MEETING: Untitled Meeting at Tue, Oct 21, 09:00 AM

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MEETING SUMMARY: 2026 Budget Department Presentations

This summary covers the special meeting of the Board of County Commissioners held on October 21, 2025, concerning the 2026 departmental budgets.

Technical Issues and Public Comment

Metadata

  • Time Range: 00:04:53.000–00:08:17.000
  • Agenda Item: Call to Order/Public Comment
  • Categories: operations, other

Topic Summary

The meeting experienced initial technological failures resulting in the live broadcast missing the formal call to order and the first opportunity for public comment. The Board, upon restarting the broadcast, re-issued the call for public comment. One public comment was made regarding the need for on-screen notification during technical errors.

Key Discussion Points

  • The meeting was called to order, but technology issues prevented the live broadcast of the initial public comment period (00:06:11.000–00:06:38.000).
  • Speaker Jean raised a concern that during the technical error, observers (the public) had no indication of what was happening and suggested adding an on-screen notice or staff motioning to indicate a technical error (00:07:01.000–00:07:57.000).
  • The opportunity for public comment regarding the 2026 budgets was extended (00:08:06.000–00:08:17.000).

Public Comments

  • Jean: Stated that clear communication regarding technical errors, possibly a visual on-screen notification, should be provided to the public observing the meeting remotely.

Supporting Materials Referenced

  • No supporting materials referenced.

Financials

  • No financial information discussed.

Alternatives & Amendments

  • No alternatives discussed.

Outcome, Vote, and Next Steps

  • Decision: No action taken; the procedural matter was addressed.
  • Vote: No vote recorded.
  • Next Steps: Assessor Chapman's presentation commenced after confirming no further public comment.

Assessor's Office 2026 Budget and Operations

Metadata

  • Time Range: 00:05:26.000–00:42:45.000
  • Agenda Item: Assessor Budget Presentation
  • Categories: budgeting, operations, infrastructure, technology, personnel

Topic Summary

Assessor Chapman presented the 2026 budget priorities, underscoring the office’s focus on adhering to statutory inspection duties, mitigating staff increases through technology, and addressing staff safety. A significant new budget request of $50,000 was proposed for aerial photography (Eagle View) to enhance appraiser safety and data quality, contingent on negotiating a sustainable long-term contract.

Key Discussion Points

  • The Assessor’s Office has 10 staff positions, including 5 appraisers, one of which is currently vacant and being recruited (00:08:29.000–00:08:48.000).
  • The mapping position, held by Michael Barrett, is split-funded 50/50 between the Assessor's Office and Central Services. The Assessor noted the office could use this back as a full-time position due to increased demand (00:09:03.000–00:09:32.000).
  • The office operates frugally and uses its own vehicles, often purchasing repurposed vehicles from auctions or used car lots for $10,000–$20,000 (00:09:59.000–00:11:25.000). Vehicles need four-wheel drive for the West End and Brinnon areas (00:11:01.000).
  • All employees work in-office, which the Assessor attributes to better communication and the necessity of using the office network (Amazon Cloud) for assessment finalization and using office records (00:12:33.000–00:13:05.000).
  • Technology costs are substantial, constituting nearly the cost of an additional staff position. The contract with Harris software, currently at $90,000, is increasing by 6% in 2026, forcing the department to absorb costs outside the county's 1% levy limit (00:14:17.000–00:14:44.000).
  • The biggest concern is the safety of appraisers visiting residences alone (00:14:44.000–00:15:09.000). Aerial imagery technology (oblique aerial imagery like Eagle View) is sought as a solution to reduce the need for physical inspections, especially for long driveways (00:15:22.000–00:15:35.000).
  • The office must physically inspect 1/6th of the county every year; the next areas are Brinnon and the West End (00:20:22.000–00:20:38.000).
  • The Assessor's goal is to achieve an assessed value ratio close to, but under, 100% of market value (currently about 92%) to avoid increasing the State School Levy rate for county taxpayers (00:23:59.000–00:25:20.000).
  • The county's total property values have surpassed the $10 billion mark (00:26:22.000).
  • The department is supporting seven special assessments (e.g., onsite septic, noxious weed). The DNR ones (FFPA and LCA) are the most difficult due to vague statutory criteria (00:27:51.000–00:28:45.000).
  • GIS improvement is an ongoing process, including converting old quarter section maps from AutoCAD to Esri and dealing with complex tax parcels like those in the Port of Port Townsend (00:29:08.000–00:30:07.000).
  • The Assessor proposes consolidating "current use timber" into the "designated timber" category, calling it primarily a "housekeeping" measure that requires passing a resolution and coordination with DCD (03:10:38.000–00:33:42.000).

Public Comments

  • No public comment on this topic.

Supporting Materials Referenced

  • The Assessor presented quotes for Eagle View aerial photography for East Side coverage ($50,000) and West Side coverage ($60,000) (00:36:17.000–00:36:21.000). Orthos (straight down shots) are generally needed every 2-3 years, but are currently unfunded by the federal government (NAP flights) (00:36:38.000–00:37:07.000).
  • Current aerial data available online is 3 years old and will lose streaming data access in March when the consortium contract ends, reducing resolution to 1-foot imagery (00:37:24.000–00:37:50.000).

