MEETING: Untitled Meeting at Tue, Sep 23, 06:00 PM

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JEFFERSON COUNTY COMMUNITY CONVERSATION MEETING SUMMARY

County Operations and Organizational Structure

Metadata

  • Time Range: 00:02:06.000–00:03:34.000
  • Agenda Item: Overview of County Government
  • Categories: operations, personnel, budgeting, services

Topic Summary

The County Administrator's Office provided an overview of the county's organizational structure, noting that many employees work in departments like Public Works and Public Health, which manage multiple programs. The structure places the electorate (residents and voters) at the top. The presentation highlighted recent successes in staff recruitment and retention, noting prestigious awards won by Public Works and the statewide advisory role held by the County Treasurer. The general fund expenditure budget is approximately $30 million annually, with the Sheriff's Office representing the largest portion of the expenditure.

Key Discussion Points

  • The County Administrator's Office oversees various county departments (County Administrator).
  • The county organization relies on approximately 30 million USD annually in general fund expenditures (County Administrator).
  • The Sheriff's Office accounts for the largest portion of the budget pie (County Administrator).
  • Recruiting and retaining talent is sometimes challenging due to the county's isolated location (County Administrator).
  • Public Works Director Monty Reinhurst won the County Engineer of the Year Award from the State Association of County Engineers (County Administrator).
  • Deputy Public Works Director Eric Kuzma won the Program Manager, or Project Manager of the Year Award from the State Association (County Administrator).
  • The County Treasurer holds a recognized statewide role advising the local government investment pool (County Administrator).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

  • Presentation slides, available in the Laserfiche folder for the meeting, detail the organizational chart and budget breakdown (00:03:57.000).

Financials

  • General Fund Expenditure Budget: Approximately $30 million annually (00:03:38.000).

Alternatives & Amendments

No alternatives discussed.

Outcome, Vote, and Next Steps

No action taken; item was informational.

Financial Challenges and Strategic Progress

Metadata

  • Time Range: 00:03:57.000–00:05:40.000
  • Agenda Item: Revenue, Challenges, and Opportunities
  • Categories: budgeting, operations, infrastructure, planning, public safety

Topic Summary

The County Administrator outlined major revenue sources, noting that federal and state funding are significant but create volatility, which the county is currently experiencing. Key challenges include inflation, potential recession, tightening budgets, need for business growth, housing shortages, and climate adaptation. Despite these challenges, the county has made progress, including adopting a strategic plan (2024–2028), advancing roads and trails projects (like near Anderson Lake State Park), and successfully commissioning the Port Hadlock Sewer system after 30 years of development. Future planning includes addressing forest and wildfire risk mitigation.

Key Discussion Points

  • Top 10 revenue sources include significant federal and state money, which alleviates the direct burden on local taxpayers but introduces funding volatility (County Administrator).
  • Current challenges include uncertainty at federal and state funding levels, inflation threat, potential recession, and tightened budgeting (County Administrator).
  • Other challenges include the need for business growth and jobs, the cost of housing, homelessness, staffing recruitment/retention, technology, and climate adaptation (County Administrator).
  • Progress has been made with the adoption of a Strategic Plan spanning 2024 through 2028 (County Administrator).
  • Roads and trails, including trail construction near Anderson Lake State Park, are ongoing improvements (County Administrator).
  • The Port Hadlock Sewer system, a nearly 30-year effort, came online this month (County Administrator).
  • Commissioners actively pitch for state and federal funding for infrastructure and development goals (County Administrator).
  • The county is actively working on a forest and wildfire plan to mitigate risk and define emergency response protocols (County Administrator).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

  • Presentation slides detailed revenue sources (00:04:00.000).

Financials

  • Federal and state monies are top revenue sources, contributing to general fund (00:04:00.000).

Alternatives & Amendments

No alternatives discussed.

Outcome, Vote, and Next Steps

No action taken; item was informational. Future steps involve continued work on the wildfire mitigation plan and operationalizing the Port Hadlock Sewer.

Infrastructure, Housing, and Parks Initiatives

Metadata

  • Time Range: 00:05:47.000–00:07:24.000
  • Agenda Item: Major Projects and Development
  • Categories: infrastructure, housing, operations, services, permits

Topic Summary

The County Administrator reviewed current development efforts. The county is investigating Port Hadlock as a potentially more centralized location for a new aquatic center, shifting focus from Port Townsend. Housing initiatives include collaborative projects, notably Casemore/Brown Villages (offering tiny houses and shelter near Port Townsend) and Habitat for Humanity's Mason Street Neighborhood Project in Port Hadlock, which was enabled by the new $18 million Port Hadlock/Irondale Sewer core central project. Public Works also completed repairs on Upper Hill Road, securing access to the Olympic rainforest, an effort partially funded by the Governor's office.

Key Discussion Points

  • The county is investigating the possibility of constructing an aquatic center in Port Hadlock for a more centralized location, following the original plan for a community pool in Port Townsend (00:05:52.000–00:05:58.000).
  • Casemore/Brown Villages, located on county property near the Port Townsend border, provides tiny houses and shelter for unhoused individuals (County Administrator).
  • The largest housing project is Habitat for Humanity's Mason Street Neighborhood in Port Hadlock, made possible by the new sewer system (County Administrator).
  • The core central part of the Port Hadlock/Irondale Sewer project has a current price tag of $18 million (County Administrator).
  • Public Works repaired Upper Hill Road, restoring access to the Olympic rainforest. The Governor's office provided partial funding for this repair (County Administrator).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

  • A map of the Port Hadlock Sewer project was presented, illustrating the core central area covered (00:06:39.000).

Financials

  • Port Hadlock Sewer Project Cost: $18 million for the core central urban growth area (00:06:44.000).
  • The Governor's office provided funding for the Upper Hill Road repair (00:07:15.000).

Alternatives & Amendments

No alternatives discussed.

Outcome, Vote, and Next Steps

No action taken; item was informational.

Community Development and Land Use Planning

Metadata

  • Time Range: 00:07:24.000–00:11:23.000
  • Agenda Item: 2025 Periodic Update and Planning Commission Vacancy
  • Categories: planning, land use, ordinances, operations

Topic Summary

The interim Director of Community Development (DCD), Chelsea Bonavo, noted that 2025 is a critical year for the Growth Management Act periodic update, which occurs every 10 years. Key focus areas include updating the housing elements and climate resilience element, both mandated by new state requirements, as well as revising the critical areas ordinance to protect streams and wetlands. The county is also working on proactive management of its forest lands to generate revenue and improve forest health, tying into wildfire risk reduction through fuel load mitigation. The Community Wildfire Protection Plan (CWPP) was adopted in 2024. The DCD introduced ongoing recreational projects, including the Olympic Discovery Trail construction and the completed upgrade of the H.J. Carroll Park accessible playground. The DCD is actively seeking applicants for the open Planning Commission seat for District 3.

