards the county's median income ($60,000 to $70,000) (Assessor Chapman).
  • Increased exemptions result in a tax shift, making those under 61 pay more (Assessor Chapman).
  • Assessor Chapman prefers a statewide Homestead Exemption, which provides a valuation deduction for all residences, as this would shift the tax burden more broadly, including to commercial property in the I-5 corridor (Assessor Chapman).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

  • Handouts regarding the Assessor's office functions were available.

Financials

  • The current senior exemption income threshold is $45,000 for those over 61.
  • The proposed higher income threshold is $60,000 to $70,000 (near median income).

Alternatives & Amendments

  • Alternative: A statewide Homestead Exemption model was suggested instead of increasing the senior income exemption limit to avoid shifting tax burden locally (Assessor Chapman).

Outcome, Vote, and Next Steps

No action taken; item was informational. - Decision: Informational report. - Vote: Not applicable. - Next Steps: Monitor the upcoming legislative session in January for property tax exemption bills.

Treasurer's Office: Banking, Debt, and Sales Tax Distribution

Metadata

  • Time Range: 00:21:09–00:25:56
  • Agenda Item: Department/Office Phase Presentations
  • Categories: finance, taxation, debt, services

Topic Summary

Treasurer Stacy Freda described her office as "basically the bank of the county," handling investments, debt review, and bond payments for various county districts (excluding the City of Port Townsend and PUD). Recent activities included a $23 million debt issuance refunding for Port Townsend schools (refinancing) and an $8.5 million debt issuance for the local hospital. The Treasurer also emphasized her role as a financial resource for the public. A key informational point focused on local sales tax distribution, explaining that destination sales tax applies—purchases delivered locally are taxed according to the jurisdiction's tax code (e.g., mail-ordered Costco items delivered to Port Townsend or the county). She provided a handout detailing the distribution of local sales tax revenue.

Key Discussion Points

  • The Treasurer's office serves as the county's bank, managing investments, and handling debt review and bond payments for fire districts, schools, Jeff Pong, and libraries (Stacy Freda).
  • Recent debt activities include a $23 million refunding (refinancing) for School District 50 (Port Townsend schools) and an $8.5 million bond for the hospital (Stacy Freda).
  • The Treasurer attempts to be a resource for public finance questions, offering deep dives into inquiries (Stacy Freda).
  • Property taxes are due April 30th and October 31st (referenced via a Halloween celebratory theme) (Stacy Freda).
  • Destination sales tax rules mean sales tax goes to the jurisdiction where items are delivered; shopping in Silverdale sends sales tax to Kitsap County, but items delivered to a Jefferson County home are taxed based on the local tax code (Port Townsend vs. County) (Stacy Freda).
  • The local sales tax rates are 9.2% in the county and 9.4% in the city, plus an additional 2% for lodging (hotel/motel) (Stacy Freda).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

  • Handouts were available on the Treasurer's website regarding sales tax distribution, showing where the 9.2% (county) or 9.4% (city) sales tax goes.

Financials

  • Port Townsend School District 50 had a $23 million debt issuance planned.
  • The hospital had a recent $8.5 million debt issuance.
  • County sales tax: 9.2%. City sales tax: 9.4%. Lodging tax: additional 2%.

Alternatives & Amendments

No alternatives discussed.

Outcome, Vote, and Next Steps

No action taken; item was informational. - Decision: Informational report. - Vote: Not applicable. - Next Steps: No next steps specified.

Auditor's Office: Elections, Records, and Licensing

Metadata

  • Time Range: 00:26:57–00:30:14
  • Agenda Item: Department/Office Phase Presentations
  • Categories: services, elections, records, finance

Topic Summary

Auditor Brenda discussed the multi-faceted, public-facing functions of her office, with over 40 years of service. Core activities include managing elections (primary election certification, general election programming), serving as a passport acceptance agent, and handling document recordings dating back to the 1800s. The office conducts historical document imaging, currently making records from 1968 to the present available online. The Auditor noted a recent $100 fee increase for various services (unspecified total amount) and changes in vehicle renewal notices (now postcards instead of envelopes), encouraging online renewals. They also manage finance and are currently engaged in budget time (best-case call).