Financials

  • Vehicle Replacement: $20,000 was requested as an add (00:41:17.000). The assessor noted replacement vehicles are typically funded by residual budget monies at year-end, but that source is becoming less reliable (00:12:14.000–00:12:22.000).
  • Postage: Costs are increasing. The office is attempting to mitigate this by using postcards instead of letters, despite public pushback (00:35:04.000–00:35:17.000).
  • Aerial Photography: $50,000 was requested as an add for East Side Eagle View oblique aerial imagery (00:35:31.000–00:36:09.000). The Assessor noted this is a placeholder figure pending negotiations for a contract that would allow public web posting (00:38:32.000–00:38:47.000).

Alternatives & Amendments

  • Discussion noted the possibility of buying county-wide orthos, skipping the obliques, but recognized this would compromise appraiser safety (00:39:02.000–00:39:11.000).
  • The Assessor mentioned potentially structuring the Eagle View contract to pay $50,000 one year for the East Side and the next year for the West Side (00:40:04.000–00:40:18.000).

Outcome, Vote, and Next Steps

  • Decision: No action taken; item was informational.
  • Vote: No vote recorded.
  • Next Steps: The Assessor will sit down with Eagle View representatives after their meeting in Clallam County next week to discuss contract options (00:40:18.000–00:40:18.000).

Sheriff's Office 2026 Budget and Operations

Metadata

  • Time Range: 00:43:44.000–01:37:04.000
  • Agenda Item: Sheriff’s Office Budget Presentation
  • Categories: budgeting, public safety, personnel, services, contracts

Topic Summary

The Sheriff presented the 2026 budget, emphasizing the mandated duties of the office (RCW 36.28.010) and departmental focus on crisis response training and community engagement. The presentation highlighted the high, non-negotiable costs of jail operations, particularly medical care ($357,000 annual contract), the expense of technology (Axon contract), and the structural reality of overtime costs due to 24/7 staffing needs. A proposal to adjust the cost-sharing agreement for the warrant entry clerk position with Port Townsend was noted as a potential cost saving.

Key Discussion Points

  • The department is committed to "proactive rather than reactive measures," increased training on crisis response (00:48:09.000–00:49:13.000), and maintaining a compassionate workforce (00:48:30.000).
  • Staffing: There are 57 budgeted employees, including 26 commissioned deputies, 16 corrections deputies, 9 civilians, 1 animal control officer, and 1 mental health navigator (half-funded by Discovery Behavioral Health) (00:50:10.000–00:50:37.000).
  • There is one open corrections officer vacancy, one vacant part-time admin assistant position (to help with accreditation) (00:50:50.000–00:51:13.000).
  • Jail Services: The jail provides Residential Substance Abuse Treatment (RSAT) and Medications for Opioid Use Disorder (MOUD) programs funded through federal Health Care Authority (HCA) pass-through grants (00:51:49.000–00:53:47.000). Grant funding is anticipated to reduce in future years (00:55:23.000).
  • Jail Medical Costs: The annual contracted healthcare system provider (Healthcare Delivery Systems) costs approximately $357,000 (00:59:07.000). This contract, expiring June of next year, includes 24/7 on-call services, weekly psychiatric care, and a nurse on-site 40 hours a week (00:56:44.000–00:57:10.000).
  • The cost to house an inmate fluctuates but has reached upwards of $230/day (01:00:13.000–01:00:27.000).
  • Liability: The Sheriff stated that maintaining quality medical care in-house mitigates the substantial risk of lawsuits and high risk pool rates (00:59:15.000–00:59:52.000).
  • Technology (Jail): The jail recently purchased biometric wristband monitoring equipment, funded primarily by the county risk pool, to monitor health indicators of inmates suffering from withdrawal or high-risk health needs (01:04:23.000–01:05:11.000). Only seven bracelets are available, and use is voluntary (01:06:44.000–01:07:01.000).
  • Jail Total Cost: The total cost to operate the jail is approximately $2.8 million annually, broken down as $1.8M for salaries/benefits, $112,000 for overtime, and $948,000 for operating expenses (food, medical, supplies) (01:10:24.000–01:10:52.000).
  • Overtime: Overtime is budgeted at $300,000 across the entire department. This is higher than the $112k for the jail alone. This figure is considered a baseline due to 24/7 staffing needs, training (01:05:05.000), and sick leave coverage (01:12:47.000). The amount is lower than in previous years when there were severe staffing shortages (01:11:28.000).
  • West End Deputy: The department receives $275,000 reimbursement for a West End deputy (01:17:13.000–01:17:20.000).
  • Training Overtime Ask: The Sheriff requested an increase in the budget line item for training overtime pay because the 15% deputy/sergeant pay increases were not adequately compensated for in the previous year’s overtime budget (01:20:54.000–01:21:28.000).
  • Axon Contract: The contract for body cameras, cloud storage, software, and tasers (Axon) is $111,000 per year, which was under-budgeted at $28,000 in 2025. This is noted as a key funding issue (01:21:32.000–01:21:49.000). Axon is stated to be the industry standard (01:22:25.000–01:22:31.000).
  • Vehicle Maintenance: The Sheriff affirmed the decision to use the centralized ER&R system, noting that leaving the fleet would erode the service provided by the county shop mechanics who prioritize patrol cars (01:23:42.000–01:24:13.000).