Key Discussion Points

  • The 2025 periodic update under the Growth Management Act (GMA) is mandatory every 10 years (Chelsea Bonavo).
  • Focus points for the GMA update include new requirements for housing elements and a climate resilience element from the Department of Commerce (Chelsea Bonavo).
  • The Critical Areas Ordinance, which protects environmental features like streams and wetlands, must also be updated (Chelsea Bonavo).
  • Proactive management of county forest lands aims for both revenue generation and forest health, which reduces fuel loads and wildfire risk (Chelsea Bonavo).
  • The Community Wildfire Protection Plan (CWPP) was adopted in 2024 in collaboration with partners (Chelsea Bonavo).
  • Implementation of the CWPP is supported by ongoing efforts, despite a setback with a recent grant application (Commissioner Eisenhower via Chelsea Bonavo).
  • The Olympic Discovery Trail section from Four Corners to Anderson Lake State Park is under construction, improving connectivity for the Tri-Area (Chelsea Bonavo).
  • Phase 2 of the H.J. Carroll Park playground refurbishment is complete, featuring accessible equipment for people with different abilities (Chelsea Bonavo).
  • An open seat for the District 3 Planning Commission is available, requiring a time commitment, which can be managed via Zoom attendance from South County (Chelsea Bonavo).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

  • The URL for the Community Wildfire Protection Plan (CWPP) was provided (00:08:30.000). An RFD (Request for Proposals) was completed for the proactive forest management, resulting in the hiring of Chickadine Forestry (00:09:18.000).

Financials

  • Forest management programs aim to bring in revenue to sustain the program (00:08:14.000).

Alternatives & Amendments

No alternatives discussed.

Outcome, Vote, and Next Steps

No action taken; item was informational. The next step is encouraging applicants for the vacant Planning Commission seat.

Public Participation and County Clerk Functions

Metadata

  • Time Range: 00:11:23.000–00:12:03.000
  • Agenda Item: Board Meeting Schedule and Public Input
  • Categories: operations

Topic Summary

The County Administrator detailed opportunities for public involvement in county governance. Board of County Commissioners meetings are held every Monday, excluding the fifth Monday of the month, starting at 9 a.m. with public comment. Input can be provided via Zoom, in-person attendance, or written correspondence (email/letter).

Key Discussion Points

  • Board of County Commissioners meetings are held every Monday, except for the fifth Monday of the month. Meetings typically run from 9 a.m. until 4 p.m. or 4:30 p.m. (County Administrator).
  • Public comment starts at 9 a.m. and can be given via Zoom, in person, or submitted beforehand by email or letter (County Administrator).

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.

Central Services and Internal Operations

Metadata

  • Time Range: 00:12:03.000–00:13:19.000
  • Agenda Item: Central Services Department Report
  • Categories: operations, services

Topic Summary

The Central Services department, whose director Sean Frederick was absent, provides centralized internal functions. These include custodial and facility services for all county buildings, Information Technology (IT), and Geographic Information Systems (GIS), which is widely used by departments like the Assessor's office. Central Services also manages county assets, including lands, and is responsible for processing all public records requests that flow through the county.

Key Discussion Points

  • Central Services handles centralized internal functions, including custodial and facility services, and IT/GIS (County Administrator).
  • GIS is used extensively, including for parcel information available online via the Assessor's records (County Administrator).
  • Fleet management responsibilities transferred from Central Services to Public Works (County Administrator).
  • Central Services processes all public records requests (Carol) [Attribution correction: The County Administrator acknowledged Carol's reminder] (00:13:08.000–00:13:14.000).

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.

Assessor's Office: Property Valuation and Tax Levy

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  • Time Range: 00:13:19.000–00:20:36.000
  • Agenda Item: Assessment Process and Senior Exemptions
  • Categories: budgeting, services

Topic Summary

County Assessor Jeff Chatman explained that his office is responsible for inspecting every piece of property on a six-year cycle (recently changed from a four-year cycle), determining the market value, and certifying values, which sets the tax levy rate. The next inspection cycle (following Port Townsend this year) will cover Brinnon and the West End. Change of value notices for 29,000 homeowners will be mailed around October 6th. The Assessor emphasized that property tax is budget-driven: the total budget required by taxing districts is divided by the total assessed value to determine the levy rate. Undervaluing property does not save taxpayer money due to state requirements for 100% market value assessment. The office also manages the Senior Exemption Program, currently for residents 61+ with a household income under $45,000, which is scheduled for review in 2026 and expected to increase to about $60,000.

Key Discussion Points

  • Assessor Jeff Chatman began working in the office in the 1980s and has extensive history appraising properties, including the West End (Jeff Chatman).
  • The Assessor's office operates on a six-year cycle to inspect every property in the county (Jeff Chatman).
  • Next year's valuation cycle for inspection is Brinnon and the West End (Jeff Chatman).
  • Change of value notices (29,000) for homeowners are being generated, with official mailing expected the week of October 6th (Jeff Chatman).
  • Property owners have 30 days post-mailing to question their new valuation or appeal to the Board of Equalization, with appeal hearings likely taking place in the spring (Jeff Chatman).
  • The tax levy rate is determined by dividing the total budget required by all taxing districts by the total assessed value of the county (Jeff Chatman).
  • If all property values increase or decrease uniformly, the levy rate adjusts to collect the required budget amount, meaning individual tax bills may remain similar (Jeff Chatman).
  • Undervaluing property does not benefit taxpayers, as the Department of Revenue audits the county and uses a ratio (currently running about 92%) to adjust state levy rates if the county is below 100% of market value (Jeff Chatman).
  • The Senior Exemption Program requires individuals to be 61 or older and have a household income under $45,000 (with deductions for medical expenses) (Jeff Chatman).
  • The income limit is reviewed every three years and is based on county median income, currently over $80,000. Following the 2026 review, the income limit is projected to jump to about $60,000 (Jeff Chatman).
  • There is a legislative effort to push the threshold from 70% to 80% of the median income, which would bring the qualifying income closer to $70,000 (Jeff Chatman).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

No supporting materials referenced. Handouts regarding Assessor's duties were available for attendees (00:20:34.000).

Financials

  • Senior Exemption Household Income Limit: Currently under $45,000 (00:19:30.000).
  • County Median Income: Now over $80,000 (00:19:44.000).
  • Projected Senior Exemption Income Limit (2027): Expected to jump to around $60,000 (00:19:56.000).

Alternatives & Amendments

No alternatives discussed.

Outcome, Vote, and Next Steps

No action taken; item was informational. Next steps involve mailing out 29,000 change of value notices around October 6th.

Treasurer's Office: Banking, Taxes, and Investments

Metadata

  • Time Range: 00:20:45.000–00:24:53.000
  • Agenda Item: Treasurer's Office Functions
  • Categories: budgeting, services, operations

Topic Summary

County Treasurer Stacey described the office as the "bank of the county," managing funds for taxing districts (fire, schools, hospitals, junior taxing districts, excluding PUD and Port Townsend). After the Assessor certifies levy rates in January, the Treasurer's Office prepares and mails property tax statements by mid-February (available online sooner). They also handle Real Estate Excise Tax transfers. The Treasurer emphasized that partial property tax payments are accepted, which helps residents who struggle to pay the full amount on time. The office conducts sales tax research, noting that sales tax is destination-based. She encouraged residents to opt for delivery when purchasing items from outside the county (e.g., Kitsap County) so the sales tax is paid locally, supporting local services.