Key Discussion Points

  • The Auditor's office has been operating for over 40 years and is highly public-facing (Brenda).
  • Core functions include certifying elections (recently the primary) and programming for upcoming general elections (Brenda).
  • The office is a passport acceptance agent and handles property document recording dating back to the 1800s (Brenda).
  • The goal is to have records from 1968 to the present available online; documents from 1981 to the present are currently available (Brenda).
  • Vehicle renewal notices are now sent via postcard to save money, encouraging online or QR code renewals (Brenda).
  • The office handles finance and is currently engaged in budget preparation (best call) (Brenda).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

No supporting materials referenced.

Financials

  • A fee increase of $100 was mentioned for document recording.

Alternatives & Amendments

No alternatives discussed.

Outcome, Vote, and Next Steps

No action taken; item was informational. - Decision: Informational report. - Vote: Not applicable. - Next Steps: The general election programming starts tomorrow.

WSU Extension Services Programs

Metadata

  • Time Range: 00:30:23–00:33:41
  • Agenda Item: Department/Office Phase Presentations
  • Categories: services, environment, education, agriculture, community

Topic Summary

Angie Scouts (WSU Extension staff member) introduced the WSU Extension, a cooperative effort between Jefferson County and Washington State University. The office houses five programs: Master Gardeners, Water Resources (including the Marine Resource Committee), Regional Small Farms, 4-H, and Not Just Weeds (the regulatory board for noxious weed control). The SNAP Ed program, previously a cooperative with Clallam County, was recently defunded at the federal level, prompting efforts to find creative ways to continue its support. The Not Just Weeds program controls noxious weeds on public agency property through contracts and collaborations with other counties.

Key Discussion Points

  • WSU Extension is a cooperative of the County and the University, covering various community services (Angie Scouts).
  • Five programs are housed in the office: Master Gardeners (highly trained volunteers focused on climate resilience/horticulture), Water Resources (includes Marine Resource Committee), Regional Small Farms (technical assistance, Land Works Collaborative, farm tourist program), 4-H (scientific curriculum for youth, head/heart/hands/hips pillars), and Not Just Weeds (Angie Scouts).
  • The SNAP Ed program has been defunded at the federal level, and staff are seeking creative ways to continue support (Angie Scouts).
  • Not Just Weeds is a regulatory board controlling noxious weeds on most public agency property, often through contracts with other departments (Sophie).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

No supporting materials referenced.

Financials

  • The SNAP Ed program lost federal funding.

Alternatives & Amendments

  • Staff are working to be creative to continue supporting the suddenly defunded SNAP Ed program (Angie Scouts).

Outcome, Vote, and Next Steps

No action taken; item was informational. - Decision: Informational report. - Vote: Not applicable. - Next Steps: Staff are seeking alternative funding for the SNAP Ed program.

Department of Community Development (DCD) Overview & Public Health Mission

Metadata

  • Time Range: 00:34:07–00:36:15
  • Agenda Item: Department/Office Phase Presentations
  • Categories: planning, permits, public safety, services, health

Topic Summary

The Chair provided a brief overview of the Department of Community Development (DCD), noting the absence of the interim Director. DCD handles building permits, land use permits, code compliance, and the Office of the Fire Marshal, cautioning the public not to confuse it with the City's Planning and Community Development Department (PCD). Apple Martine, Director of Jefferson County Public Health, followed with a detailed presentation. She emphasized that Public Health's core mission is to provide mandated, otherwise unavailable services to county residents, centering on the prevention and mitigation of disease spread. Services range from investigating chemical diseases to providing environmental health protections. The department is one of the two largest in the county, with about 60 staff and operating five facilities.

Key Discussion Points

  • DCD's mission includes building permits, land use permits, code compliance, and the Office of the Fire Marshal (Chair).
  • Public confusion between the County's DCD and the City of Port Townsend's PCD is common (Chair).
  • Jefferson County Public Health (JCPH), directed by Apple Martine, is one of the County's two largest departments with about 60 staff and 5 facilities (Apple Martine).
  • The core mission of JCPH is mandated services to residents for those who need them, including investigating chemical diseases (Apple Martine).
  • JCPH provides limited services, such as Directness, and many environmental health services (Apple Martine).
  • The core of all JCPH work is the "prevention and mitigation of the spread of disease" by creating a safe and healthy built, natural, emotional, and physical environment (Apple Martine).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

No supporting materials referenced.