Public Comments

  • No public comment on this topic.

Supporting Materials Referenced

  • The Sheriff presented a pie chart listing total estimated 2026 revenue, including $31,000 from concealed pistol licenses, $146,000 from RSAT, $179,000 from MOUD, and $233,000 for Port Townsend jail services (01:16:51.000–01:17:38.000).
  • Port Townsend’s jail service payment is noted to be based on an estimation between the County Administrator and City Manager, not specific metrics (01:18:02.000–01:18:10.000).
  • Revenue from sex offender registration is budgeted at $67,000 (approx. $1,000/person for 67 offenders) (01:18:36.000).

Financials

  • Jail Medical Contract: $357,000 (annually for HCDS).
  • Axon Contract Correction: Correction needed to increase budget to $111,000 (annually).
  • Warrant Entry Clerk Adjustment: The Sheriff proposed adjusting the cost split for the warrant entry clerk position with Port Townsend from 82% County / 18% City to a 60% County / 40% City split based on actual call for service data. This adjustment reduces the County's annual ask from $34,000 to $16,000, saving almost $20,000 (01:28:38.000–01:29:12.000).

Alternatives & Amendments

  • Jail Capacity/Revenue: Commissioner raised the issue of low jail population (currently in the teens, down from 45-50 pre-COVID capacity) and the possibility of generating revenue by housing inmates from other communities. Sheriff noted this is not feasible due to lack of need from nearby facilities and the logistical difficulties (01:35:12.000–01:36:38.000).

Outcome, Vote, and Next Steps

  • Decision: No action taken; item was informational.
  • Vote: No vote recorded.
  • Next Steps: The Sheriff and his team (including Jamie) will continue to trim other general fund add requests in the coming days (01:29:52.000).

Prosecuting Attorney's Office 2026 Budget and Operations

Metadata

  • Time Range: 01:38:18.000–01:53:08.000
  • Agenda Item: Prosecuting Attorney Budget Presentation
  • Categories: budgeting, personnel, technology, services, contracts

Topic Summary

The Prosecuting Attorney presented a brief budget overview, requesting modest increases tied to non-discretionary software fees and discretionary training/travel costs to support the addition of a new felony prosecutor position last year. The office is facing critical staffing challenges due to impending departures for FMLA and resignation.

Key Discussion Points

  • Staffing Crisis: The office is facing a critical potential loss of staff: one legal assistant is on FMLA and one attorney is leaving the office, coinciding with another attorney taking maternity leave (01:38:44.000–01:39:13.000). The department recently hired two new attorneys (01:40:23.000).
  • The office recently secured new reimbursement revenue from Salish BHASO for Involuntary Treatment Act (ITA) work (01:41:19.000).
  • The grant-funded Child Support Enforcement position is threatened by federal budget uncertainty, although it currently has enough funding to reach the end of the calendar year (01:50:00.000–01:50:07.000).
  • Victim Services Funding: Crimes Victims funding is decreasing due to a previous state legislative change that converted a $500 mandatory fee from criminal defendants to a discretionary payment, which has resulted in a functional loss of revenue (01:47:46.000–01:49:03.000).

Public Comments

  • No public comment on this topic.

Supporting Materials Referenced

  • No supporting materials referenced.

Financials

  • Case Management Software: A non-discretionary increase of $200 for the annual fee for the CourtView case management system (01:43:45.000–01:43:56.000).
  • Discretionary Ask: A 3% increase was requested for travel, training, dues, and membership line items to align with the addition of a new attorney position last year, as the previous year absorbed these costs (01:44:03.000–01:45:30.000).
  • Trial Costs: An increase was requested for unpredictable and costly trial-related expenses (e.g., forensic accounting, witness travel, transcript costs) which are affected by inflation (01:45:37.000–01:46:02.000). A large forensic accounting bill related to the "Port of Port Townsend embezzlement case" may require a fourth-quarter add later this year (01:46:28.000–01:47:10.000).

Alternatives & Amendments

  • No alternatives discussed.

Outcome, Vote, and Next Steps

  • Decision: No action taken; item was informational.
  • Vote: No vote recorded.
  • Next Steps: The Prosecuting Attorney submitted a request to replace the departing position (01:39:25.000). The office will monitor federal budget status concerning Child Support Enforcement funding (01:50:07.000).

County Treasurer's Office 2026 Budget and Operations

Metadata

  • Time Range: 01:53:31.000–02:44:29.000
  • Agenda Item: Treasurer Budget Presentation (General Fund, Capital Fund, Foreclosure, REIT Tech Fund)
  • Categories: budgeting, finance, operations, revenue, technology

Topic Summary

The Treasurer presented the 2026 budget, emphasizing the office's critical role as ex-officio treasurer for 27 other districts (schools, fire, PUD, etc.) and its function in managing essential county revenues. The overall Treasurer's General Fund budget request is relatively flat (0.4% increase). The primary challenge noted is the flattening and potential decrease in key revenue sources (investment income, sales tax, timber revenue) juxtaposed with increasing expenditures, which necessitates managing revenue expectations accurately.