Key Discussion Points

  • The Treasurer's Office manages money for all taxing districts in the county, except the PUD and the City of Port Townsend (Stacey).
  • Property tax statements are finalized in January (after Assessor certification) and mailed in mid-February, though they are available online earlier, usually in early February (Stacey).
  • The Treasurer's Office handles Real Estate Excise Tax (REET) transfers (Stacey).
  • Residents can apply for the senior exemption program through the Assessor's office, and the Treasurer processes the revised tax statements (Stacey).
  • Property tax payments are due on Halloween (second half), and the office accepts partial payments to help residents avoid falling behind (Stacey).
  • Sales tax is destination-based; purchasing goods in Kitsap County benefits Kitsap County services, but having goods delivered to a Jefferson County home ensures the sales tax benefits local services (Stacey).
  • The office also handles county investments, debt, and the financial side of operations (Stacey).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

Handouts on sales tax research were available, also posted on the county website (00:23:22.000).

Financials

  • Sales tax generates revenue for local services (00:24:13.000).

Alternatives & Amendments

No alternatives discussed.

Outcome, Vote, and Next Steps

No action taken; item was informational.

Auditor's Office: Licensing, Recording, and Elections

Metadata

  • Time Range: 00:24:53.000–00:30:04.000
  • Agenda Item: Auditor's Office Functions
  • Categories: operations, services, public safety, budgeting

Topic Summary

County Auditor Brenda provided an overview of her office's diverse functions, highlighting vehicle licensing/renewals, recording of property documents (deeds, mortgages, death certificates), issuing marriage licenses, and acting as a passport acceptance agent (by appointment only). In terms of elections, the general election ballot is due for mailing around October 15th; voters must remember to sign their ballot envelopes. She noted that mailing of renewal notices by the state has become less consistent, advising residents to monitor their plates. The Auditor's Office also manages county finance functions, including accounts payable (auditing invoices and issuing checks) and grant administration, which involves reporting compliance with federal guidelines.

Key Discussion Points

  • The Auditor's office handles vehicle licensing (tabs), and new state procedures mean renewal notices now come as postcards or emails, if at all (Brenda).
  • The office is efficient at processing online and mailed renewals, printing tabs twice daily (Brenda).
  • Disabled parking placards are issued from the office upon submission of the required documentation (Brenda).
  • The office handles property recording, including e-recordings of deeds (following Treasurer review), mortgages, death certificates, and community property agreements (Brenda).
  • Marriage licenses are issued by the Auditor's office (Brenda).
  • New passport applications and lost passport applications are processed by appointment only (Brenda).
  • For the upcoming general election, ballots will be mailed around October 15th, and a drop box is available at the location (Brenda).
  • A key warning for voters: sign the ballot envelope, as unsigned envelopes are the most common issue (Brenda).
  • The Auditor's office manages finance functions, including accounts payable and auditing invoices, and is preparing to implement electronic payments (EFT) for vendors (Brenda).
  • The office also includes a grants administrator who assists other offices with securing and reporting on grant funding (Brenda).
  • A state auditor is currently in the office reviewing budgets and financial reports (Brenda).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

No supporting materials referenced.

Financials

  • The Auditor's Office handles accounts payable and processes checks from audited invoices (00:28:34.000–00:28:39.000).

Alternatives & Amendments

No alternatives discussed.

Outcome, Vote, and Next Steps

No action taken; item was informational. Next step: voters must look out for ballots around October 15th and ensure they sign the return envelope.

WSU Extension Office: Outreach and Community Programs

Metadata

  • Time Range: 00:30:04.000–00:33:36.000
  • Agenda Item: Washington State University Extension Office Programs
  • Categories: services, budgeting, operations

Topic Summary

Director Ahmed Sharma explained that the WSU Extension Office functions as both a county department and a land-grant university outreach arm, extending university knowledge to the community. The office is funded by a mix of government and county dollars, making it sensitive to changes in county revenues. Its five core programs include Master Gardener, 4-H, regional Small Farms, Water Resources (associated with the Marine Resource Council/MRC), and the Noxious Weeds Board (administered from Port Hadlock). The office’s total annual budget is about $850,000 for these four programs plus Noxious Weeds, and it relies heavily on volunteers and advisory boards.

Key Discussion Points

  • The Extension Office is a county department that operates as part of the land-grant university system, responsible for extending university knowledge to the community. These land-grant systems exist in every county in the US (Ahmed Sharma).
  • Funding is mixed: part of the Director’s salary comes from the government, and some employees are fully county-supported, making the office sensitive to county revenue changes (Ahmed Sharma).
  • Core programs are: Master Gardener, 4-H (with after-school presence), regional Small Farms (shared with Kitsap and Clallam County), Water Resources (Marine Resource Council), and the Noxious Weeds Board (Ahmed Sharma).
  • The office has a small staff (about 8 people) and relies heavily on active volunteers and expertise from advisory boards (Ahmed Sharma).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

No supporting materials referenced.

Financials

  • Annual Budget (Core Programs + Noxious Weeds): Around $850,000 (00:32:43.000).

Alternatives & Amendments

No alternatives discussed.

Outcome, Vote, and Next Steps

No action taken; item was informational. Next steps involve encouraging community involvement and outreach.

Department of Community Development (DCD)

Metadata

  • Time Range: 00:33:36.000–00:37:32.000
  • Agenda Item: DCD Functions, Permitting, and Planning Commission
  • Categories: permits, land use, planning, operations, public safety, budgeting

Topic Summary

Interim Director Chelsea Bonavo detailed the DCD's role, covering permitting, land use, code compliance, and the Office of the Fire Marshal. The permitting division (small staff, single building official) processes over 600 permits annually, handling intake, review, and inspections. The land use and development review team processes around 400 permits annually. The DCD emphasized the importance of the Planning Commission for land use code development, reiterating the call for a new District 3 volunteer (who receives a $50 stipend per meeting). The department has 23 staff (part-time and full-time) and an annual budget of about $4 million, with a quarter to a third of that sourced from the general fund to support long-range planning, policy work, code compliance, and the fire marshal's office.

Key Discussion Points

  • Chelsea Bonavo is the interim DCD Director; the search for a permanent director is ongoing, including a public meet-and-greet with candidates on October 13th at the Public Health Pacific Room (Chelsea Bonavo).
  • DCD is primarily known as the permitting department (Chelsea Bonavo).
  • The permitting front-office team (small staff, including a building official) processes over 600 permits annually (Chelsea Bonavo).
  • The Land Use Development Review division processes around 400 permits annually (Chelsea Bonavo).
  • DCD depends on the Planning Commission for land use code and policy development; there is still one vacant seat for District 3 (Chelsea Bonavo).
  • The Planning Commission requires generally two meetings per month, plus preparation work, and offers a $50 stipend per meeting (Chelsea Bonavo).
  • Volunteer commissioners do not need to be land use experts but must be willing to participate and learn (Chelsea Bonavo).
  • DCD includes a single code compliance coordinator and the Office of the Fire Marshal (Fire Marshal and Deputy) (Chelsea Bonavo).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

No supporting materials referenced.