Financials

  • No specific financial figures discussed for DCD.
  • JCPH is by and large funded by grants, making up about 94% of their budget (Apple Martine).

Alternatives & Amendments

No alternatives discussed.

Outcome, Vote, and Next Steps

No action taken; item was informational. - Decision: Informational report. - Vote: Not applicable. - Next Steps: No next steps specified.

Public Health Divisions and Services

Metadata

  • Time Range: 00:37:33–00:43:02
  • Agenda Item: Department/Office Phase Presentations
  • Categories: health, services, public safety, environment, funding

Topic Summary

Apple Martine detailed the organizational structure and wide range of services offered by Jefferson County Public Health (JCPH). The Administration division manages finance, contracts, and operations, handling the massive engine needed to manage grant funding (94% of the budget). Human Services oversees Intellectual and Developmental Disabilities programming and administers behavioral health work funded through sales tax. The Community and Family Health division runs clinics, nutrition services, immunization teams, harm reduction services, and a unique foot care program for residents (especially at Brennan Poyle) to reduce isolation. Environmental Public Health handles septic permitting, food safety/inspections, water quality, and works on zoonotic diseases in coordination with nursing staff. JCPH's commitment extends to serving high-risk groups and mitigating threats like air quality and heat due to climate change.

Key Discussion Points

  • The JCPH Administration manages 94% grant funding, requiring significant internal capacity to manage contracts and deliverables (Apple Martine).
  • The Human Services division coordinates developmental and intellectual disabilities programs and administers behavioral health funding from sales tax (Apple Martine).
  • The Community and Family Health division includes multiple clinics, nutrition services, immunization teams, and harm reduction services (Apple Martine).
  • A unique service is the foot care program, provided weekly by one nurse who visits residents to reduce loneliness, isolation, and provide access to general healthcare (Apple Martine).
  • Cross-cutting capabilities include emergency preparedness, climate for health initiatives, and assessment via epidemiology/data collection for community return on investment (Apple Martine).
  • Environmental Public Health is a large unit, managing septic permitting, food safety, water quality analysis, and pollution prevention (Apple Martine).
  • JCPH works to serve high-risk groups remotely and is developing new resources on heat and poor air quality related to climate change (Apple Martine).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

  • JCPH has resources available on the table regarding heat and poor air quality/wildfires, including a new pamphlet with QC codes linking to educational materials (Apple Martine).

Financials

  • Approximately 94% of the JCPH budget is grant-funded (Apple Martine).
  • Behavioral health work is funded via local sales tax (Apple Martine).

Alternatives & Amendments

No alternatives discussed.

Outcome, Vote, and Next Steps

No action taken; item was informational. - Decision: Informational report. - Vote: Not applicable. - Next Steps: No next steps specified.

Sheriff's Office and Emergency Management Overview

Metadata

  • Time Range: 00:43:11–00:48:18
  • Agenda Item: Department/Office Phase Presentations
  • Categories: public safety, operations, services, infrastructure

Topic Summary

Sheriff Andy Perksteiner presented the Sheriff’s Office (JCSO), which operates 24/7 across the entire county jurisdiction, from the Hood Canal Bridge to the Pacific Ocean. JCSO manages the county jail, serves civil papers, performs criminal investigations, and traffic enforcement. The Sheriff noted that JCSO also covers large portions of Port Townsend under a contract with the City. The department has about 56 employees. Following JCSO, Willie Bentz, Director of the Department of Emergency Management (DEM), detailed his office's role, focusing on preparing for, responding to, and recovering from "disasters" (earthquakes, wildfires). DEM writes emergency plans, facilitates the Emergency Operations Center (EOC), manages alert and warning systems (text alerts, radio, public sirens), and runs volunteer programs like NPREP (Neighborhood Preparedness) and the Large Animal Response Team. DEM is very small (2 full-time, 4 grant-funded part-time) but relies on community partners and volunteers.