Key Discussion Points

  • The Treasurer's Office manages 74 county funds and 27 district funds, including 92 individual investment funds (01:57:39.000–01:58:06.000).
  • Key Revenue Sources: The Treasurer's budget accounts for 80-90% of General Fund revenue, with 70-75% coming from property taxes, PILT, sales tax, timber excise, and investment income (02:00:07.000–02:00:34.000).
  • Revenue Outlook: The 2026 Treasurer's budget is projected to be flat, increasing by only 0.4% over 2025 (02:02:17.000).
  • Investment Income: Projected investment income for 2026 is $1.3 million, down from $2 million budgeted in 2025 due to falling rates and less cash (02:03:00.000–02:03:06.000).
  • Property Tax: The office aims to increase the accuracy of property tax collection projections (e.g., 97-99% collection rate) and avoids underestimating other revenue sources like federal PILT (02:01:34.000–02:02:04.000).
  • Staffing/Technology: Staffing levels (6 employees) are crucial and need to be preserved amid new software (Munis) implementation and cross-training efforts (02:21:39.000–02:22:19.000). Maintaining staffing is emphasized as a priority due to the critical nature of daily banking and anti-fraud operations (02:06:32.000–02:07:02.000).
  • JeffCom Capital Fund (Debt Service): Revenue from communication sales tax services a debt related to JeffCom facilities (tower, sewer) and is projected to be paid off in 2030 (02:07:22.000–02:09:11.000).
  • Foreclosure Avoidance Fund (O&M): This is an enterprise fund budgeted high for revenue and expenditures based on foreclosure activity, paid for by one-third of one staff member's time. The office tries to assist property owners early to avoid foreclosure (02:09:24.000–02:11:01.000).
  • REIT Technology Fund: Revenue for this fund is generated by a $5 fee for recording mortgage transactions. Revenue has been dropping significantly since a boom in 2021 and is projected at $12,000 for 2026 (down from the 2025 budget of $14,000) (02:12:15.000–02:12:46.000). Funds are used to pay $7,000 each to the Assessor's and Treasurer's offices for technology support (02:13:03.000).

Public Comments

  • No public comment on this topic.

Supporting Materials Referenced

  • The presentation referenced a long list of state information and economic forecasts used to prepare the budget (01:59:42.000).
  • The Treasurer noted having incorporated a $5,000 request for a clerk hire as a continuity of operations tactic in case of staff emergency, intending to strip it out if numbers need to be met (02:26:39.000–02:27:52.000).

Financials

  • General Fund Add: The total add request is less than 2% over budget (02:04:43.000). Two-thirds of this is non-discretionary (Packs and SynPro software, postage) (02:05:00.000).
  • Investment Income: Projected to drop from $2 million budgeted in 2025 to $1.3 million in 2026 (02:02:36.000–02:03:00.000).

Alternatives & Amendments

  • A philosophical discussion on future county revenue sources centered on construction dollars, real estate excise tax (REET), property tax caps (1%), and sales tax. The Treasurer mentioned the difficulty and required political support for increasing revenue outside of construction, citing the impact of the Hadlock sewer project and housing projects like Habitat for Humanity (02:15:35.000–02:17:18.000).

Outcome, Vote, and Next Steps

  • Decision: No action taken; item was informational.
  • Vote: No vote recorded.
  • Next Steps: The Treasurer's Office is calculating revenue and year-end carryover, hoping for approximately $750,000 over expectation (02:18:35.000). The Board and staff engaged in a high-level discussion on the need for systemic solutions regarding the diminishing reserve fund (02:32:40.000 et seq.).

Countywide Fiscal Outlook and Budget Process Discussion

Metadata

  • Time Range: 02:29:44.000–02:44:29.000 and 05:40:25.000–05:46:50.000
  • Agenda Item: Fiscal Outlook and Next Steps
  • Categories: budgeting, governance, finance

Topic Summary

Following the Treasurer's presentation, the Board and Finance staff discussed the overall fiscal constraints for the 2026 budget. Due to stagnant revenue projections and increased expenditures, staff anticipate coming back to the Board on November 3rd with a recommended budget that includes deficit options, necessitating a potential additional workshop. The discussion highlighted the risk to the cash balance/reserve fund if current expenditure levels are maintained.

Key Discussion Points

  • Budget Options: Finance staff plan to present "options" with the recommended budget on November 3rd to address the budget shortfall. These options must be acceptable to the General Fund departments (02:30:00.000–02:31:16.000).
  • Reserve Status: The General Fund reserve is holding steady at approximately $4.7 million (02:31:48.000). However, large expenditure obligations (15% reserve calculation) will drive up the required reserve amount (02:32:15.000).
  • Spending Authority: Discussion centered on the risk of depleting the cash balance/reserve if adopted budgets exceed revenue. Spending the reserve is a one-time opportunity (02:33:08.000–02:33:43.000). The budget is merely "permission to spend the money" (02:34:40.000).
  • Appropriations Transparency: The Finance Department is concerned about the current practice of approving large, necessary appropriations retroactively (like the $1.3M recently approved), stating it cannot be standard operating procedure (02:35:14.000–02:36:26.000).
  • Community Engagement: The Board discussed the need to engage the community on priorities and revenue options, noting that the county's culture of opposing certain types of development has constrained revenue growth, creating an "expectation of service question" versus fiscal reality (02:38:40.000–02:41:44.000).