Financials

  • DCD Annual Budget: Around $4 million (00:36:44.000).
  • General Fund Contribution to DCD: A quarter to a third of the budget supports planning, policy, code compliance, and the Fire Marshal (00:36:46.000).
  • Planning Commission Stipend: $50 per meeting (00:35:56.000).

Alternatives & Amendments

No alternatives discussed.

Outcome, Vote, and Next Steps

No action taken; the next step is a meet-and-greet for DCD Director candidates on October 13th and recruitment for the Planning Commission seat.

Jefferson County Public Health (JCPH)

Metadata

  • Time Range: 00:37:32.000–00:44:16.000
  • Agenda Item: Public Health Services and Outreach
  • Categories: services, public safety, operations, environmental, infrastructure

Topic Summary

Director Apple Martin, a nurse by trade, emphasized that Public Health operates as an "invisible shield," primarily focused on disease prevention and mitigation. With nearly 60 staff, the department offers a vast array of services, from septic system permits to school-based healthcare. Services are divided into Community and Family Health (e.g., foot care for older adults, mobile vaccine clinics, Quilcene School health center, WIC nutrition clinic) and Environmental Public Health (water quality, natural resources). Behavioral health work includes overdose prevention, for which JCPH provides free naloxone and resources. JCPH is also engaged in climate impact work, providing air filter systems and air conditioners to the Brinnon Community Center to serve as a clean, cool air shelter during wildfire smoke or heat domes.

Key Discussion Points

  • Public Health's mandated role is to prevent disease and mitigate its spread, ideally functioning as an "invisible shield" (Apple Martin).
  • Services range widely, from septic system permits to school-based healthcare, foot care, and food safety (Apple Martin).
  • JCPH employs almost 60 staff with diverse subject expertise (Apple Martin).
  • Community and Family Health services include foot care for older adults (delivered monthly in the community by Nurse Jean), mobile vaccine clinics (often held at the Brinnon school), the WIC (Women, Infants, and Children) nutrition clinic, and a school-based health center at Quilcene School (Apple Martin).
  • Behavioral health work focuses on preventing and stopping overdoses, with free naloxone (overdose reversal medication) available to the public (Apple Martin).
  • JCPH addresses climate impact by providing resources like air filter systems and air conditioners to the Brinnon Community Center, making it a safe, clean-air shelter during extreme weather events (Apple Martin).
  • The Environmental Public Health division handles water quality and natural resources, with staff like Hookie Mingo, Tammy Pecorny, and Tress present at the meeting (Apple Martin).
  • The department also works on issues concerning developmental and intellectual disabilities (Apple Martin).

Public Comments

No public comment on this topic. A community member raised a concern that despite cooling/warming services, a lack of a generator means these services fail during power outages caused by extreme weather (01:18:06.000).

Supporting Materials Referenced

Handouts, masks, shields for CPR, and multiple boxes of naloxone were available to attendees (00:41:53.000, 00:42:06.000).

Financials

No specific financial information discussed, though climate adaptation services (air filters, A/C) were procured for the community center (00:42:45.000).

Alternatives & Amendments

No alternatives discussed.

Outcome, Vote, and Next Steps

No action taken; item was informational. Next steps include continued mobile outreach and providing community resources, particularly naloxone.

Public Works and Transportation Benefit District

Metadata

  • Time Range: 00:44:16.000–00:45:57.000
  • Agenda Item: Public Works Overview and TBD Ballot Measure
  • Categories: infrastructure, operations, taxation

Topic Summary

The Public Works Department (whose director and deputy director were absent) is responsible for solid waste, county roads (400 miles total), Parks and Recreation, and the Port Hadlock Sewer system (now operated by PUD). The county commissioners have placed a measure on the upcoming ballot to increase the Transportation Benefit District (TBD) sales tax from one-tenth of 1% to three-tenths of 1%, a two-tenths of 1% increase. This measure is crucial to shore up the struggling road fund, affected by inflation, and diversify the revenue stream to maintain the county's 400 miles of roads, which are considered to be in good shape but require continuous investment to prevent deterioration.

Key Discussion Points

  • Public Works responsibilities include solid waste, 400 miles of county roads, Parks and Rec, and the Port Hadlock Sewer (now PUD-operated) (County Administrator).
  • A measure is on the ballot to increase the Transportation Benefit District (TBD) sales tax from 0.1% to 0.3%, an increase of 0.2% (County Administrator).
  • The purpose of the TBD increase is to diversify the road fund's revenue stream, helping to maintain the 400 miles of county roads against inflationary pressures and other factors that have reduced the department's capacity for service (County Administrator).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

No supporting materials referenced.

Financials

  • Proposed Tax Increase: Transportation Benefit District sales tax from 0.1% to 0.3% (00:44:52.000).

Alternatives & Amendments

No alternatives discussed.

Outcome, Vote, and Next Steps

No action taken; item was informational. Next step is the upcoming public vote on the Transportation Benefit District measure.

Sheriff's Office: Patrol, Civil, and Jail Divisions

Metadata

  • Time Range: 00:45:57.000–00:50:44.000
  • Agenda Item: Sheriff's Office Activities and South County Presence
  • Categories: public safety, operations, services

Topic Summary

Sheriff Andy explained that the Sheriff's Office, founded in 1853, comprises three divisions: Civil (courthouse security, serving civil paperwork), Jail (inmate custody/transport, feeding), and Patrol (criminal investigation, traffic enforcement, general calls for service, and response to unattended deaths). The office has about 56 employees, maintaining a minimum of two officers on the road at all times. A key recent development is the establishment of a dedicated South County Deputy position, currently held by Alan Jorgensen, stationed at the Brinnon Fire Station, a position advocated for due to long response times from Port Hadlock. In 2024, the office fielded about 13,000 calls countywide, with roughly 1,000 of those originating from the Brinnon area. The Sheriff expects this localized presence will lead to increased reporting of events in the South County area.

Key Discussion Points

  • The Sheriff's Office has operated since 1853, predating Washington statehood (Sheriff Andy).
  • The three divisions are: Civil (courtroom security, civil paperwork serving), Jail (inmate custody, transport, feeding), and Patrol (criminal investigations, traffic enforcement, general calls for service, and responding to deaths not attended by a doctor) (Sheriff Andy).
  • The coroner function previously held by the Sheriff's Office has been transferred (Sheriff Andy).
  • The office employs about 56 people, with a minimum of two officers on patrol at any given time (Sheriff Andy).
  • Alan Jorgensen is the new dedicated South County Deputy, operating from the Brinnon Fire Station. This position aims to reduce extended response times from Port Hadlock (Sheriff Andy).
  • In 2024, the Sheriff's Office fielded approximately 13,000 calls for service countywide (Sheriff Andy).
  • Approximately 1,000 calls were fielded in the Brinnon area, representing roughly one-tenth of the total calls (Sheriff Andy).
  • The most common call categories in Brinnon were traffic stops, followed by citizen contact requests (e.g., junk cars, neighbor disputes), and animal control calls (Sheriff Andy).

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. The next step is continuous staffing of the South County Deputy position.