Key Discussion Points

  • The Sheriff's Office is the only 24/7 county department, operating since 1853, covering the entire county (Sheriff Perksteiner).
  • Staff functions include jail management, civil department (serving papers), criminal investigation, and traffic enforcement (Sheriff Perksteiner).
  • JCSO provides services within the City of Port Townsend under a contract (Sheriff Perksteiner).
  • JCSO employs about 56 people currently (5 part-time) (Sheriff Perksteiner).
  • DEM responds to disasters (earthquakes, wildfires) and works to bolster resilience (Willie Bentz).
  • DEM facilitates the Emergency Operations Center (EOC), bringing together all public safety agencies (law enforcement, fire, PUD, Public Works, Red Cross) during emergencies (Willie Bentz).
  • DEM administers alert systems, including text alerts, broadcast media, phone push notifications, and the Tsunami Alert Sirens (AHAP) (Willie Bentz).
  • The department is very small (2 full-time, 4 grant-funded part-time) and relies on volunteer programs such as NPREP, Medical Reserve Corps (nurses/doctors), Disaster Care Response Team (volunteer pilots), and the Large Animal Response Team (Willie Bentz).
  • Outlook for grant funding for part-time staff is improving (Willie Bentz).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

No supporting materials referenced.

Financials

  • DEM relies on grants for four part-time staff positions.

Alternatives & Amendments

No alternatives discussed.

Outcome, Vote, and Next Steps

No action taken; item was informational. - Decision: Informational report. - Vote: Not applicable. - Next Steps: DEM will continue bolstering community readiness and working on volunteer programs.

Prosecuting Attorney's Office Functions

Metadata

  • Time Range: 00:48:32–00:53:39
  • Agenda Item: Department/Office Phase Presentations
  • Categories: law, legal, services, criminal justice, operations

Topic Summary

James, the Prosecuting Attorney, outlined the three main divisions of his office: Civil, Child Support, and Criminal Prosecution. The Civil Department serves as general counsel for all county departments, providing legal advice, drafting ordinances (e.g., the new sewer ordinance and zoning updates for Port Hadlock to allow increased housing density), and preparing ballot language. The Child Support Enforcement division is a grant-funded position helping custodial parents obtain payments; this program successfully avoided major grant cuts experienced by other counties. The Criminal Law division files and prosecutes cases, recently securing convictions against a multi-county burglar and a five-year-pending kidnapping/rape case. James highlighted the major victories coming from the therapeutic courts (Behavioral Health Court and Drug Court), which rehabilitate participants (often struggling with addiction/mental health) into productive citizens and are working on a pilot restorative justice program with the Peninsula Dispute Resolution Center.

Key Discussion Points

  • The Prosecuting Attorney's Office has three departments: Civil, Child Support, and Criminal Prosecution (James).
  • The Civil Department is the general counsel for all county departments, providing legal advice and assisting with ordinances (like the Port Hadlock sewer ordinance and zoning updates for increased housing density) and complicated ballot measures (James).
  • Child Support Enforcement is a grant-funded program assisting custodial parents, which avoided serious grant cuts others experienced (James).
  • The Criminal division reviews cases from law enforcement, files charges, and prosecutes cases (James).
  • Recent criminal victories include sentences for a multi-county burglar and a conviction in a 5-year-pending kidnapping and rape case (James).
  • Therapeutic courts are considered the "real victories," taking individuals struggling with mental health, substance use, and addiction, and turning them into employed, law-abiding citizens who may reconnect with family (James).
  • The office is working on a restorative justice pilot program with the Peninsula Dispute Resolution Center within the therapeutic courts to help participants reconnect with their families and increase long-term success (James).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

No supporting materials referenced.

Financials

  • The Child Support Enforcement position is grant-funded.

Alternatives & Amendments

  • A restorative justice pilot program is being developed to assist participants in therapeutic courts (James).

Outcome, Vote, and Next Steps

No action taken; item was informational. - Decision: Informational report. - Vote: Not applicable. - Next Steps: A mental health court participant is scheduled to graduate next week.

Superior Court Clerk and District Court Overview

Metadata

  • Time Range: 00:53:44–00:59:02
  • Agenda Item: Department/Office Phase Presentations
  • Categories: law, legal, services, judiciary, technology

Topic Summary

Amanda, the Superior Court Clerk, defined her role as the record keeper for the Superior Court, responsible for being present at every court proceeding, accepting documents, and serving as the manager of jury services for District Court. The office is transitioning to a new web-based jury management system to enhance service. Judge Mindy Walker then outlined the District Court's jurisdiction, which includes infractions (speeding tickets), misdemeanors, gross misdemeanors (assaults, petty theft, DUIs, malicious mischief), and a range of civil cases (protection orders, small claims, name changes) up to $100,000. District Court also handles the Behavioral Health Court and uses Zoom extensively for court hearings to provide accessibility for residents living far from the courthouse.