Public Comments

  • No public comment on this topic.

Supporting Materials Referenced

  • Reference was made to financial reports indicating the current reserve status (02:31:56.000).

Financials

  • The goal is to reduce next year’s asks because maintaining current ask levels will result in an "unsustainable" outcome that depletes the cash reserve (05:43:45.000–05:44:00.000).

Alternatives & Amendments

  • No alternatives discussed.

Outcome, Vote, and Next Steps

  • Decision: No action taken.
  • Vote: No vote recorded.
  • Next Steps: A joint special meeting with the Board and Finance Committee is scheduled for Monday, October 27th, to review year-end projections and discuss budget options (02:31:34.000, 05:45:09.000). The recommended budget with options will be formally presented on November 3rd (02:31:34.000).

Human Resources Office 2026 Budget and Civil Service Commission

Metadata

  • Time Range: 02:45:09.000–03:11:20.000
  • Agenda Item: Human Resources Budget Presentation; Civil Service Commission Budget
  • Categories: budgeting, personnel, technology, services, contracts

Topic Summary

The HR Director presented the 2026 budget, highlighting the department's role in mitigating high staff turnover (up significantly since 2023) and supporting county employees through various services and new technology. The HR office is prioritizing countywide training and staff engagement, with modest requests for contract increases, new technology, and strategic initiatives. The Civil Service Commission relies on contracted testing services and needs capacity to fulfill its mandates.

Key Discussion Points

  • Turnover: There are approximately 360 employees. Turnover has increased significantly since 2023 (38 new hires and 46 separations year-to-date) (02:47:45.000–02:48:02.000). The Director cited studies showing that decreased HR staffing correlates directly with increased employee turnover (02:49:28.000–02:49:42.000).
  • Leave Requests: Leave requests under the state Paid Family Medical Leave (PFML) program have steadily increased annually, adding to HR workload (02:51:16.000–02:51:31.000).
  • Staff Engagement: HR has increased internal engagement through "Lunch and Learns" (averaging 34 participants) and "Meet and Greets" (11 departments visited) to foster cross-departmental collaboration (02:54:35.000–02:55:26.000).
  • Technology: The department plans to go live with NEOGov (an outreach and recruitment platform) in early 2026—a key strategic plan initiative (02:56:00.000–02:56:12.000).
  • Civil Service Commission (CSC): The CSC (budget separate from HR O&M) is mandated by RCW 41.14 to establish merit-based eligibility lists for Sheriff’s Office employment and handle grievances (03:05:39.000–03:06:04.000). The HR Director serves as the Chief Examiner (03:06:23.000).
  • CSC Testing: The CSC budget proposes contracting with Public Safety Testing (PST) to administer exams for sergeants and emotional exams, which requires an increase in the budget line item (03:08:14.000–03:08:33.000).

Public Comments

  • No public comment on this topic.

Supporting Materials Referenced

  • The HR Director noted that the base 2026 salary/benefit budget of $472,000 (up from $381,000 in 2025) reflects a repositioning of funds previously held in the County Administrator's budget (03:04:42.000–03:04:50.000).

Financials

  • HR Discretionary Adds: The request includes funding for strategic initiatives such as: a countywide training program ($15,000); and employee engagement initiatives ($5,000) (02:57:37.000).
  • HR Non-Discretionary Adds: Increases requested for the labor consultant contract, Adobe subscriptions, and the new NEOGov application (02:57:12.000–02:57:22.000).
  • CSC Testing: $11,000 increase requested to contract with Public Safety Testing for sergeants' and emotional exams (03:09:32.000).
  • CSC Advertising: $300 increase requested for advertising vacant commission positions (03:09:07.000–03:09:17.000).

Alternatives & Amendments

  • HR prioritized countywide training over employee engagement if cuts need to be made (02:59:27.000).

Outcome, Vote, and Next Steps

  • Decision: No action taken; item was informational.
  • Vote: No vote recorded.
  • Next Steps: Chief Financial Officer (Judy) will follow up on the specific increase in the HR salary/benefit base budget (03:05:06.000).

Superior Court and Therapeutic Courts 2026 Budget

Metadata

  • Time Range: 03:11:20.000–03:33:42.000
  • Agenda Item: Superior Court and Therapeutic Courts Budget Presentation
  • Categories: budgeting, courts, services, contracts

Topic Summary

The Superior Court Budget was presented, asking for funding increases for mandated interpreter services (which are consistently going over budget) and software/subscription costs (Zoom). Therapeutic Courts (a separate department) reported increasing success in Drug Court despite challenges in Behavioral Health Court, and recommended full funding for their successful Peer Support Specialist model, which would absorb a significant caseload increase due to the new Unified Dependency Calendar.