Department of Emergency Management (DEM)

Metadata

  • Time Range: 00:50:44.000–00:56:07.000
  • Agenda Item: DEM Preparedness and Alert Systems
  • Categories: public safety, operations, services

Topic Summary

Director Willie Vence described DEM's mission: to prepare for, respond to, and recover from major emergencies (e.g., earthquakes, tsunamis, wildfires) using a very small staff of two full-time and four grant-funded part-time personnel (expected to receive continued federal funding). DEM writes emergency plans (Comprehensive Emergency Management Response Plan, Hazard Mitigation Plan), conducts community outreach (e.g., All County Preparedness Day), and manages the Emergency Operations Center (EOC), which was activated four times this summer (including for a tsunami advisory and two Brinnon wildfires). DEM strongly recommended the public sign up for the Nixle Emergency Text Alert System, which has about 13,000 users, by texting JEFCODEM to 888-777 for timely alerts. The department relies heavily on volunteers through programs like InPrep (neighborhood preparedness), Medical Reserve Corps (retired healthcare professionals), and Volunteer Emergency Communicators (amateur radio).

Key Discussion Points

  • DEM prepares for, responds to, and recovers from major emergencies and disasters (Willie Vence).
  • The department operates with just two full-time staff, augmented by four FEMA grant-funded part-time staff who are likely to receive continued funding (Willie Vence).
  • Key milestones: Comprehensive Emergency Management Response Plan (approved Feb.), Hazard Mitigation Plan (approved May - by FEMA) (Willie Vence).
  • DEM runs community outreach and manages the EOC, which coordinates response across public safety, public works, public health, utilities, and Red Cross (Willie Vence).
  • The EOC was activated four times this summer: planned maintenance, tsunami advisory, and two Brinnon wildfires (Willie Vence).
  • Nixle is the Emergency Text Alert System (13,000 users); sign up by texting JEFCODEM to 888-777 (Willie Vence).
  • DEM relies on volunteers in programs like InPrep (neighborhood preparedness), Medical Reserve Corps, Vcomp (amateur radio), and a new large animal sheltering/evacuation team (Willie Vence).
  • A community member asked about the feasibility of a generator for the community center, should a heat wave or cold snap cause a power outage (01:18:06.000). Willie Vence acknowledged the critical need for a generator for the Brinnon center, noting that Chief Manley had advocated for it seven years ago, but securing grant funding for this key piece of emergency equipment through FEMA is "extraordinarily difficult" (01:18:54.000).

Public Comments

  • A community member stated that while cooling/warming centers are appreciated, the lack of a generator means they are useless during power outages caused by a heat wave or cold snap, calling this a critical issue for emergency management (01:18:06.000, 01:21:45.000).

Supporting Materials Referenced

No supporting materials referenced.

Financials

  • Four part-time positions are funded via FEMA grants (00:51:17.000).

Alternatives & Amendments

  • Commissioner Brotherton noted that a separate group is looking for funding for generators, focusing on food resilience for community centers, food banks, and grocery stores, potentially increasing the chance of procurement (01:20:51.000).

Outcome, Vote, and Next Steps

No action taken; item was informational. Next steps focus on trying to secure grant funding for generators to support emergency shelters like the Brinnon Community Center.

Prosecuting Attorney's Office (PAO): Criminal and Civil Counsel

Metadata

  • Time Range: 00:56:15.000–00:59:53.000
  • Agenda Item: PAO Functions, Key Cases, and Support Services
  • Categories: public safety, services, operations

Topic Summary

Prosecuting Attorney James Bondi clarified that he is no longer the coroner (which is now Dave Bradley, P. Revoke). The PAO reviews cases developed by law enforcement, determining if there is probable cause and sufficient evidence to prove the crime in court. Mr. Bondi highlighted two significant recent convictions for burglary and kidnapping/rape. The office also acts as general counsel for all county departments, providing legal advice on issues like elections and appointments. Finally, the PAO offers a grant-funded child support enforcement service to citizens, assisting parents in collecting support from non-custodial biological parents, aiming for better outcomes for children.

Key Discussion Points

  • James Bondi is the Prosecuting Attorney; the Coroner is now Dave Bradley (P. Revoke) (James Bondi).
  • The PAO reviews cases from law enforcement (Sheriff, Port Townsend Police, State Patrol) for probable cause and provability in court (James Bondi).
  • The office successfully prosecuted two major cases: Tina Woods (burglary across the peninsula) and an individual for kidnapping and rape, resulting in long prison sentences (James Bondi).
  • PAO helped develop the county’s first Child Advocacy Center with partners like the YMCA and Jefferson Healthcare, supporting a multidisciplinary team approach (including law enforcement and DCYA) to child abuse cases (James Bondi).
  • The PAO serves as general counsel for the county, advising all departments represented at the meeting on various laws (elections, appointments, etc.) (James Bondi).
  • The office provides a grant-funded Child Support Enforcement service to citizens, assisting parents in collecting unpaid child support (James Bondi).

Public Comments

No public comment on this topic.

Supporting Materials Referenced

No supporting materials referenced.

Financials

  • The Child Support Enforcement service is a grant-funded program and costs citizens nothing (00:59:35.000).

Alternatives & Amendments

No alternatives discussed.

Outcome, Vote, and Next Steps

No action taken; item was informational.

Superior Court Clerk's Office

Metadata

  • Time Range: 00:59:53.000–01:02:02.000
  • Agenda Item: Court Clerk Functions and Services
  • Categories: services, operations

Topic Summary

The Superior Court Clerk, Amanda, described the office as the executive branch to the judiciary, responsible for filing, responding to, and providing copies of all Superior Court documents—from civil lawsuits and protection orders to divorces, probates, and guardianships. The office offers e-filing and makes most non-confidential documents available on digital archives. A Courthouse Facilitator service provides assistance to self-represented people on family law matters (divorce, parenting plans, child support). The office is also partnering with District Court to implement a new web-based jury pool questionnaire program for efficiency.

Key Discussion Points

  • The Clerk's office is where all Superior Court documents (civil lawsuits, divorces, protection orders, probates, guardianships) are filed and accessed (Amanda) [Assumption of Speaker: Amanda is the Clerk based on her professional capacity describing the clerk's office].
  • E-filing is available, allowing people to file without visiting the courthouse (Amanda).
  • Most non-confidential documents are available on digital archives for public download (Amanda).
  • A Courthouse Facilitator assists self-represented individuals with family law issues (divorce, parenting plans, child support) (Amanda).
  • The office is partnering with District Court to introduce a new web-based juror program, allowing citizens to fill out questionnaires online instead of using forms and mail (Amanda). This update is anticipated for early next year.

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. Next step: onboarding the new web-based juror program, hopefully in early 2026.

Superior Court Judge

Metadata

  • Time Range: 01:02:02.000–01:03:57.000
  • Agenda Item: Superior Court Operations
  • Categories: services, operations

Topic Summary

Superior Court Judge Brandon Mack explained that Superior Court handles criminal cases, civil cases, and family law. Judge Mack emphasized the critical role of jury service in the democratic process and thanked those who have served. Since the COVID pandemic, the court has implemented remote access via Zoom for most hearings. The public can observe court proceedings remotely by checking the county website for the Zoom ID, provided they use their first and last name for basic security and to prevent 'Zoom bombing' and voyeuristic watching.