Key Discussion Points

  • The Superior Court Clerk's office is the record-keeping arm of the Superior Court, present at all proceedings to maintain records and accept documents (Amanda).
  • The Clerk manages jury services for District Court and is implementing a new web-based jury service platform (Amanda).
  • The Clerk's role involves processing, scanning, and archiving all court-related paperwork, working closely with attorneys and the public (Amanda).
  • District Court, with one judge (Judge Walker), handles all infractions and misdemeanors/gross misdemeanors (DUIs, petty theft, assaults, malicious mischief) (Judge Walker).
  • District Court also handles protection orders and civil cases up to $100,000, small claims, and name changes (Judge Walker).
  • The jury manager is housed in District Court, working with the Clerk's office to issue summonses (Judge Walker).
  • Judge Walker runs the Behavioral Health Court and noted her graduation next Tuesday at 10:30 a.m. (Judge Walker).
  • Zoom is used extensively for court hearings to improve accessibility for county residents who live far away (Judge Walker).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

No supporting materials referenced.

Financials

  • District Court handles civil cases up to $100,000 in value.

Alternatives & Amendments

No alternatives discussed.

Outcome, Vote, and Next Steps

No action taken; item was informational. - Decision: Informational reports. - Vote: Not applicable. - Next Steps: A Behavioral Health Court graduation is scheduled for next Tuesday at 10:30 a.m.

County/City Collaboration and City Government Overview

Metadata

  • Time Range: 00:59:02–01:08:41
  • Agenda Item: County/City Collaboration and Updates
  • Categories: operations, services, infrastructure, planning, other

Topic Summary

Commissioner Heather Dudley Nolett (District 1) introduced City Mayor David Craver and City Manager John Moros to discuss the growing collaboration between the County and the City of Port Townsend. Mayor Craver clarified his role as more akin to a chair/legislator, working with council colleagues and County Commissioners on various boards, rather than the day-to-day operations of the city. City Manager Moros emphasized the strong, consistent partnership with the County, noting that collaboration, rather than full separation, makes them stronger. He outlined the City's departments (streets, solid waste, police, finance) and referenced the City's ongoing Comprehensive Plan update, sustainability plan, and budgeting. Commissioner Dudley Nolett highlighted the extensive boards and committees on which County Commissioners and City Council members serve together (e.g., Board of Health, Transit Authority, Housing Fund Board), noting shared infrastructure assets like Memorial Field and operational cooperation like the Sheriff and Police mutual aid agreements.

Key Discussion Points

  • Cooperation between the City and County has significantly improved (Mayor Craver, Commissioner Dudley Nolett).
  • Mayor Craver's role is primarily legislative and serves on boards with County Commissioners; he is not involved in day-to-day operations (Mayor Craver).
  • City Manager Moros noted that the County and City work together on many initiatives and are stronger when they understand their respective roles (John Moros).
  • City focus areas include streets, solid waste, police, communications, and finance (John Moros).
  • The City is currently engaged in its Comprehensive Plan update, sustainability plan, and budgeting (John Moros).
  • Commissioner Dudley Nolett and her colleagues sit on 27–29 committees each, often alongside city counterparts, for coordination on services such as the Board of Health, Transit Authority, Behavioral Health Advisory Committee, and Housing Fund Award (Commissioner Dudley Nolett).
  • Shared assets within the City include the Jefferson County Fairgrounds, the Community Center, and Memorial Field (Commissioner Dudley Nolett).
  • Operational collaborations include Sheriff and Police mutual aid (Commissioner Dudley Nolett).
  • Infrastructure collaboration is ongoing, particularly noting the County sharing equipment to help the City with its road projects (Commissioner Dudley Nolett).
  • An organizational chart comparison showed areas where City and County departments overlap (e.g., Sheriff/Police, Public Works) and where they are distinct (e.g., Community Development Departments) (Commissioner Dudley Nolett).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

  • City Manager Moros provided slides detailing City resources, including website, YouTube, and Facebook accounts.

Financials

No financial information discussed.