Key Discussion Points

  • Superior Court Interpreter Services: The department requests a non-discretionary increase of $10,838 to adequately cover mandated interpreter services, which have historically caused consistent over-expenditure (03:13:23.000).
  • Zoom/Technology: The Court is requesting an increase for dues and subscriptions to maintain its Zoom account, noting that other courts have found Teams inadequate for court proceedings, especially for public use and access (03:13:42.000–03:14:16.000).
  • Trial Costs: The court has experienced a sharp, unpredictable increase in jury trials, having held eight so far this year compared to two last year, directly impacting costs (03:19:20.000–03:19:48.000).
  • Pro Tem Commissioners: Money previously budgeted for full-time court commissioners (now employees) has been reduced to $8,000 to cover only Pro Tem commissioners needed for leave coverage (03:17:19.000–03:17:40.000).
  • Therapeutic Courts (Drug/Behavioral Health): The program is improving graduation rates in Drug Court (22-24 participants) due to a more structured phase operation (03:26:41.000–03:27:13.000). Referrals have expanded beyond the Prosecutor’s department to the jail and service providers (03:27:51.000–03:28:14.000).
  • CJAT Funding: Therapeutic Courts anticipate a reduction in the Criminal Justice Treatment Account (CJAT) grant funding from $10,000 to $5,000 (03:25:05.000–03:25:50.000).
  • Peer Support Specialist (FT): Therapeutic Courts need an additional 1.0 FTE Peer Support Specialist to manage dramatically increased caseload expected from the new Unified Dependency Calendar, which will opt in the majority of dependency cases (03:28:40.000–03:28:58.000). The Peer Support Specialist model, focusing on housing, daily living skills, and recovery support, proved highly successful (03:29:18.000–03:30:01.000).
  • Increased Success, Increased Cost: Success in Therapeutic Courts (more referrals, more graduates) directly increases program costs (03:31:47.000).

Public Comments

  • No public comment on this topic.

Supporting Materials Referenced

  • The therapeutic courts budget is tracked as its own department for funding and reflects the complexity of shared revenue streams (03:24:45.000).

Financials

  • Superior Court Interpreter Ask: Non-discretionary $10,838 increase (03:13:02.000).
  • Peer Support/FTE Ask: The department is requesting a 1.0 FTE salary (approx. $80,000-$90,000) for the Peer Support Specialist, with plans to fund the half-time administrative position through grants (03:30:11.000–03:30:48.000).

Alternatives & Amendments

  • No alternatives discussed.

Outcome, Vote, and Next Steps

  • Decision: No action taken; item was informational.
  • Vote: No vote recorded.
  • Next Steps: The Board noted a necessary need for a new agreement regarding the therapeutic courts funding that expires at the end of the year and scheduled a meeting with the BHAC lead Commissioner to address it (03:33:03.000–03:33:42.000).

WSU Extension Office 2026 Budget and Operations

Metadata

  • Time Range: 03:34:01.000–04:24:47.000
  • Agenda Item: WSU Extension Budget Presentation
  • Categories: budgeting, services, personnel, grant, operations

Topic Summary

The WSU Extension Director presented the 2026 budget, emphasizing the successful mitigation of high attrition and the goal of achieving "strategic alignment" by prioritizing key programs (4-H, Master Gardener, Small Farms) and relying on the self-sufficient nature of Noxious Weeds and Marine Resource Committee (MRC). The core challenge is the reliance on a General Fund transfer needed to cover operational costs due to WSU programs not being designed for revenue generation. Without the General Fund ask, the office would deplete its limited reserve. The ask represents a substantial $93,000 increase in the General Fund Transfer compared to the previous year.

Key Discussion Points

  • Core Programs: The Extension Office manages five core programs: 4-H, Master Gardener, Noxious Weeds, Water Resources (MRC), and Regional Small Farms (03:36:54.000–03:37:03.000).
  • Staffing: Staffing is currently full for all major program coordinator positions, achieved after a period of 43% attrition (03:37:33.000–03:38:30.000).
  • Financial Structure: Noxious Weeds (Fund 109) and Water Resources (MRC, Fund 108) are largely self-sufficient through assessments and grants. The other programs rely heavily on WSU support and the county's General Fund transfer (03:41:19.000–03:41:57.000).
  • Noxious Weeds: The program is self-sustaining and plans to use increased assessment revenue for a limited $10,000 cost-share program to assist homeowners with cleanup (03:46:27.000–03:47:01.000). A seasonal hire for 1.25 FTE is planned for next year to provide additional capacity and stability (03:44:10.000–03:44:59.000).
  • MRC/Water Resources: Confirmed assured grants are in place until October 2027 (03:43:02.000).
  • Attrition and Reserves: Past internal costs (increased FTE for coordinators, new hire replacement, and IT charges) were absorbed by dipping into office reserves in 2025 (03:50:16.000–03:50:33.000).
  • Reserve Status: The department expects to end 2025 at an 11% reserve, which is below the 15% General Fund target (03:51:07.000).
  • FTE Reduction: The Finance and Admin Coordinator (Owen) FTE was reduced from 1.0 to 0.75, with responsibilities being redistributed to the Director and other staff (03:57:08.000).
  • WSU MOA: The MOA with WSU for 2025 was signed late (October 2025), meaning WSU has not yet invoiced the county. Staff has estimated the expense to account for the cash balance (03:54:02.000–03:55:12.000).
  • Salary Equity: The Director proposes a salary increase for the 4-H Coordinator (Angie) to address internal equity, as WSU coordinator salaries are generally lower than county coordinator salaries (04:03:17.000–04:04:30.000).

Public Comments

  • No public comment on this topic.