Key Discussion Points

  • Superior Court handles criminal, civil, and family law cases (Judge Brandon Mack).
  • Participation in jury service is critical for the legal system and is thanked by the Judge (Judge Brandon Mack).
  • Court observation and appearances are generally available remotely via Zoom, with the ID posted on the Jefferson County Superior Court webpage (Judge Brandon Mack).
  • Visitors appearing on Zoom must use their first and last name for security and fairness, although they do not need to turn on their camera (Judge Brandon Mack).

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.

District Court Judge

Metadata

  • Time Range: 01:04:11.000–01:06:38.000
  • Agenda Item: District Court Operations and Therapeutic Court
  • Categories: services, operations

Topic Summary

District Court Judge Mindy Walker stated that Jefferson County has one District Court Judge for the entire county. The District Court handles a broad spectrum of cases: traffic infractions, small claims, civil cases, protection orders, and misdemeanors/gross misdemeanors (e.g., DUIs, fourth-degree assault, theft). District Court also acts as the municipal court for Port Townsend under contract. The court operates with nine employees, including two probation officers and a therapeutic court coordinator. District Court hosts one therapeutic court: a behavioral health court for individuals with diagnosed mental health concerns. This court operates with a team (Sheriff, PAO, defense attorneys, treatment providers) to reduce recidivism and help participants secure housing and employment. Remote access via Zoom is available for most hearings.

Key Discussion Points

  • District Court handles traffic infractions, civil cases, protection orders, and misdemeanors (e.g., DUI, theft) (Judge Mindy Walker).
  • District Court serves as Port Townsend's municipal court under contract (Judge Mindy Walker).
  • The court has nine employees, including two probation officers (Judge Mindy Walker).
  • There is one therapeutic court in District Court—a behavioral health court—for individuals with diagnosed mental health issues (Judge Mindy Walker).
  • The therapeutic court team works to assist and support individuals, with the goals of reducing recidivism and assisting with housing and employment (Judge Mindy Walker).
  • Zoom access is available for most District Court hearings (Judge Mindy Walker).

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.

Community Center Management Contract RFP

Metadata

  • Time Range: 01:06:56.000–01:07:37.000, 01:18:26.000–01:20:31.000
  • Agenda Item: Community Center Contract Renewal
  • Categories: contracts, operations, services

Topic Summary

Commissioner Brotherton announced that the contracts for the Quilcene, Brinnon, and Tri-Area community centers (currently operated by OlyCAP) expire at the end of 2025. The county intends to develop and issue an RFP (Request for Proposals) soon for the management of these centers. The RFP process seeks to understand what values the community wants manifested in the centers. A draft RFP is targeted for consideration by the Board of County Commissioners at the October 6th or October 13th meeting. The RFP may allow one entity to manage all three centers or separate entities to manage individual facilities.

Key Discussion Points

  • Contracts for the Quilcene, Brinnon, and Tri-Area community centers expire at the end of 2025 (Commissioner Brotherton).
  • The county intends to issue an RFP for the management of these centers, seeking non-profit or organized entities to apply (Commissioner Brotherton).
  • The process seeks to capture community-desired values for manifested in the community centers (Commissioner Brotherton).
  • A draft RFP is targeted for the October 6th or October 13th Board meeting for consideration (County Administrator).
  • The RFP may allow a single entity to propose managing all three centers, or proposals for individual centers (County Administrator).

Public Comments

  • A community member expressed concern that the late timing of the RFP (October/December) does not leave enough time for community groups to "thoughtfully and carefully" put together proposals before the contract deadline (01:18:26.000).

Supporting Materials Referenced

No supporting materials referenced.

Financials

No financial information discussed.

Alternatives & Amendments

No alternatives discussed.

Outcome, Vote, and Next Steps

  • Next Steps: A draft RFP is scheduled for consideration by the Board of County Commissioners at the October 6th or 13th meeting.

County Aquatic Center Discussion

Metadata

  • Time Range: 01:09:35.000–01:12:05.000
  • Agenda Item: Aquatic Center Feasibility
  • Categories: services, economic development

Topic Summary

A community member prompted conversation about the proposed aquatic center. Commissioner Brotherton advocated for an aquatic center as a "generational amenity" that would benefit community health and help transition tourism from a single-season activity to a three-to-four season activity. He believes it would be equitable, built for all residents, and potentially a positive revenue generator. A counterpoint was raised suggesting focus should be on economic development in Brinnon (e.g., three pools), where money spent would return to the county coffers, rather than a single pool closer to Port Townsend. Commissioner Brotherton countered with the sentiment of "Yes and," suggesting there is room for both economic focus and the aquatic center project.

Key Discussion Points

  • An aquatic center is viewed as a healthy activity and a way to build three-to-four season tourism in the county (Commissioner Brotherton).
  • It is considered a "generational amenity" that is equitable and built for all, promoting community health (Commissioner Brotherton).
  • The aquatic center is seen as a potential positive revenue generator (Commissioner Brotherton).
  • A resident, likely from Brinnon, suggested focusing on three pools in Brinnon instead, to ensure economic development and local revenue generation is prioritized over a single pool closer to Port Townsend (01:11:16.000–01:11:38.000).
  • Commissioner Brotherton used the phrase "Yes and," implying that both the aquatic center and local Brinnon infrastructure improvements can be pursued (01:12:05.000).

Public Comments

  • A resident asked the Commissioner to "convince us" about the pool (01:09:35.000).

Supporting Materials Referenced

No supporting materials referenced.

Financials

  • The aquatic center is anticipated to be a positive revenue generator (01:11:08.000).

Alternatives & Amendments

  • A focus on 3 additional, local pools in Brinnon was offered as an alternative for local economic development focus (01:11:16.000).

Outcome, Vote, and Next Steps

No action taken; item was a discussion.

Doswellips Dike and Floodplain Work

Metadata

  • Time Range: 01:12:14.000–01:17:18.000, 01:23:06.000-01:24:40.000
  • Agenda Item: Doswellips River Dike and Flood Mitigation
  • Categories: infrastructure, environmental, planning, land use

Topic Summary

Discussion centered on the current state of the Doswellips River dike and ongoing flood mitigation efforts, prompted by complaints of the dike being breached three years in a row. It was clarified that the dike's primary purpose is directing the river, not necessarily flood mitigation. The county is working on a long-term, systemic approach to protect the entire floodplain and promote economic development in the area. A final report on cost estimates and mitigation from Natural Systems Design is anticipated. A South County Task Force has been convened and is addressing these issues, with a meeting scheduled for October 3rd. Residents expressed extreme frustration over the lack of a timely solution, noting that the river has breached the dike and flooded their backyards, causing property value loss and fear, particularly when coupled with the DCD permitting challenges in the floodplain.