Alternatives & Amendments

No alternatives discussed.

Outcome, Vote, and Next Steps

No action taken; item was informational/introductory. - Decision: Informational report. - Vote: Not applicable. - Next Steps: Open conversation on predetermined and community-raised topics.

Shared Approaches to Address Housing and Shelter Needs

Metadata

  • Time Range: 01:09:07–01:41:55
  • Agenda Item: Shared Topics for Discussion
  • Categories: housing, services, infrastructure, planning, environment

Topic Summary

The discussion centered on the complex, intertwined issues of housing, shelter, infrastructure capacity, and land use policy. Commissioner Dudley Nolett introduced existing collaborations, including the Jefferson County Emergency Shelter managed by OLYCAP (which recently moved to the American Legion basement), and the Caswell Brown Village (a County resource near the City). The City recently hired Renata Cooper to focus on affordable housing development. The County is starting to meet with developers to understand barriers to affordable construction, including construction costs. Several speakers highlighted that housing capacity is intrinsically linked to wastewater capacity and infrastructure constraints (septic, PUD, trees). The County and City are collaborating on the GMA Comprehensive Plan update, which mandates planning for 4,000 new units over 20 years, with half of those needed units for households 80% of Area Median Income and below. The policy goal is to promote density in urban areas (like the Port Hadlock UGA after the sewer comes online) to preserve rural, agricultural, and forested areas. A strong focus was given to the challenges of preserving farmland and making farmworker housing available.

Key Discussion Points

  • The City is addressing shelter and encampment needs, including researching a potential "rest stop" or day center (Commissioner Dudley Nolett).
  • The Jefferson County Emergency Shelter, managed by OLYCAP, is temporarily operating in the American Legion basement (Commissioner Dudley Nolett).
  • Caswell Brown Village, a county service, supports the transition of emergency shelter users off the streets (Commissioner Dudley Nolett).
  • The City hired Adam Copper (presumably Renata Cooper, based on later reference) to focus on affordable housing (Commissioner Dudley Nolett).
  • High construction costs are being investigated by the County via meetings with housing authorities, Habitat, and other developers (Commissioner Dudley Nolett).
  • Willie Bentz emphasized collaboration as the only way to solve housing issues, noting that OLYCAP's waitlist is at a 10-year high of 450 people (including seniors and families with children) (Willie Bentz).
  • Housing problems often "comes down to what we do with our wastewater" and septic capacity (Speaker/Commissioner Roberson).
  • The City is working on increasing sewage disposal capacity, and the State has funded a septic capacity study for Washington counties (Commissioner Roberson).
  • The joint City-County GMA plan sets a goal of 4,000 new housing units over 20 years, with over half needed for residents at or below 80% of Area Median Income (Mayor Craver, Commissioner Roberson).
  • Policy sets the table for development, with a goal of directing 40% of development into Urban Growth Areas (like Port Townsend and the new Port Hadlock UGA) to unlock density and preserve rural areas (Commissioner Roberson).
  • Planning Commission member Chris expressed concern about overdevelopment impacting farming and the need to preserve "farm housing" and farmland, noting that the Land Trust compensation was not equitable and it’s difficult to sustain a working farm (Chris).
  • Policy should use incentives (carrots) to encourage diverse housing options (Commissioner Dudley Nolett).
  • Habitat projects, like Mason Street, are critical for steering housing toward people employed locally (Stacy Freda).
  • Affordable housing models (Land Trust, Housing Trust, pre-permitted designs) present challenges for the Assessor's office in tracking restrictions and exemptions in the software (Assessor Chapman).
  • A former Director for Economic Development expressed excitement for the collaboration, noting that limited business time requires a single place for businesses to access information, as they are currently in silos (Former Economic Development Director).

Public Comments

  • Willie Bentz (OLYCAP): Collaboration is essential to solve the greatest-ever waitlist for shelter (450 people).
  • Chris/Planning Commission Member: Advocated for preserving farmland and making farm housing available; frustrated that Land Trust compensation for development rights was inequitable.
  • Jason (Resident/City Council member): Questioned if the 4,000-unit projection includes people who are unhoused, suggesting the true need might be higher; affirmed the collaborative efforts and the need to address language defining elderly/seniors.