Supporting Materials Referenced

  • The Director referenced internal monitoring systems showing cash balance projections with MOA invoicing accounted for (03:53:13.000–03:54:02.000).
  • Reference was made to a new General Fund budgeting process that required the department to submit its request as if starting from a "ground zero" zero revenue baseline (03:59:53.000–04:00:11.000).

Financials

  • General Fund Transfer Ask: The General Fund transfer request for 2026 is $426,456, an increase of $93,376 over the $333,080 received in 2025 (04:11:16.000-04:11:23.000). This increase accounts for covering ongoing staff positions, increased FTEs, and rent.
  • Rent/Facilities: The rent for the current space constitutes a substantial part of the General Fund ask (04:02:16.000–04:02:24.000). The Director is exploring options for relocation (e.g., Twin Vista Ranch) to cut this expense (04:21:01.000).
  • Discretionary Adds: Program asks include support for the Brinnon After School program (04:05:47.000) and the Chancellor’s program (04:02:44.000).

Alternatives & Amendments

  • Alternatives were discussed as components of the overall ask, noting that the Director is willing to operate at a 10-14% reserve level if the full funding is provided (04:06:09.000–04:07:08.000).
  • Funding Cuts: If forced to cut, the Director stated compromising FTE would be the last option due to the built-up programmatic momentum (04:21:57.000). Non-FTE programs like Beach Naturalists could be cut if external funding isn't secured (04:20:12.000).

Outcome, Vote, and Next Steps

  • Decision: No action taken; item was informational.
  • Vote: No vote recorded.
  • Next Steps: The Director will continue to explore facilities consolidation and rely on the Board's decision regarding the General Fund ask. The Board recognized that WSU is unlikely to increase capacity due to agency-wide cuts and regionalization efforts (04:17:19.000–04:18:28.000).

Auditor's Office 2026 Budget (O&M, Elections, HAVA 3)

Metadata

  • Time Range: 04:26:20.000–04:51:20.000
  • Agenda Item: Auditor Budget Presentation
  • Categories: budgeting, personnel, elections, services, technology

Topic Summary

The Auditor presented the budget, characterizing the office as "all about the people" with 96.66% of the budget dedicated to salaries and benefits. The office generates significant licensing revenue, which is expected to increase due to statutory fee hikes on January 1, 2026. The Auditor’s Office is actively working to reduce paper and postage costs by transitioning vendor payments to ACH and using employee self-service. Key budget concerns included technology non-discretionary costs and the non-funded portion of elections work.

Key Discussion Points

  • Licensing and Revenue: The Licensing and Recording departments benefit from cross-trained staff (04:28:44.000). Licensing income is over $300,000 year-to-date (04:29:11.000).
  • Fee Increases: Effective January 1, 2026, the office forecasts capturing an additional $30,000 in revenue from statutory state increases in registration and filing fees (increasing from $4.50 to $6.00 per transaction) and title fees (an additional $1.00 per title transaction) (04:29:20.000–04:30:09.000).
  • Passport Services (Revenue): The Auditor's Office is the sole passport agent in the county. Revenue from passport applications has doubled this year, collecting $19,810 compared to $8,000 the year prior, helped by a dedicated "Passport Day" (04:30:56.000–04:32:00.000).
  • Audit Success: The Finance staff (payroll and chief accountant) have achieved no findings on the state audit for two consecutive years (04:37:25.000–04:37:32.000).
  • ACH Implementation: A priority goal for 2026 is transitioning from physical checks to ACH payments for vendor payments to reduce paper, printing, and especially postage costs (04:33:42.000).
  • Invoice Volume: The number of audited invoices has increased significantly, from 14,214 to 15,811 in two years, reflecting county projects (04:34:46.000–04:34:54.000). The addition of a second Accounts Payable (AP) staff person was essential for this workload (04:35:19.000–04:35:46.000).
  • Elections Staffing: The department is trying to conduct the current election while down one full-time election person, relying on three seasonal staff and internal cross-training (04:42:00.000–04:42:27.000).
  • Auditor O&M (Fund 105): This fund, supported by recording document fees, no longer funds itself due to a drop in document volume (04:32:19.000). It covers recording system maintenance and computer costs (04:33:34.000).

Public Comments

  • No public comment on this topic.

Supporting Materials Referenced

  • The office cited a goal of increasing transactions from 40,000 to over 70,000 next year (04:29:42.000).
  • The department has completed back projects to make records (1981–present) and all marriage certificates available online (04:44:12.000–04:44:31.000).

Financials

  • HAVA 3 Grant: The Help America Vote Act grant funding was extended beyond 2025 (04:25:38.000–04:26:02.000).
  • Fraud Notify Software (O&M): $28,000 non-discretionary initial cost plus $1,000 annual maintenance fee from Tyler Technologies (04:46:40.000). This requires General Fund assistance due to lower O&M revenue (04:47:25.000).
  • Former Election Coordinator (Quinn) Contract: Funding requested for Quinn to provide 4 hours/week of on-going training support to the elections staff until cross-training is complete (04:48:40.000–04:49:07.000).
  • Auditor Printing/Postage: $30,000 budgeted for elections printing (ballots, envelopes, local voters pamphlet) (04:47:50.000).