Key Discussion Points

  • The Doswellips dike, which runs west from Highway 101, is believed to be "functioning" to direct the river, but is acknowledged to have been breached three years in a row, leading to repeated use of county resources to fill holes (Commissioner Brotherton, Resident Testimony).
  • The dike's purpose is to direct the river, not necessarily to mitigate flooding (Commissioner Brotherton via Natural Systems Design report). [NOTE: A resident disputed this, stating the dike's purpose is flood mitigation] (Resident) (01:12:35.000).
  • The county is working on a systemic approach to protect the entire floodplain and find a way to generate economic development out there (Commissioner Brotherton).
  • Natural Systems Design and Public Works are finalizing a report on cost estimates for dike repair and mitigation plans (Commissioner Brotherton).
  • The South County Task Force, convened by Andrea Chelly, is meeting to address these issues, with the next meeting on Friday, October 3rd, at 5:00 PM (open to the public) (Andrea Chelly).
  • Residents living near the dike expressed urgency and exasperation about the lack of prevention, stating they feel officials do not care and that their property value is declining (Resident) (01:14:55.000 – 01:17:09.000).
  • Solving the Doswellips river issues requires state and federal involvement, as the county alone cannot address the scale of the challenge (Andrea Chelly).
  • A resident reported that they were told they would not receive any more permits for river work because the goal is to get people off the river ("They want us to move") (01:46:59.000).

Public Comments

  • Resident: Expressed frustration that the dike repeatedly breaches, forcing the county to perform temporary repairs. Claimed the county told them the river was a "highway" belonging to the DOT (01:13:37.000–01:16:11.000).
  • Resident: Highlighted the urgency of Mother Nature's threat, noting that a report taking "six months" is too long given the coming wet winter and that no one seems to feel an urgency toward prevention (01:45:10.000–01:46:51.000).
  • Resident: Complained that the slide on the Dosewallips has been present for 12 years, costing the area 50% of its tourism income (01:48:44.000).

Supporting Materials Referenced

  • Final report from Natural Systems Design on dike repair is forthcoming (01:14:10.000).

Financials

  • No specific financial information discussed, but cost estimates are being developed (01:13:59.000).

Alternatives & Amendments

  • A Resident claimed local homeowners could handle the repair themselves if the county would not arrest them, implying permitting restraints prevent local action (01:17:05.000).

Outcome, Vote, and Next Steps

  • Next Step: The South County Task Force meets on October 3rd at 5:00 PM. The final report from Natural Systems Design is expected soon.

Septic Solutions and Economic Development

Metadata

  • Time Range: 01:24:53.000–01:30:13.000
  • Agenda Item: Constraints of Septic Systems and Alternative Technologies
  • Categories: economic development, infrastructure, environmental, permits, planning

Topic Summary

Andrea Chelly, a local, raised the issue that legacy septic systems are a major constraint on economic development, housing, and job growth in Brinnon, Quilcene, and other areas with small lots or environmental sensitivities. Becca, from Public Health (assuming the speaker is Becca based on context), confirmed that septic is a significant problem. She noted that alternative solutions exist, such as large on-site systems or community systems (Local Utility/Improvement Districts), which would require community organization and grant applications. Public Health's role is to approve technology, which must first be approved at the state level. Commissioner Brotherton noted that a state-funded septage capacity study was recently published, confirming a regional septage capacity issue, which is intended to build the record needed to propose alternative technologies at the state level.

Key Discussion Points

  • Septic issues are a constraint on economic development and housing in Brinnon, Quilcene, and other areas (Andrea Chelly).
  • Alternative solutions, such as large on-site systems or community-led Local Utility Districts (LUDs) or Local Improvement Districts (LIDs), are options, requiring community "buy in" to plan and set rates (Public Health Staff [Assumed to be Becca]).
  • Grants for alternative technologies are available, but technology approval must pass through the state level, a multi-year process involving product evaluation and demonstration sites (Public Health Staff).
  • Commissioner Brotherton reported that the county was successful in getting a state-funded septage capacity study published, which confirmed a regional septage capacity issue (Commissioner Brotherton).
  • This septage capacity analysis is intended to support advocacy for new alternative technologies and greater local capacity at the state level (Commissioner Brotherton).

Public Comments

  • Andrea Chelly: Emphasized that infrastructure constraints like septic actively restrict housing and job growth, preventing Brinnon from benefiting from greater stability (01:25:33.000).

Supporting Materials Referenced

  • The newly published state septage capacity study was referenced as supporting evidence for regional issues (01:28:55.000).

Financials

  • Alternative utility districts (LUDs/LIDs) would involve setting rates (01:28:31.000).

Alternatives & Amendments

  • Community-led large on-site or community systems are alternatives to connecting to the Doswellips infrastructure (01:26:28.000).

Outcome, Vote, and Next Steps

No action taken; item was informative. Next steps involve Public Health potentially applying for grants to create demonstration sites for alternative septic technologies.

Compassionate Code Compliance Program

Metadata

  • Time Range: 01:30:25.000–01:39:27.000
  • Agenda Item: Code Compliance and Social Services Approach
  • Categories: operations, land use, services, public safety

Topic Summary

A Public Health staff member (identified by process knowledge, likely Becca) detailed the "Compassionate Compliance" program, funded by Foundational Public Health grants in 2022. This approach recognizes that clients in environmental enforcement cases often overlap with those in behavioral health courts. The program doesn't dismiss the need for compliance but provides social services and support—including motivational interviewing and mental health understanding—to clients to help them comply with legal requirements and address root causes. The county relies heavily on the single code enforcement person and needs strong, documented cases for the PAO to pursue. They acknowledge the difficulty and length of enforcement, with some long-standing cases dating back to the 1980s, and the balancing act required when considering eviction (noting the social issue of "where are they gonna go?") versus neighborhood impact.

Key Discussion Points

  • The Compassionate Compliance program uses a blend of environmental compliance work and social work, understanding that many high-need compliance clients also face behavioral health issues (Public Health Staff).
  • The program provides support—including training in motivational interviewing and mental health—to help clients achieve compliance, rather than just imposing penalties (Public Health Staff).
  • Enforcement is slow; there is only one code compliance coordinator for over 300-400 cases (Public Health Staff).
  • The PAO only takes cases that are strong enough to win, requiring significant documentation time from staff (Public Health Staff).
  • Long-standing cases persist, with some dating back to the mid-1980s and 1990s, taking immense resources (as seen with the 40-year Chimacum case) (Public Health Staff).
  • Enforcement requires balancing compliance with social outcomes, as officials must consider where people will go if they are forced to vacate property (Public Health Staff).
  • A resident serving as the Brinnon HOA President reported that volunteer clean-up efforts have removed over 10 tons of trash in three years, but key troublesome offenders do not participate (01:38:10.000).

Public Comments

  • Resident (Local HOA): Argued that compassionate compliance fails the surrounding neighborhood by allowing properties to accumulate solid waste, grass/weeds, and health hazards for years, thus decreasing property values (Kelly) (01:33:06.000–01:34:30.000).
  • HOA President: Asked if resources could be made available for community clean-up efforts (like funding a dumpster) to help the HOA take care of community blight (01:38:29.000).

Supporting Materials Referenced

  • The program is funded by Foundational Public Health grants received in 2022 (01:30:25.000).

Financials

  • The Compassionate Compliance program is grant-funded (01:30:25.000).
  • No specific funds are available for dumpster rental to aid community clean-up (01:38:29.000).

Alternatives & Amendments

No alternatives discussed.

Outcome, Vote, and Next Steps

No action taken; item was informative. The challenge of enforcing compliance while addressing resource and social issues remains.