Supporting Materials Referenced

  • A septic capacity study funded by the state is underway and expected to be available soon (Commissioner Roberson).
  • The 4,000-unit housing projection comes from the Department of Commerce (Commissioner Roberson).

Financials

  • 4,000 housing units are needed over 20 years.
  • Over half of the needed units are for those at 80% Area Median Income and below.

Alternatives & Amendments

  • Alternative Housing/Land Use: Policy emphasis on density in urban areas (like UGA) vs. rural dispersion was confirmed. The goal is 40% growth in urban areas and 20% in rural to preserve open space (Commissioner Roberson).
  • Alternative Farmland Protection: Chris raised the need for creativity in preserving farmland, potentially by making farm housing available. Commissioner Roberson and another speaker invited Chris to join the Food Systems Resilience work group to integrate this perspective (Multiple Speakers).

Outcome, Vote, and Next Steps

No action was taken; the discussion was fluid and organic, moving from housing to infrastructure to land preservation. - Decision: Informational discussion only; topics related to Economic Development and Public Works were deferred. - Vote: Not applicable. - Next Steps: - The County will continue holding meetings with developers to understand construction barriers. - - Commissioner Roberson/Dudley Nolett**: Follow up on inviting Chris to the Food Systems Resilience work group

Meeting Outreach and Community Engagement

Metadata

  • Time Range: 01:44:10–01:59:46
  • Agenda Item: Open Discussion / Final Remarks
  • Categories: services, other

Topic Summary

The discussion shifted to the low public turnout at the joint meetings, despite extensive outreach through email, social media, and personal contacts. Attendees acknowledged that the number of un-affiliated community members (7) was a significant increase from the single attendee the previous year. City Manager John Moros suggested many residents are too busy working multiple jobs or taking care of families to attend evening meetings. The group agreed that success should not be judged solely by attendance numbers, but by whether the county is accessible and responsive to residents who seek help when needed. The session also addressed the need for more careful and "affirming" language when discussing older residents and "senior citizens," which can carry negative preconceptions.

Key Discussion Points

  • Attendance by general public was low (around 7 people in person, plus up to 6 online), though this was an increase from the single attendee the prior year (Jason, Chair).
  • Outreach efforts included email, Facebook, Instagram, and personal emails (Commissioner Dudley Nolett).
  • High turnout may depend on a "local maven" or a highly contentious local issue (Commissioner Roberson).
  • City Manager Moros suggested low attendance reflects that many residents are preoccupied working second shifts, raising kids, and managing busy lives, making physical attendance difficult (John Moros).
  • The use of Zoom for hearings and meetings helps accessibility for busy people and those living far away (Judge Walker, Sheriff Perksteiner).
  • Jason raised the importance of using affirming language when discussing older people, avoiding terms like "elderly" or "senior citizens" that carry negative preconceptions (Jason).
  • Commissioner Roberson stressed that success is measured by being available, responsive, and ensuring people know who to contact, rather than by attendance numbers (Commissioner Roberson).
  • A final suggestion was raised to utilize the "underutilized talent" and expertise of actively working senior citizens (Speaker).

Public Comments

  • Jason (City Council Member): Asked why attendance was low and why the word count was low; emphasized the need for careful, affirming language when discussing "senior citizens."
  • Willie Bentz: Collaborations through business entities (collective EBCs, Norquinow Chamber) consistently draw 25–40 people; suggested tapping into these groups for future convenings.

Supporting Materials Referenced

No supporting materials referenced.

Financials

No financial information discussed.

Alternatives & Amendments

  • Alternative Engagement: Continue outreach but focus on ensuring accessibility and responsiveness when people reach out (Commissioner Roberson). Utilize formats (like Zoom) that accommodate busy lives (Judge Walker).
  • Alternative Language: Adopt more affirming language in policy discussions related to aging residents (Jason).

Outcome, Vote, and Next Steps

The special meeting of the Board of County Commissioners was adjourned at 7:59 (01:59:46). - Decision: Meeting adjourned. Deferred topics (Economic Development and Public Works) would be addressed by staff who remain afterward for questions. - Vote: [Unanimous] (Implied, as the Chair adjourned the meeting with no objection). - Next Steps: - The next meeting is scheduled for September 9th at the Quilcene Community Center at 6 p.m. - - Commissioners**: Remain after adjournment to answer questions on deferred topics.