Alternatives & Amendments

  • Drainage District Election: The Auditor noted that the Chimacum Drainage District election might occur in February 2026. The Drainage District attempted to run its own manual election in the past but required extensive Auditor staff time (04:49:21.000–04:50:25.000).

Outcome, Vote, and Next Steps

  • Decision: No action taken; item was informational.
  • Vote: No vote recorded.
  • Next Steps: Continue implementation of ACH vendor payment system (04:34:09.000).

Public Health 2026 Budget and Operations

Metadata

  • Time Range: 04:51:40.000–05:40:25.000
  • Agenda Item: Public Health Budget Presentation
  • Categories: budgeting, health services, grants, risk management, personnel, contracts

Topic Summary

Public Health presented their non-General Fund budget, emphasizing the complexity of managing over 125 program codes, multiple fiscal-year timelines, and mandated services with inflexible, categorical funding (85% of their budget). The department requested a $559,000 General Fund transfer, a modest increase of $27,000 over 2025, to cover critical health programs (Contagious Disease, STI tracking), loss of grant revenue (Epidemiologist), and unavoidable operational costs (Insurance, Interfund Rents). The department is preparing for anticipated statewide reduction in foundational funds.

Key Discussion Points

  • Budget Complexity: The budget relies on "Program-Based Budgeting" to manage approx. 125 program codes with distinct categorical funding restrictions, timelines (calendar, state, federal fiscal years), and grants/contracts (04:56:10.000–04:58:36.000).
  • Categorical Funding: 85% of the budget is categorical and inflexible (earmarked for specific, mandated programs) (05:02:25.000). The requested General Fund transfer would lift non-categorical funding from 14% to just under 20% (05:02:57.000).
  • Ending Fund Balance: The projected 2025 ending fund balance of $3,774,000 is largely pre-designated (78%), with only 19% ($705,000) estimated as available cash (05:03:15.000–05:05:13.000).
  • General Fund Ask Justification: Total General Fund ask is $559,000 (7% of total budget), an increase of $27,000 over 2025 (05:08:25.000–05:09:02.000, 05:34:26.000).
  • Epidemiologist (loss of grant): $75,000 is requested to backfill the loss of Clallam County's share of FPHS shared services, which allowed them to hire internal staff. A resident epidemiologist is considered critical for mandated disease tracking and community health plan development (05:09:17.000–05:11:01.000).
  • Liability Insurance: $145,000 requested to cover the extreme increase in general liability costs (anticipated 110% increase over 3 years), likely coming from the county risk pool (05:11:55.000–05:12:01.000, 05:32:06.000).
  • Foot Care: $35,000 requested. This service is essential for the fixed-income, mobile population, and has historically relied on the General Fund (05:14:18.000–05:15:01.000).
  • Contagious Disease (CD) and STI/TB Tracking: $173,000 requested for the CD program (mandated, non-revenue generating) and $15,000 for STI tracking (partner notification, prevention education), neither of which are covered by FPHS funds (05:16:33.000, 05:17:08.000). TB care requires intensive, direct observed therapy (DOT) by nurses for multiple months (05:20:18.000–05:20:51.000).
  • School-Based Health Centers (SBHC): $145,000 requested to retain centers following $25,000 loss in funding from the Health Care Authority (05:22:07.000–05:22:42.000).
  • FPHS Reduction: The department was recently informed that its FPHS award was reduced by $205,000 due to unintended consequences in state vapor tax legislation. Further reductions are anticipated for 2026/2027 (05:23:41.000–05:25:42.000).
  • Interfund Rents/Leases: Total costs are substantial ($500k+), showing a cumulative 65% increase from 2022 to 2026 (05:34:26.000, 05:35:19.000). Concerns were raised that the consolidation of the water quality space into one annex location may not be reflected in the current 2026 rent estimate (05:36:07.000-05:36:27.000).
  • Behavioral Health Coordinator: This new position (not part of the General Fund ask) is being funded by blending 1/10th of 1% tax dollars, opioid settlement funds, and public health assistance dollars (05:30:24.000–05:30:50.000).

Public Comments

  • No public comment on this topic.

Supporting Materials Referenced

  • Charts were presented showing 85% categorical funding, 7% total General Fund portion (with the request approved), and breakdowns of revenue (grants, state contract revenues, fees) and expenses (salaries/benefits, professional services) (05:01:41.000 et seq.).

Financials

  • General Fund Total Ask: $559,000 (05:34:26.000).
  • Professional Services: $578,000 budgeted, slightly higher than anticipated, covering contracts related to grants, Tyler Technology maintenance, and Nurse Family Partnership (NFP) with Kitsap County (05:06:16.000–05:07:28.000).

Alternatives & Amendments

  • The department noted a shift in the Technology fee collected by DCD and managed by Public Health (05:27:36.000). This fee is being re-evaluated for a potential increase (currently 5% in the 2026 budget) to ensure it adequately covers the future replacement cost of the software application (05:28:41.000–05:29:26.000).

Outcome, Vote, and Next Steps

  • Decision: No action taken; item was informational.
  • Vote: No vote recorded.
  • Next Steps: Follow up with Finance staff regarding the Interfund Rent/Lease calculation to ensure cost savings from facilities consolidation are included (05:36:07.000). The department will continue coordinating with WSALPHO on the FPHS reduction strategy.