Short-Term Rental Regulations

Metadata

  • Time Range: 01:39:38.000–01:41:46.000
  • Agenda Item: Short-Term Rental Residency Requirement
  • Categories: land use, planning, housing

Topic Summary

A community member inquired about the short-term rental (STR) ordinance requirement that a property must be owner-occupied for a year before an STR application can be submitted. The resident argued that this dissuades investors who might otherwise afford property by supplementing income through STRs. Commissioner Brotherton acknowledged that the program is new and likely needs revision. He stated that the one-year residency requirement was likely a Planning Commission recommendation—a strategic policy designed to prevent absentee investors from contributing to the housing shortage by taking properties off the long-term rental market. The Commissioner advised the resident to document their negative experience and submit it to the DCD for future consideration.

Key Discussion Points

  • An inquiry was raised about the Short-Term Rental ordinance requirement for a property to be owner-occupied for one year before applying for an STR permit (Resident).
  • The resident argued that the requirement makes it difficult for potential owners to invest and afford property by using STR income (Resident).
  • Commissioner Brotherton confirmed the policy is new, has only had a six-month review, and may need revision in the future (Commissioner Brotherton).
  • The intent of the one-year residency requirement is strategic policy: preventing absentee investors from exacerbating the housing crisis by converting properties away from long-term rental use (Commissioner Brotherton).

Public Comments

  • Resident: Asked for the one-year owner-occupied requirement to be reviewed as it impacts investment viability (01:39:38.000).

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 a discussion. The Commissioner advised the resident to document their experience and send it to cc.jefferson.wa.us for DCD review.

Comprehensive Plan Periodic Update Status

Metadata

  • Time Range: 01:42:01.000–01:43:47.000, 01:44:08.000–01:44:48.000
  • Agenda Item: Comprehensive Plan Completion Timeline
  • Categories: planning, ordinances, land use

Topic Summary

A resident asked about the status of the Comprehensive Plan (Comp Plan) and its deadline. Chelsea Bonavo confirmed the DCD is "working away" and the plan is required to be completed by the end of the year to meet the 10-year review requirement of the Growth Management Act (GMA). She noted that the Comp Plan document is required by year-end, while changes to associated development regulations (like the Critical Area Ordinance) have an additional six months (into early next year) to be finalized. Commissioner Brotherton noted that the timeline is tight ("crunch time") and advised residents with questions to email George or Joel Peterson on the DCD team.

Key Discussion Points

  • The DCD is on schedule to submit the Comprehensive Plan by the end of the year, required for the 10-year periodic update (Chelsea Bonavo).
  • The Comp Plan document must be finished by year-end; associated development regulations (including the Critical Areas Ordinance) have a legally allowed extension of six months, possibly pushing final components into early next year (Commissioner Brotherton).
  • The Comp Plan will go to the Board of County Commissioners for a hearing in December (Chelsea Bonavo).
  • The PRRD (Planned Rural Residential Development) rule, which allows for different cluster subdivision approaches, is one of the components being worked on (Resident, Commissioner Brotherton).

Public Comments

  • Denise: Asked if the Comp Plan would be finished by the end of the year (01:42:06.000).

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 informative. Next steps: The DCD will submit the Comp Plan to the PAO for review and then to the Board of County Commissioners in December.

Disconnect in County Maintenance and Snow Removal

Metadata

  • Time Range: 01:51:57.000–01:56:45.000
  • Agenda Item: Community Center Maintenance and Inter-departmental Disconnect
  • Categories: operations, infrastructure, services

Topic Summary

The manager of the Brinnon Community Center (Jeremy) publicly brought forward a three-year, ongoing issue of being unable to resolve a simple task: securing a vactor truck to clean the drain near the center. He detailed going through the correct channels—Central Services and local facilities personnel—who deferred the task to County Roads (Public Works), creating a "siloed disconnect." He also questioned why Public Works snowplow drivers park on break at the center during winter but refuse to plow the parking lot, despite providing ice melt. Commissioner Brotherton acknowledged the communication error between the Facilities (Central Services) and Public Works departments. The County Administrator advised that the next step for residents who do not get a response from a department is to escalate the issue to the County Administrator (Josh Peters) or the Board of County Commissioners itself.

Key Discussion Points

  • The Brinnon Community Center manager has been asking for a vactor truck to clean the drain near the center for three years, without success (Community Center Manager - Jeremy [Attribution derived from context]).
  • The failure is due to a "siloed disconnect" where Facilities staff deferred the request, saying County Roads (Public Works) controls the vactor truck (Community Center Manager).
  • The manager noted that county snowplow trucks park at the center on break but refuse to plow the parking lot, despite dropping off salt/ice melt, which is seen as illogical (Community Center Manager).
  • Commissioner Brotherton and the County Administrator acknowledged this repeated "disconnect" between Public Works and Central Services/Facilities (01:54:19.000).
  • Next Step for Lack of Response: The County Administrator advised that if a department does not respond, a resident should escalate the issue to the County Administrator's office (Josh Peters) or the Board of County Commissioners (County Administrator).

Public Comments

  • Jeremy: Expressed frustration over the three-year lack of follow-through on a simple maintenance request at a county facility (01:53:03.000).

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; the issue was brought to the attention of the County Administrator for escalation. Next step: the County Administrator will follow up.

Resort Development and Traffic Impact

Metadata

  • Time Range: 01:57:32.000–02:00:31.000
  • Agenda Item: Resort Traffic Projections
  • Categories: planning, land use, infrastructure

Topic Summary

A resident inquired about the traffic projections associated with the proposed resort, expressing concern about the commute to Port Townsend. The DCD noted that information, including two extensive traffic studies related to the preliminary plat application, is available in the project's clearinghouse on the DCD website. Furthermore, a set of virtual hearings is scheduled to begin on October 15th before a third-party, independent hearing examiner. This process includes staff and developer presentations, public comment, and interaction with other parties. The Washington State Department of Transportation (WSDOT) is involved because the resort's traffic improvements are on a State Road, meaning the developer must comply with WSDOT's analysis and specifications, not the county's.

Key Discussion Points

  • A resident is concerned about traffic projections related to the resort and its impact on the commute to Port Townsend (Resident).
  • Information, including two extensive traffic studies, is available on the DCD's webpage clearinghouse for the project (DCD Staff - Chelsea Bonavo/George Terry, via County Administrator).
  • A series of virtual hearings before a third-party independent hearing examiner begins on October 15th, including public comment (DCD Staff).
  • The project involves interaction with the Washington State Department of Transportation (WSDOT) regarding the state highway (DCD Staff).
  • Because the relevant road is a state road, WSDOT, not the county, is the decider on whether the traffic impact mitigation proposed by the developer is adequate (County Administrator).

Public Comments

  • Resident: Asked about traffic projections and expressed a desire to commute without heavy delays (01:57:44.000).

Supporting Materials Referenced

  • Two extensive traffic studies are part of the project's SEPA (State Environmental Policy Act) documents (01:59:00.000).

Financials

No financial information discussed.

Alternatives & Amendments

No alternatives discussed.

Outcome, Vote, and Next Steps

No action taken; item was informative. Next Step: Public hearings before the independent hearing examiner start virtually on October 15th.